Situation: The Tehachapi Zeppelin Company sells enormous airships to transportation and logistics companies. Each airship costs millions of dollars, and the sales cycle is multiple months long. One sales manager has noticed that bigger deals take longer to close, so he’s encouraging his sales reps to add extra meetings to the sales process in hopes of increasing average deal size. This is an example of:

Adding bad friction introduces unnecessary obstacles that slow down the sales process without creating real value for the customer or improving outcomes. Encouraging extra meetings to increase deal size adds effort and delays without guaranteeing better results. RevOps principles emphasize designing processes that optimize efficiency, customer experience, and revenue predictability. Unproductive friction reduces operational effectiveness and can frustrate buyers. Bad friction impedes momentum and undermines scalable growth.