Harvard Business Review research indicates that companies that make their customers partners, and share the value created, lead the pack on revenue growth, profit margins, capital efficiency, and enterprise value. We call these companies Network Orchestrators. By leveraging customer networks and their tangible (e.g. homes and cars) and intangible (e.g. expertise and relationships) assets, firms can gain these advantages of the Network Orchestration business model. How, then, do firms cultivate these valuable customer networks? It starts by understanding customers’ affinity with the brands. Get the full story at Harvard Business Review