ISSN 1822-6515

KAUNO TECHNOLOGIJOS UNIVERSITETAS

KAUNAS UNIVERSITY OF TECHNOLOGY
Ekonomikos ir vadybos fakultetas
Faculty of Economics and Management

KALININGRADO VALSTYBINIS TECHNIKOS UNIVERSITETAS

KALININGRAD STATE TECHNICAL UNIVERSITY
Ekonomikos fakultetas
Faculty of Economics

RYGOS TECHNIKOS UNIVERSITETAS

RIGA TECHNICAL UNIVERSITY
Inžinerinės ekonomikos fakultetas
Faculty of Engineering Economics

TARPTAUTINĖS MOKSLINĖS KONFERENCIJOS PRANEŠIMŲ MEDŽIAGA

INTERNATIONAL SCIENTIFIC CONFERENCE PROCEEDINGS
ISSN 1822-6515 ISSN 1822-6515
EKONOMIKA IR VADYBA: 2008. 13 ECONOMICS AND MANAGEMENT: 2008. 13

THE RELATIONSHIPS BETWEEN PROVIDERS AND CLIENTS OF

KNOWLEDGE INTENSIVE BUSINESS SERVICES AND ITS MARKETING
Liudmila Bagdoniene, Rasa Jakstaite
Kaunas University of Technology, Lithuania, Liudmila.Bagdoniene@ktu.lt, Rasa.Jakstaite@gmail.com

Abstract
Knowledge intensive business services (KIBS) are rapidly growing service sub-sector. Increasing
number of KIBS providers (these services are provided not only by specialised service enterprises but also by
IT companies, universities and etc.) leads to necessity of strengthening their competitiveness. Competitive
advantage of knowledge intensive business service providers depends on flexibility, reputation, high quality,
specialisation in knowledge, innovation and creativity. But relationship between KIBS providers and their
clients as assumption of competitiveness is seldom researched. The aim of the paper is to reveal peculiarities
of relationship between knowledge intensive business service providers and their clients and of marketing
tools depending on development of the relationship.
In the first part of the paper essence, distinctive features and variety of knowledge intensive business
services are revealed. In the second part of the paper traits of relationship between KIBS providers and their
clients and the process of relationship development are described. Relationship between KIBS providers and
their clients can gain different forms but its success depends on commitment and trust, client
orientation/empathy, experience/satisfaction and communication. The relationship dynamics require adequate
marketing tools. In the paper the use of market segmentation, pricing, branding and communication for KIBS
providers’ and clients’ relationship development is revealed.
Keywords: knowledge intensive business services, relationship marketing, tools of relationship
marketing.

Introduction
In nowadays market activities of business enterprises become more and more complex because of
lowering entry barriers to the market, growing competition and increasing risk, shortening life-long cycle of
goods/service, and other factors. On these conditions ability to create and adapt new knowledge helps to
acquire competitive advantage. Intellect and knowledge but not finance, technologies or material assets
become the main resource of enterprise activity. Can any business enterprise create new knowledge?
Obviously not, that’s why great attention is paid to knowledge intensive business services (KIBS). These
services are considered as source of knowledge creation, problem identification and innovative solving,
operational change projects and their implementation. But increasing variety of KIBS providers (these
services are provided not only by specialised service enterprises but also by IT companies, industrial
establishment, universities and etc.), processes of internationalization obligate to look at this service sub-
sector from competition and competitiveness point of view (Taivonen, 2004; Miles, 2005). Besides
traditional factors leading to competitiveness, for example, flexibility, reputation (Viitamo, 2003), ability to
identify client tacit needs and to respond to them, high quality (Bhatnagar & Sohal, 2005), there are
characteristic and special KIBS factors – such as specialisation in knowledge, networks, innovativeness and
creativeness (Haataja & Okkonen, 2004). But until now researchers have paid little attention to relationship
between knowledge intensive business service providers and their clients (Bagdoniene et al., 2007a;
Bagdoniene et al., 2007b). Both sides are involved into common learning process without which creation of
new knowledge or solving problems is not possible (Simmie & Strambach, 2006). Clients become the most
important partners in service development because ideas, conditioned by client needs, appear and are realised
in cooperation between providers and clients (Brax, 2005; Bettencourt et al., 2002). It is impossible to copy
KIBS providers’ ability to build or to sustain relations with clients; therefore, relationship between KIBS
providers and their clients can be reasonably considered as assumption of successful activity and competitive
advantage (Sobel, 2006). But management of relationship with clients requires adequate marketing
competence, therefore scientific problem of the paper can be defined as following: how relations between
knowledge intensive service providers and their clients should be developed that relationship would become
an assumption of competitive advantage. The aim of the paper is to reveal peculiarities of relationship
between knowledge intensive business service providers and their clients and of marketing tools depending
on development of the relationship. In order to reach the set aim, analysis of scientific literature, methods of
comparing, analogy and generalization are used.

