Offer Clarity Check Pro

Which proposal is out, but not really moving?

Pick the proposal that keeps coming back to mind: “If this were serious, something would have moved by now.” After 9 questions, you’ll see whether there is real buying intent, or whether you are mostly keeping the deal alive.

9 deal questions honest close probability best clarity question

No login. No sales fluff. Just a clear look at the proposal taking up too much headspace.

Offer Clarity Check Pro

Does this proposal have real momentum toward a deal?

Pick the proposal that is already out — but is not moving as clearly as it should. After 9 questions, you’ll see whether the buyer is really moving with you or whether most of the momentum is still coming from your side.

Question 1 of 9 Situation

9 questions. One real proposal. One clear next sales question. Choose the proposal in your pipeline that needs the most clarity right now.

Don’t just check your good feeling. Check the signals that actually carry a deal.

Situation

Is it clear what is really happening inside the buyer’s company?

Not just whether there is interest — but who is involved, what is being discussed internally and how your proposal is currently being evaluated.

Clearly visible. I know who is involved internally, how the topic is being evaluated and what is happening behind the scenes. Partly visible. I see some signals — but who really influences the decision internally is not yet clear. Still too foggy. I mostly know what happened in my conversation with the contact. What happens internally is still largely unclear.

Strong deals rarely come from “sounds interesting.” They happen when the buyer can name the problem themselves.

Problem clarity

Has the buyer clearly stated what problem needs to be solved?

What matters is not whether you see the problem. What matters is whether the buyer can name it without you having to push them there.

Named by the buyer. The buyer clearly put the problem into words — without me having to put it in their mouth. Still implied. There are pain points, but they are still more felt than clearly stated. More interest than pain. So far, it sounds more like “interesting” than a problem that creates internal movement.

A known problem does not move a deal by itself. Momentum starts when there is a reason to act now.

Problem clarity

Is it clear why this problem matters now?

A problem can be on the table — and still not be a priority. The key question is whether the buyer has a real reason to move it now.

Clear trigger. There is a concrete reason why this issue needs to be addressed now. Trigger exists. There is a trigger — but it is still unclear whether it creates real urgency. Still easy to postpone. The buyer sees the topic as relevant, but could probably push it further down the road.

If doing nothing does not hurt, waiting usually remains the easiest decision.

Impact

Is it clear what happens if the problem is not solved?

The proposal gains strength when the buyer sees the cost of leaving things as they are.

Consequences are clear. We specifically discussed what stays stuck, gets more expensive or escalates if nothing changes. Consequences remain vague. The consequences were touched on, but not clearly enough to create decision pressure. The status quo is tolerable. The consequences were hardly discussed. The buyer can still live with the current situation.

A deal gets stronger when the cost is no longer just a vague feeling.

Impact

Can the buyer name the business or operational cost?

It does not need to be perfectly calculated. But it should be tangible: time, cost, risk, revenue, quality or internal friction.

Tangible cost. The buyer can name where time, money, quality, risk or internal energy is being lost. Felt, but unclear. You can feel that it costs something — but it is not concrete enough to support a strong decision yet. Still abstract. The cost is still fuzzy. It sounds uncomfortable rather than business-critical.

The strongest value is not the value you explain. It is the value the buyer can say in their own words.

Value awareness

Has the buyer described the value in their own words?

The proposal gets stronger when you are not the only one carrying the value, but the buyer can explain it themselves.

Buyer-owned value. The buyer can say what becomes better, easier or measurably different with the solution. Still carried by you. The value has landed, but not strongly enough for the buyer to confidently sell it internally. Value not anchored. Right now, I am still the one explaining the value. The buyer has not really made it their own.

Many proposals are not lost in the sales conversation. They disappear afterwards — internally, quietly, and without anyone pushing them forward.

Internal process

Can your contact sell the proposal internally when you are not in the room?

Many proposals feel good in the conversation. What matters is what survives internally afterwards.

Strong internal case. My contact could clearly explain the internal case: problem, value, risk and next step. Internal alignment uncertain. My contact is interested — but whether they can create real internal movement is questionable. Barely supported internally. Once I am not in the room, the internal process probably becomes unclear, weak or delayed.

“We’ll get back to you” sounds polite. For a proposal, it often means nothing is moving.

Commitment

Is there a real next step — or are you just waiting for feedback?

“We’ll get back to you” feels open. Often, it only keeps the hope alive that something might still happen.

