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The purpose of this study is to examine the role of interaction in supporting value co-creation during pre-purchase customer journey stages when selling professional B-to-B services. First, value co-creation in professional service firms (PSFs) is reviewed, and, second, the role of interaction in the different stages of a customer’s pre-purchase journey is explored, specifically in the context of B-to-B human resource management services.

Qualitative, semi-structured interview data was collected from potential B2B customers of a PSF in question, providing a broad coverage of prospective clients in architecture, engineering and IT sector.

In general, the findings of this study indicate that interaction plays a crucial role in pre-purchasing stages of a customer journey. In particular, these findings form understanding of how various interaction channels and content support PSF’s ability to co-create value with its prospects.

The existing research tends to concentrate on how value is created for existing customers, and far less attention has been paid to the perspective of prospects. This study contributes theoretically by providing novel insights into the current literature on value co-creation in PSFs by providing an understanding of how interactions in pre-purchase phases affect the co-creation of value from the perspective of prospects, which is a less researched viewpoint. Empirically, this study offers managers much-needed, context-specific knowledge of PSFs by comparing differences and pulling together similarities from each customer journey stage of PSF prospects.

The purpose of this paper is to explore what value dimensions and related value components are highlighted in the value proposition of knowledge-intensive business services (KIBS), both at the relationship and project levels, how value propositions can differ between new and established customer relationships, and finally what is characteristic to the evolution of value proposition in the KIBS context.

This study uses a comparative, qualitative multiple case study method.

The aim is to offer a comprehensive picture of the variety of value components in KIBS relationships, likewise, how the nature and composition of value proposition changes as a relationship evolves from conducting a single project toward a more established customer relationship. Individual experts seem to possess a crucial role in that development.

This study contributes theoretically by providing insights into the current literature on core dimensions and components of value propositions in this specific context, and differences there can be between new and established customer relationships. The study also offers much-needed, context-specific knowledge of knowledge-intensive services for managers. Empirically, these findings reflect the perspectives of both the service provider and four of its customers, ensuring a multi-sided description of the phenomenon.