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 Essence, distinctive features and variety of knowledge intensive business services
KIBS are innovative services provided by experts and are devoted to meet needs of economy subjects
such as private enterprises and public organisations (Kemppilä & Mettänen, 2003; Toivonen, 2004). These
services create added value using intellectual means; KIBS distinguish by knowledge intensity, solving
specific and usually unique problems, and close relations with clients (Muller & Zenker, 2001). Knowledge
intensity can be measured using such factors as input actions (usually structure of staff qualification or costs
for research and development) or result (for example, innovation) (Koch & Strotmann, 2004, 2005). Simmie
& Strambach (2006) maintain that high competence of professionals is integral part of these services.
Scientists accent that knowledge intensive business services help clients to acquire new or deepen
present knowledge. But it is not enough. While providing these services, the providers and clients mutually
learn from each other through combining the existing knowledge, acquiring new explicit or tacit knowledge,
as well as diffusing it (Koch & Strotmann, 2004; Stahlecker & Koch, 2004). Therefore, clients contact KIBS
providers with specific problem, so service provider should to prepare new or essentially modified existing
concept of service and service delivery system, especially technological options, to overview ways of
relations with clients. All this should be performed with mutual agreement by seeking forecasted result
which in common can be defined as benefit to both client and provider (see Figure 1). Ojanen et al. (2007)
emphasise that new service concept and system for its realisation leads to service innovation. Innovation as
one of KIBS distinctive features is indicated by Muller & Zenker (2001), Howells (2002).

Knowledge of Interaction process and knowledge diffusion Knowledge of

KIBS providers Acquisition of new knowledge (tacit and explicit) KIBS clients
Knowledge recombination (codification)

New service concept New client interface

Technological
options

New service delivery system

RESULT
(mutual benefit both clients and service providers)

Figure 1. Concept of KIBS (drawn by authors according to Ojanen et al., 2007; Muller & Zenker, 2001)

Traditionally professional services (for example, accounting, tax, management consulting, advertising
and marketing services, etc.) are assigned to KIBS sector but in these latter years the most researchers (Miles
et al., 1995; Toivonen, 2004; Stahlecker & Koch, 2004; Muller & Doloreux, 2007; Koch & Strotmann, 2004,
2005; Simmie & Strambach, 2006; etc.) distinguish also technological services (T-KIBS) in KIBS sector.
These kind of services are usually related with information-communication technologies (ICTs) and
technical activities (for example, engineering, research and development, etc.) (Muller & Doloreux, 2007).
Development of information technologies (IT) stimulate researchers (Werner, 2001; Thomi & Böhn, 2003)
distinguish one more group of KIBS – computer-related KIBS (C-KIBS) – which involves services related
with computers and software. As example of such kind services can be software consulting, software
providing, data mining, etc. So, knowledge intensive business services are divided into professional,
technological and related with IT services by most of researchers.

