I have come to call this approach to discovering the emerging markets for disruptive technologies agnostic marketing, by which I mean marketing under an explicit assumption that no one - not us, not our customer - can know whether, how or in what quantities a disruptive product can or will be used before they have experience using it. Some managers, faced with such uncertainty, prefer to wait until others have defined the market. Given the powerful first-mover advantages at stake, however, managers confronting disruptive technologies need to get out of their laboratories and focus groups and discretely create knowledge about new customers and new applications through discovery-driven expeditions into the marketplace.
— Clayton Christensen, The Innovator’s Dilemma, p.182
