If all you have to sell is physical items this is very difficult of course, but there are ways around the problem.
For example a wine club is selling one-off items, but it offers monthly expert choices and discounts that keep the subscriber hooked in to keep buying. Book clubs operate in a similar way.
More up-to-date examples include shaving subscriptions or snack subscriptions from the likes of graze.
Coming more into the mainstream, Go Outdoors offers online and in-store discount for club card holders.
Regular purchases from such a store may seem unlikely, but once you have the member discount, there is a tendency to look at the store first before going anywhere else.
When working hard to increase sales, you should never forget the need to fulfil the sale. This means you should be working on capacity expansion in parallel to sales expansion.
For a manufacturing business this is a challenge, but it can be simpler if you are just retailing. However, you should never forget that your supplier may have limitations, so it always worth having at least one alternative supplier lined up to help deal with demand spikes.
For service businesses the primary limitation is personnel of course. If you are constantly increasing sales then you also need to be constantly recruiting.
Sub contract personnel can be a help, but it is often better if subcontractors are not core to the business so they can be dropped if things don't go to plan.
The other aspect of a constant growth situation is quality - especially if you are adding personnel at a high rate.
As part of the capacity planning, make sure there is a quick way of getting new bodies up to speed on both delivery and the need for a high quality of service.
If the growth starts to slow suddenly or even go into reverse, it is often the case that the quality of service is to blame.