KIBS providers’ and clients’ relationship marketing: process and tools

The relationship is in core of human behaviour (Gummesson, 1999, p. 5). The wealth embedded in
customer relationship is now more important than the capital contained in the land, factories, buildings, and
even bank accounts (Galbreath, 2002). The relationship is the process of developing mutual understanding
and the mutual creation of value with clients over the lifetime of an association (Schurr, 2007). It is based on

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principles of understanding, trust, collaboration, commitment and adaptation (Kasper et al, 2006, p. 149).
Galbreath (2002) notes the best relationship is such when all parties involved relying on and trusting the
others to do what it is necessary to benefit the relationship as a whole. It represents the win-win opportunity
for a business. Customers and customer relationship can be interpreted as resources of the service firm which
might be the basis for sustainable advantage over competitors (Gouthier & Schmid, 2003).
The relations between KIBS providers and their clients are harder than ever to build and sustain but
they are also more important than ever. The growth and profitability of these service providers is still very
dependent upon their ability to manage and grow key relations (Sobel, 2006). The process of KIBS
providers’ and clients’ relationship is presented in Figure 2.

Needs, expectations, investments in relationship

RELATIONSHIP PROCESS
KIBS KIBS
provider Pre-relationship stage Development stage Long-term stage Final stage client
Marketing activities and tools

Outcomes (problem solving, competence,

satisfaction, loyalty,…)

Figure 2. KIBS providers’ and clients’ relationship

KIBS cannot simply be equated with the purchase of standardized external services (Simmie &
Strambach, 2006). KIBS are services when client is high involved (Caniëls & Romijn, 2005). It means that
knowledgeable and demanding clients are a valuable asset to the service provider. They support the
development of new ideas, solutions, and technologies by sharing their requirements, strategic insights,
information and knowledge. Caniëls & Romijn (2005) state that only a minority of customers tend to be truly
articulate and motivated to maintain close linkages with service providers.
Referring to Conway & Swift (2000), building and sustaining relations with clients are investment into
the market. Relations can have both positive and negative aspects; therefore their value is defined by such
thing as how important they are to both side of the relations and especially to client. Form client point of
view it is beneficial to enter into relations/remain them or not depends on perceived possible costs.
According to Conway & Swift (2000), these costs can be defined as loss of the control, uncertainty, id est.
difficulties of forecasting, requirements for extra resources, preclusion from other opportunities and
unpredictable demand. Therefore KIBS provider must invest into relationship development. The KIBS
provider’s investments into relationship development (it can be the adaptation of product, process and
organisation) tend to be made only if the outcomes within the relationship is perceived to be satisfactory
(either now or in the future). Sobel (2006) notes that consultancy firms are very interested in long-term
relationship because they understand the potential benefits. They continually add value and invest in their
clients.
Toivonen (2004) stresses that many clients expect KIBS providers to verify how their services support
the client’s business. Ojasalo (2001) notes fuzzy, implicit, and unrealistic expectations of professional
services customers which may represent a dangerous pitfall for long-lasting customer satisfaction.
Management of expectations is important because service quality and satisfaction depends on the fact what
service result will be achieved. Referring to Ojasalo (2001), it is possible to reach long-term satisfaction with
managing client expectations, id est. vague expectations transform into definite ones, tacit – into explicit, and
unreal – into realistic. The author maintains that management of expectations is undoubtedly important to
organisation in seeking to build and to sustain long-term relations with clients.
Kuusisto & Viljamaa (2004) claim that the development needs are not necessarily recognised or
clearly understood by the potential client. Conditions of client needs acknowledgement and recognition
from consultancy firm point of view are represented in Figure 3.

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 Do client recognize a need?

