Noncustomers can be a powerful source of growth so long as you have the right offering. But creating options for them can involve the uncomfortable tactic of turning your back on the heavy user. It’s not easy to rethink marketing and segmentation 101. In his book The Innovator’s Dilemma, Clayton Christianson observes that in many categories a set of noncustomers who didn’t want high performance were the target of a low-end market disruption whereby a firm offers a reduced price, reduced performance product. The firm gained a market niche from which it gradually introduced more upscale offerings until it grew beyond being a niche player. He illustrates with examples such as the steel mini-mills, Toyota and Canon (copiers) in the 70s, Southwest Airlines, and many more.