We’re in a new era. The biggest risk in a product launch was once the product itself. Today, market development is a far bigger concern. But the way most companies launch products hasn’t shifted to match new realities.

Today, while products and services may be unique, the path to market-fit is not.

After a successful launch, things get complicated. What got you here won’t take you to the next level of growth. As numbers grow and more people get involved, seat-of-the-pants management and gut-feel decisions produce diminishing returns.

The path to trainable, scalable sales growth is specific and data-driven, and you can build a process to facilitate it. Yet many companies fail to make the leap.

Your sales process, lead gen, value-based messaging, and selling are based on hard data and proven, systemic approaches. Consequently, you’ve been rewarded with significant growth. Yet some sales-growth efforts are wildly successful, while others fall flat.

At this moment your company is at an inflection point. For a large, complex organization to keep pushing upward, it will need to redefine and clarify its mission and identity while determining which channels are most important.

As you rise above the operational grind, with a seasoned management team calling most of the shots, the most useful word in your vocabulary is “no.” Faced with specific product and service areas representing significant growth, yet unable to grow them organically, success depends on your ability to focus and prioritize.

How do you decide which opportunities to pursue? As dozens flood your deck each week, the wrong “yes” could cause your team to lose concentration and sacrifice six months of traction.