NO YES

Does consultancy firm know

the need of client?
YES Draw client’s Develop a sales
attention discussion

?
Client contacts
NO consultancy firm

Figure 3. Recognition of client needs and activities of consultancy firm in sustaining relations with clients
(drawn by authors according to Markham, 2004)

As we can see from Figure 3, consultancy firm can think about order of services only on the case when it
and its client recognize a need of consultation. It is the easiest way to sell services when clients show initiative.
Clients can do this if they know about offered services. It means that consultancy firm should ensure that
potential clients would know about service supply. Usually complex of promotion actions is invoked. Crane
(1993, p. 64) states that marketing specialists of professional services should use combination of demand-
oriented and image-oriented promotion. Promotional elements can inform potential clients about service
benefit, encourage (stimulate) them to use service, after all remind what benefit they have got from service,
develop and retain corporate image, distinguish service and firm from competitors. In Markham (2004)
opinion, consultancy firms’ notability will be strengthened if sale managers visit clients in their companies; it
will help better understand not only obvious client needs but also future ones. By offering services KIBS
provider often helps client in formulating the problem in such manner that it will lead into purchase of external
expertise. In this way KIBS must to be proactive in finding solutions to potential client problems.
The relationship has benefits to both parties where each is concerned with the welfare of the other.
Such relationship is likely to be of a long term nature. The relationship between KIBS provider and clients
can be founded in the client (Castro et al, 2005). The service provider need to have an understanding of the
dynamics of relationship, how they evolve and what factors are likely to affect their development. Only the
long-term relationship may produce strategic benefits for the professional service provider in its marketing
through generating referrals and credentials or creating competitive advantage by building barriers to
switching the provider (Halinen, 1997). Heathcote (2006) stresses that about 80 per cent of Boston
Consulting Group's work is with repeat clients. This means it is crucial for it to keep its core group of
satisfied clients. Thus, KIBS providers need to consider the tools of client loyalty.
The nature of cooperation and roles of relationship participants usually determine features of
relationship. The relationship between KIBS provider and their clients could vary in forms – from very
remote relationship, where the KIBS firms act largely as a contractor performing a predefined task, to more
intimate, interactive ones, where the KIBS providers may be in long-term partnership with clients and
negotiate the services tasks with them. Heatcote (2006) notes that the closeness of the relationship sometimes
becomes the challenges for professionals: they are intimately involved in the business but must retain full
objectivity. According to Miles (2003), Miles et al (1995), it is possible to distinguish three groups of
relationship at consulting services: sparring, jobbing and sales relationship. In the first case, for example, a
service provider and consumer communicate as equal partners. Trust and rapport are characteristic for such
relationship. The relationship between provider and client are liable to be highly interactive, to involve a
long gestation time, to require high personal involvement. In the case of jobbing relationship an interaction is
less. Typically the service provider has to perform a specialist and technical professional task, clearly defined
by the client. The sales relationship involves more standardised services, or services produced in relatively
standardised ways, which may even be developed before the transaction. It means that the consultants need
to play different roles in their relationship with different clients.
As Anand & Khanna (2000) state, firms have to learn to manage their partnership to be able to cope
with them. Distinct modes of development in client relationship are quite possible in relation to various
KIBS sectors and firms. It may be that more strategic and intimate relationship tends to be reserved for larger
clients, while more standardised solutions are introduced to others (Futures, 2005). In some cases KIBS
providers prefer to maintain a certain distance in client relationship, for example, the high cost and uncertain
quality of some services cause to provide more standardised solutions to common problems of different
clients. It is important to point out that relationship between KIBS firms and their clients are characterised by

