In 1978, rock super-band The Who asked (unintentionally, I'm sure) what I consider one of the most important business questions ever: "Who are you?"

With guitarist/singer Pete Townshend composing and Roger Daltrey belting the catchy and engaging lyrics, the group captivated its rabid audience with what resulted in one of its biggest hits. The tune still resonates so completely that it's used as the theme song on the hit TV show "CSI: Crime Scene Investigation."

Around my 17th birthday, when the anthem shot like a meteor across the national airwaves, my good friend Stan - an absolute Who junkie - was often in my face warbling (badly): "Who are you, man? Who - are - you?" Little did I know this annoyance would become a rich and vital question that I regularly ask business leaders who have engaged me to help their companies grow.

Why do I feel this question is so important as we eyeball 2011?

As you've come to expect from me, I'm a high ROI kind of guy - not really into "incremental growth." It takes too long, and besides, I'm after much larger game - and it's usually there for the taking.

I led sales organizations for 20 years, realizing midcareer that double- and triple-digit profitable revenue growth does not traditionally come from the sales force's efforts (though their efforts are important). Rather, I learned that uber-performance is directly attributable to successfully un-evening the competitive playing field, and that takes tossing old paradigms out the window.

Evolution is for the status-quo crowd, where long lines are the norm. I'm more of a revolutionary type, where the few and daring mavericks reside.

As my clients know, we always start at the front end of the revenue growth process when discussing improvement. Therefore, knowing who you are:

5. Allows you to know who you're not. Knowing who you're not affects how the company and its people behave - just as much as knowing who you are does. This understanding prevents costly waste and rework from occurring, enhancing the coveted and elusive P&L position known as profitability. Consider it a compass of sorts, a check-and-balance mechanism ensuring that your company stays true to its identity. If you know you're a lawn and landscape firm, for example, then you'd never dive headfirst into the swimming pool business (no pun intended). It simply wouldn't be who you are or what your customers believe you are.

4. Should go beyond your core product or service. To escape the dreaded business disease called sameness, you must offer value independent of "what you sell" that positively affects your customer's key performance indicators (KPIs). In 2003, my team spent months digging to identify and understand United Parcel Service's KPIs and how we could make a meaningful difference. We were successful in winning a three-year, multimillion-dollar contract because we adhered to the Golden Rule: What you sell is not what you do for your customers.

3. Delivers a target audience to your doorstep. If you're trying to be all things to all people - trying to satisfy everyone - then you stand for nothing. Put a big, bold and ridiculously loud stake in the ground, refining (illuminating) who you are, and watch how quickly word spreads about your specialist versus generalist positioning.

In Seth Godin's best-seller "Tribes," he explains how identifying your tribes - and captivating them - is the fastest path to profitable revenue growth. Knowing who you are makes it easier to identify your tribes and for them to find and connect with you.

2. Creates focus, strengthening your brand. The old General Motors failed for many reasons, but at the top of the list was the confusion about who it was. Was it Saturn or Hummer? Oldsmobile or Pontiac? Conversely, BMW knows exactly who it is: "The Ultimate Driving Machine." Strong, relevant brand - and consistency of brand - delivers increased market share, margins and profitability. Proof? The new GM is all about design and performance (see the Cadillac Escalade, Chevy Camaro and award-winning Buick Lacrosse).

1. Guides all company actions, allowing simple and consistent decision-making. Do you think Whole Foods Market considers selling Reese's Peanut Butter Cups? Of course not. Would Apple compromise Mac or iPod design to achieve lower price? No way. If you worked at Starbucks or Zappos or Nordstrom, would you know - as an employee - how to treat a demanding or irate customer, without having to ask a supervisor?

Yes! This is all possible by knowing who you are, and it creates compelling and sustainable competitive advantage.

"Who Are You" has remained relevant for 32 years, appearing in movies ("The Long Kiss Goodnight"), video games (Rock Band) and even Super Bowl XLIV's halftime.

Ask yourself: How relevant will you and your company be in just two years, not to mention 32?

Sean Stormes is an author and chief revenue strategist at Speed to Revenue. www.speedtorevenue.net