How do you figure out which part of the business needs the most attention? How do you prioritize projects in GTM improvement with confidence? These are the questions we sought to answer when developing the GTM Ops Decision Tree. With this model in mind, revenue leaders can ask the right questions to determine where to focus their attention for the highest, most immediate reward possible.
The decision tree starts with a fundamental choice between focusing on new business or net revenue retention, then branches into specific areas like pipeline generation versus pipeline management. USC Founder and CEO Eddie Reynolds walks through concrete scenarios of the decision tree in action, for example, showing how a company can double revenue by improving pipeline management processes rather than doubling pipeline generation. He emphasizes the compound effect of operational improvements versus one-time marketing investments and shares real examples from his experience at Salesforce and building Union Square Consulting.
Explore all of our Frameworks here.
02:19 Why Go to Market Teams Play Whack-a-Mole
04:54 Go to Market Efficiency Pyramid vs Decision Tree
06:16 New Business vs Net Revenue Retention Priority
08:50 Long Term vs Short Term Revenue Impact
11:23 Making Priority Decisions with Imperfect Data
16:31 Measuring Net Revenue Retention Fundamentals
18:38 Customer Health Tracking Transforms CS Results
22:00 When New Business Takes Priority Over Retention
25:13 Why Sales Process Beats Pipeline Generation
31:12 Average Close Rates and Realistic Improvements
34:21 Building Your Case for Leadership Buy-in
35:37 Breaking Down Pipeline Generation by Channel
38:53 Revenue Operations Roadmap Framework
41:37 Action Steps for Implementing Decision Tree
44:00 Resources and Next Steps