It may be time to rethink the way we pursue customers. Instead of segmenting them by market, demos or job title, it may be time to focus on the "job" they are trying to do. "We always have an overwhelming tendency to frame the market we are targeting by the boundaries defined by product categories, or product points, or the demographics of the customers," says Clayton Christensen in Agile Brain.

"We think about industry verticals," he says. "When we target products at markets that are defined by demographics of customers or by the product characteristics, we are playing the crapshoot game of determining whether or not there is a valid customer need."

Instead, Christensen thinks we should focus on clarifying the objectives that individuals are trying to meet -- and then, help them meet them. "We [should] define our business as helping a customer get a job done -- one that he is already struggling to get done and has no satisfactory means of doing it -- the probability that product will contact with the customer is very high. You need to look at what the customer is trying to get done and does it help him or her get it done better. Or, does it make it easier for them to do what they aren't trying to get done. The latter is a failure. "