Clearly agreed. There is a next step with a date, people involved or a clear action. Direction exists. There is an idea, but nothing yet that proves real progress. No real progress yet. Basically, “we’ll get back to you” is still hanging in the air — and that is not a next step.

A real next step moves the proposal closer to a deal. Everything else just keeps the conversation open.

Progress

Does the next step move the proposal closer to a deal — or just keep the conversation alive?

Real progress changes ownership, clarity or decision-making. Everything else only soothes the feeling that something might still happen.

Visible progress. The buyer takes a concrete action that genuinely moves the deal forward. Movement, but weak. Something is moving, but the buyer has not yet taken a truly reliable action. Just staying in touch. It stays at information exchange. Nice, but it does not move the proposal closer to a deal.

Your Proposal Diagnosis Pro

Estimated close probability 0%

critical open strong

🟡 Action needed: sharpen the deal

Main issue

Next best clarity question

Best next move

Who is really driving this deal right now?

The quiet truth You probably don’t need to follow up harder. Not another better email.

You need a clear moment that shows: Is the buyer moving with you — or are you pushing the proposal alone?

Situation

Problem clarity

Impact

Value awareness

Internal process

Commitment

Before you follow up again Get an outside view on this proposal

If this proposal matters, don’t keep running it through your head alone. In 30 minutes, we’ll look at what is really there, what is missing and which question creates clarity in the next conversation.

And if it becomes clear that there is not enough basis to keep investing time, that is a good result too. You get your time back.

Clarify the proposal before you follow up again →

Your personal proposal playbook

Open the phases that matter for your next conversation. Weak phases are highlighted automatically.

Situation Understand the internal situation

Goal: Understand how the buyer really works, evaluates and decides internally.

Who else is involved in this topic besides you?
How does a decision of this size usually happen on your side?
What would need to happen internally for this to move one step forward?
Which teams or stakeholders would be affected if you move forward with this?
Are there already internal conversations about this — or is it still more of an early evaluation?
Who would benefit most if this issue were solved?

Problem clarity From interest to a real problem

Goal: Turn friendly interest into a clearly named business problem.

What exactly is not working the way it should right now?
Where do you notice day to day that this is not properly solved?
What bothers you most about it right now?
How long has this been on the table for you?
What made you look at this now?
If you changed nothing, what would stay exactly as it is?
Who internally feels the pain of this unresolved issue the most?

Impact Make the consequences visible

Goal: Clarify why doing nothing may be more expensive than changing.

What is this currently costing you in time, energy or revenue?
What impact does this have on your team or your customers?
What happens if nothing changes in the next three to six months?
Where does this create internal friction?
What risks come up if this stays unresolved?
What would happen if a competitor moved faster here?
How would you know the problem is getting bigger?
Which projects or goals are indirectly affected by this?

Value awareness Let the buyer articulate the value

Goal: The buyer describes why a solution would be valuable.

What would specifically improve if this were solved?
How would you know the decision paid off?
What would be a good result for you after 90 days?
What internal impact would it have if this point were solved properly?
What would become easier for you as a result?
Who in the company would this outcome be most valuable for?
How would you describe the value internally?
What would be the difference between “nice to have” and truly relevant?

Internal process Build internal alignment

Goal: Help your contact create enough internal clarity for the decision process.

Who internally needs to understand why this matters?
What would be the strongest argument for that person?
What objections could come up internally?
What absolutely needs to be clear in an internal decision meeting?
How would you summarize the topic internally?
Which number, risk or effect would carry the most weight internally?
What do you need from me to position this well internally?
Who could slow this down internally — and why?

Commitment & Progress Turn interest into movement

Goal: Turn an open conversation into a reliable next step.

From your perspective, what would be the most useful next step?
Who should be in the next conversation?
By when do you want to have internal clarity?
What concrete action would show both of us whether this moves forward?
What would need to happen for this to become a real decision process?
Should we schedule the next step now — or is the topic not far enough internally yet?
Can I ask openly: Is this a real priority right now, or more of an interesting topic for later?
How would both of us know that this deal is truly moving forward?

Save your result Take this diagnosis into your next sales conversation

You’ll receive your estimated close probability, weakest phase and most important clarity question by email. That way, you don’t go into the next conversation with gut feeling alone — but with a question that shows whether the proposal has real momentum toward a deal.

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9 questions. One real proposal. One clear next sales question.