“…Leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies. By and large, a disruptive technology is initially embraced by the least profitable customers in a market. Hence, most companies with a practiced discipline of listening to their best customers and identifying new products that promise greater profitability and growth are rarely able to build a case for investing in disruptive technologies until it is too late.”
— p. 134, Christensen, Clayton M, The Inventor’s Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business School Press, Boston, 1997.