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confidentiality. KIBS providers have access to their client firms’ confidential business information in a way
hardly possible to any other type of firms (Hyypiä & Kautonen, 2005).
The process of relationship change requires adequate instruments of marketing. Market segmentation
has great importance at pre-relationship stage. The key to successful segmentation is to group together those
clients who have common needs and who will be executed. Criteria of consultancy firm clients’
segmentation can be such as geographical, market sector and offered service. Such segmentation becomes
the background for organisation of consultancy activity (Markham, 2004, 197 p.). Appelbaum & Steed
(2005) note that question of the client is not straightforward and can be ambiguous and problematic. Crane
(1993) assumes that the segmentation is one of the most difficult tasks facing a marketer today. He affirms
that many marketers do not segment the market enough and fail to see the differences between groups of
potential clients or it takes place of over segmenting. Having the right client is essential for many reasons:
financial, image building, etc. Therefore the choice of client is an issue of strategic significance (Eriksson &
Lindvall, 2002). Muller & Zenker (2001) maintain that in the beginning of the relationship its success
depends on geographical, cultural and even social proximity of service provider and its clients. Another
marketing mean, which influences the relationship with clients, is pricing. Kotler (2004) presumes that
value-based pricing represents an opportunity for differentiation that a smart firm can use to attract new
clients. Branding should be also considered as investment into relationship. A well-known brand (for
example, McKinsey, Gemini Consulting, etc.) increases clients’ loyalty, decreases their sensitivity for a
service price, obstructs competitors to get to the market, facilitates market‘s segmentation (Urbanskiene &
Vaitkiene, 2006). Berry (2000) notes that in contrast to goods when the product is the primary brand, in
services area the company is the primary brand. Branding is a principal success driver for service
organizations as well. Kotler (2004) emphasizes that consultancy firms need to improve their brand-building
ability. In his opinion the key to branding, especially for smaller firms, is to focus on a limited number of
issue areas and to develop superb expertise in those areas.
Successful relationship marketing requires relationship commitment and trust (Morgan & Hunt, 1994),
customer orientation/empathy, experience/satisfaction and communication (Conway & Swift, 2000).
Liljander & Roos (2002) note that on the basis of trust and commitment the relationship between service
provider and client may vary from spurious to true. According to Doney & Cannon (1997), the trust of the
provider firm influences a client's anticipated future interaction with the provider. Sharma & Pattersson
(1999) note trust is decisive for continuity of relationship. The trust is very important for consulting services.
These services are sold on a promise and this promise highlights the importance of trust in the relation
between service provider and client. Both parties (the provider and client) have to earn each other’s trust and
loyalty, and they have to become used to each other’s way of thinking and acting (Caniëls & Romijn, 2005).
The relationship commitment, according to Sharma & Pattersson (1999), is a function of communication
effectiveness and trust. Kotler (2004) predicates that consultancy firms need to build a good database on each
client’s activities, interests, opinions, and other pertinent information. These tools enable the consultancy
firm customize proper services and communications to each client.

Conclusions
• KIBS are significant sector of knowledge economy. It includes professional, technology-based and
computer-related services. They are innovative service provided by expert and distinguish by knowledge
intensity, client high involvement into process of service providing. Client helps to the service provider to
generate new ideas, to find solutions; also it shares strategic intelligence, information and knowledge. All
this lead to importance of close relations between service provider and its client.
• Scientists accent that relationship between KIBS providers and their clients are harder than ever to
build and sustain but they are also more important than ever, therefore potential benefit of successful and
long-term relations with clients stimulate KIBS provider to invest into relationship development. What will
be relationship between KIBS providers and their clients and its results depend on the ability to satisfy client
expectations and to meet client needs. Vague expectations of clients leads to threat of relationship continuity,
therefore KIBS providers, seeking for client satisfaction, should manage expectations, id est. vague
expectations should be transformed into definite ones, tacit – into explicit, and unreal – into realistic. KIBS
providers also should help to their clients to solve raised problem. In other words, KIBS providers should be
proactive in defining client problem and searching for its solution.
• The relationship between KIBS provider and their clients could vary in forms – from very remote
relationship to more intimate, interactive ones; from spurious to true. Successful relationship requires

224
relationship commitment and trust, client orientation/empathy, experience/satisfaction and communication.
The closeness of the relationship could become the challenges for KIBS providers – they are intimately
involved in the business but must retain full objectivity. Problems of relationship can arise due to strive to
ensure confidentiality.
• KIBS providers need to have an understanding of the relationship dynamics – they evolve from
pre-relationship stage to development, long-term and final stage. Every relationship stage requires adequate
marketing tools. In the paper such marketing tools as market segmentation, pricing, branding, and
communication through database for KIBS providers’ and clients’ relationship development is discussed.
These marketing tools must be used creatively by KIBS providers in each stage of the relationship for
development of long-term relationship. Only long-term relationship based on commitment and trust may
produce benefit to both provider and client.

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