A major U.S. financial institution-call it HugeBank-was justly proud of the innovative online services it offered its millions of customers. It finally got around to analyzing its virtual customer base. The findings stunned management. Roughly 90 percent of the bank's online customers logged on barely once a month. By contrast, an obsessive-compulsive 10 percent logged on at least once a day. HugeBank was both embarrassed and annoyed that its pathological dependence upon averages had led it to create a "typical customer," concealing the extent of this disparity.

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