Purpose -This study aims to analyse the use of various forms of, knowledge utilization" (Zhang et al., 2009), especially the role of knowledge management (Rode, 2001; Lichtenthaler, 2005; Wamae, 2009), as a means to integrate strategic customer knowledge in order to be one step ahead of the market and competitors. For this purpose, premises, processes, and factors are highlighted, which are essential to incorporate the knowledge of strategic customers into the knowledge base of knowledge-intensive SMEs (Spithoven and Teirlinck, 2010) and therefore contribute to the commercialization of knowledge intensive products as well as services (Lichtenthaler, 2005; Chen et al., 2010). Design/Methodology/Approach - Several factors which are relevant for the integration of strategic customer knowledge have been extracted from knowledge utilization literature. Establishing relations (Teece, 1998; Clarke and Rollo, 2001), solving customer problems (Backer, 1993), and SMEs capacity to absorb knowledge (Teigland and Wasko, 2003) are crucial for the integration of strategic customer knowledge. Since research and literature in the field of "knowledge marketing" (especially in knowledge-intensive SMEs) is still scarce, the authors regard a qualitative research approach as appropriate. The empirical data were not obtained in an artificial way, but in a natural one. The general case study according to Yin (2009) could include both qualitative and quantitative research. However, the following case study primarily focuses on the qualitative research method (Lamnek, 2008; Mayring, 2010; Merriam, 1988). Originality/Value - The knowledge base - internally or externally acquired - which constitutes the basis of a unique competitive advantage of enterprises in the software and other knowledge-intensive industries, can be expanded and utilized in a better way through "commercialisation of knowledge" (Lichtenthaler, 2005; Chen et al., 2010). Particularly customers and the integration of their knowledge are relevant to knowledge-intensive firms, because these factors allow enterprises to acquire additional know how that supplements the limited resource base and which can be utilized for product development, innovations, and other customers. Theoretical Implication -This research paper aims to contribute to "knowledge utilization" as well as SME literature since the empirical data collection was exclusively limited to SMEs. Hence, three necessary processes have been identified: (1) Developing communities of practise or knowledge networks, ( 2) solving customer problems, and ( 3) possessing the absorptive capacity to understand and integrate customer knowledge. Practical Implications - In terms of practical contributions, this paper intends to clarify the utilization of strategic customer knowledge as well as its relevance in product development in knowledge-intensive industries. Additionally, customer knowledge is also crucial in terms of commercialising the predominant resource of such enterprises knowledge-intensive products and services. Here, three factors are decisive: Establishing relations, solving customer problems, and the capacity to absorb knowledge. Emphasising on these particular factors of marketing activities, might influence the success of knowledge-intensive SMEs in comparison to competitors. Marketing activities carried out by knowledge-intensive SMEs should therefore clearly differ from other industries. The consideration of these factors enables top level management to differentiate themselves by utilizing knowledge marketing.
