I think there is far more than just organisational size or the extent of product range that determines how effectively a company is able to sell its products and/or services.
For example, I can show you a great many "behemoths" that do exceptionally well at selling their wide array of products and services.
If practical examples are what you are after, then here just for starters, is a list of successful behemoths: ABC, AFI, AGI, AGL, AIA, ALQ, AMC, ANN, ANZ, APA, ARB, AST, ASX, AUB, AZJ,... and that's just a few of the ones that start with "A". I would go through the entire alphabet, but I think the point is adequately made. (CSL, of-cited as the company to which MSB aspires, also seems to do jolly well, notwithstanding its very large behemoth size and its complex product suite.)
Rather than just down to size alone, "getting the job" done is a function of many more other elements, such as underlying demand for products/services, degree of discretionary nature of demand for product/services, brand resonance, uniqueness of product/service in question, the competitive environment, availability of substitutes, supply chain architecture, capacity utilisation, etc. etc.
Anyway, this discussion of sales execution capability is totally moot, insofar as any discussion with MSB goes; because MSB does not yet have any product to sell (other than in Japan, of course, but I think its safe to now say that the level of sales in Japan is not exactly a company maker).
In summary, if one wanted to meaningfully discuss MSB's propensity to sell its products effectively, maybe the more opportune time to conduct such a discussion would be when MSB actually have some products that it is able to sell.
(20min delay)