Good morning,
Deal velocity is essential because every opportunity has a natural clock on it. When a buyer moves slowly, hesitation grows, competing priorities take over and the pressure to ask for a lower price increases.
When you guide a deal with purpose, you shorten the time between the first conversation and final approval. You create momentum. You take the uncertainty out of the process. You give the buyer a smoother path to a decision.
For sellers, this skill means fewer surprises, cleaner conversations and more confidence inside every deal. For managers, it means stronger forecasting, steadier pipeline movement and less stress at the end of the quarter. For business owners, it creates healthier cash flow, predictable revenue patterns and a team that knows how to lead customers toward action. Everyone benefits when deals move forward with intention.
Buyers trust you more when the process feels simple and when they understand the value long before they see the price. Revenue grows because you stop discounting to make up for delays.
Your reputation grows because customers feel guided rather than pushed. When you master deal velocity, you strengthen both your sales engine and the confidence customers place in you.
Turn to Best View Tables Below
DEFINITIONS
Term | Definition |
Deal Velocity | The speed at which a qualified opportunity moves from first conversation to closed agreement. |
Value Anchor | A clear financial or strategic impact statement that makes the price feel reasonable and expected. |
Decision Path | The set of steps a buyer must complete to move from interest to approval. |
Friction Point | Any moment where the buyer slows down because something feels unclear, confusing or heavy. |
Price Conditioning | Guiding the buyer early so they understand the value long before they see the price. |
TEST YOUR KNOWLEDGE
Question Type | Question | Answer Key |
Multiple Choice | What slows deal velocity the most? A) A lack of clarity B) Too many meetings C) High price | A) A lack of clarity |
True or False | You should wait until the final stage to discuss impact and value | False |
Short Answer | Name one way you can reduce friction in your deals | Any answer that improves clarity or simplifies a step |
DO’S AND DON’TS
Do | Do Not |
Lead the buyer with clear steps | Let the buyer figure the process out on their own |
Anchor value early and often | Show the price without any context |
Remove friction from each stage | Add steps that slow buyers down |
PRIOR POSTS
THREE WORKSHOP MODULES
MODULE 1: ANCHOR THE VALUE BEFORE THE PRICE
OBJECTIVE: Help you create a financial and strategic frame that makes the price feel small and rational.
EXERCISE: THE VALUE IMPACT MAP
Input | Example Data |
Annual cost of the business problem | 1 million |
Annual upside your solution creates | 600 thousand |
Cost of your solution | 60 thousand |
Time required to unlock value | Ninety days |
Estimated cost of doing nothing | 250 thousand per quarter |
TIPS FOR THIS EXERCISE
• Start with the cost of the problem because buyers move faster when pain is clear
• Use numbers that the buyer confirms, not numbers you invent
• Show the difference between staying the same and moving forward
• Keep the math simple and easy to repeat inside their company
EXAMPLES YOU CAN USE
• You are losing one million each year because of this gap. Our solution costs sixty thousand. The real issue is the cost of staying where you are
• The upside arrives within ninety days, which means you see value long before you finish paying for the program
CASE STUDY
Problem: A national publisher stalled because they believed they needed to cut spending
Solution: You anchored the financial impact within the first ten minutes of the meeting using the Value Impact Map
Results: The buyer approved the deal in five days with no discount and expanded the scope two months later
DISCUSSION QUESTIONS
What number makes your price easier for the buyer to accept
Answer: The cost of the problem or the cost of delayHow early should you anchor value
Answer: As early as the first discovery meetingWhat strengthens the anchor
Answer: Proof points from similar customers
MODULE 2: DESIGN A CLEAN DECISION PATH
OBJECTIVE: Give you a method to guide the buyer through each step so there are no surprises late in the deal.
EXERCISE: THE BUYING JOURNEY MAP
Step | Example Data |
People involved | Decision maker, finance lead, technical validator, legal reviewer |
Required actions | Discovery, internal alignment, scope review, budget approval |
Estimated time per step | Seven days with your guidance, twenty one without |
Known delays | Legal review and unclear internal communication |
TIPS FOR THIS EXERCISE
• Ask early who needs to approve
• Document each step and send it to the buyer
• Confirm timing so the buyer feels ownership of the calendar
• Remove surprises by recapping each meeting clearly
EXAMPLES YOU CAN USE
• Here is how teams like yours buy this. I will walk you through it so nothing slows us down
• I want you to feel in control of the process, so here are the steps we will follow together
CASE STUDY
Problem: A high intent buyer kept pausing because they did not know who else needed to approve
Solution: You mapped the decision path and coached the champion on how to navigate each step internally
Results: The deal closed eleven days earlier than forecast
Discussion Questions
What step slows your deals the most
Answer: Often legal or financeHow can you guide the buyer without feeling pushy
Answer: Present it as helping them avoid delaysWhat can you prepare in advance to speed things up
Answer: Scopes, templates, recaps and summaries
MODULE 3: REMOVE FRICTION EVERYWHERE
OBJECTIVE: Help you eliminate every point of delay so momentum stays alive from the first meeting to the signature.
EXERCISE: THE FRICTION KILL LIST
Common Friction Point | Example Data |
Slow email responses | Three day lag |
Confusing scope documents | One week delay |
Missing data from buyer | Five day pause |
Decision maker not present | Meeting wasted |
Overly long proposals | Buyer does not read it |
TIPS FOR THIS EXERCISE
• Keep your messages short and clear
• Recap every meeting with three elements: what we agreed, what happens next, what I need from you
• Shorten your proposals and focus on the impact
• Remove any step the buyer does not actually need
EXAMPLES YOU CAN USE
• Here is what we decided today. Here is what happens next. Here is what I need from you so we keep this moving
• You will get a one page summary that captures everything your team needs to make a fast decision
CASE STUDY
Problem: A deal went silent after a great conversation
Solution: You sent a one paragraph recap with next steps and a clear request
Results: The buyer responded in thirty minutes and booked the approval meeting
DISCUSSION QUESTIONS
Where do you usually lose momentum
Answer: Anywhere you wait instead of guideWhat creates friction for your buyers
Answer: Scope confusion, unclear next steps, slow responsesWhat can you remove or shorten this week
Answer: Any step that does not move the deal forward
PATH TO FLUENCY
Timeframe | KPIs to Track | What Good Looks Like |
30 Days | Number of value anchors used, clarity of recaps, documented decision paths | You anchor value in every meeting and map the path in half of your deals |
60 Days | Deal cycle length, stalled deals, approval step timing | Your cycle time shortens and stalled deals drop |
90 Days | Win rate, margin protection, average deal size | You close more deals at full price with fewer late stage surprises |
RECOMMENDED READING
Title | Author | Year | Publisher |
Matthew Dixon and Brent Adamson | 2011 | Portfolio | |
Chris Voss | 2016 | Harper Business | |
Mort Greenberg | 2025 | digitalCORE Publishing |
PRIOR POSTS
==
The Revenue Workshop isn’t theory. It’s a field-tested system used by real leaders, in real markets, under real pressure. Each newsletter is based on one of over 300 workshops and worksheets found in the eight books of the RevenueVsSales.com and TheFocusedSeller.com book series. To suggest workshops you’d like to read next, email [email protected]. Thank you for your time!
