There are many ways to skin a cat — and this is also true in determining a go-to-market strategy.
If your sales team is B2B, then your growth opportunity might be in the enterprise market. But keep in mind that the rewards are often delayed, with long sales cycles, and are more expensive with senior-level salaries and travel budgets. Alternatively, you could add headcount in the small-business segment, which requires less expensive resources (both in salary and travel). However, it does require a well-tuned marketing engine to drive that long tail of small wins.
There is no silver bullet. But — similar to how Wall Street hedge funds use financial engineering — your go-to-market plan should invest in different areas and then constantly fine-tune the mix for the best return.
At the end of the year, our sales strategy team tries to determine how much more headcount should be added to reach our company sales goal. If you first organize by geography, company size, or revenue, the resulting go-to-market structure has many cascading effects. Those first decisions will ultimately change the makeup of the accounts in a territory, the number and type of supporting resources, the management structure, and quota.
At the same time, it is important to keep an eye on your long-term go-to-market plans. Short-term planning assumptions are cleanly defined (that is, new business sales) and will happen with a certain degree of confidence. However, longer-term plans become complex and build assumptions on top of assumptions that can quite easily detach from reality. A good framework to remember is think ahead but keep it simple.