"Sales and marketing leaders often enter the new year with clear revenue targets for growth. They know they will be measured—and that their job depends on quickly building new pipeline that converts into revenue. The challenge they face isn't the 'what' but the 'how.' How do they execute on these growth priorities?Here’s where we clarify the strategy behind the ambition. First question: Is this a core sales motion—are we aiming to land new clients, expand existing relationships, or retain current customers? What is the case in your situation? Is it core? If yes, then let’s talk about what your sellers need to do differently or better than what they are doing today. This often uncovers gaps in your sales process, messaging, coaching—or a combination of all three.If it’s more than improvement, we may be looking at an opportunistic priority like launching new capabilities. For instance, a platform for SaaS companies or a merger/acquisition. In these cases, how do we effectively sell the solution value proposition? New product launches are another scenario—whether it’s a brand-new product or the integration of products, services, and data into a unified solution. This may require a specialized sales team or the shift in the sales GTM for the existing team. Cross-selling is yet another challenge, where sellers focus too much on legacy offerings, neglecting the full portfolio across various buying centers within existing accounts. Regional and vertical expansions introduce new buyers, accounts, and specific industry languages—like healthcare—that we need to master the language. Finally, indirect channels come into play when growth means extending our reach through partners who already have customer relationships we don’t.Which one of these opportunistic plays is most relevant to you? Which one will you be placing a big bet on in the coming year? Revenue plays are increasingly the best way for sales and marketing leaders to build and launch to their sales teams the content, tools and training to drive new growth."