Kunden i centrum : att nyttja potentialen i den interna förmedlingen av kunder

Abstract: LRF Konsult is a big consulting-firm with offices located all over Sweden. The corporation offers a wide range of services and a lot of the customers are small businesses active within the green sector. An analysis of the corporation made in 2006 showed that one of LRF Konsults weaknesses is that many customers are unaware of the wide range of services that LRF Konsult offers. The internal communication is believed to play a big role in marketing these services. Therefor, the objective of this thesis has been to investigate why the transfer of customers between accounting consultants and business advisors is not greater and how this can be improved. Theories in communication, motivation and organisation culture have been used in the analysis and empirical data has been collected through qualitative interviews with accounting consultants and business advisors within LRF Konsult. The empirical data shows that a reason for this weakness can be that the customers contact person within LRF Konsult fails to see the customers' needs. Other reasons can be that the contact person does not feel like he knows the business advisor and that the feedback after a transfer of a customer has occured is poor. It is also obvious that there is a poor system for providing incentives for these transfers to occur. LRF Konsult can increase the number of transfers by putting resources into developing the skills of the contact persons so that they learn how to see the customers' needs and also by improving the networks for both formal and informal communication. The system for providing incentives needs to be adjusted so that both groups and individuals are rewarded. The rewards should also be both real and symbolic and be based upon results as well as behaviour. Today there seems to be two different organisation cultures present within LRF Konsult: the "work hard/play hard-culture" and the "process culture". The "work hard/play hard-culture" can be found within organizations that are present in markets characterized by low risk and quick feedback. Within this culture cooperation often occurs to a greater extent. The "process culture" on the other hand, can be found within organizations that are present in markets characterized by low risk and slow feedback. Within this culture employees are often more focused on acting correctly than on what actually needs to be done. In the long term it is only possible to keep the "work hard/play hard-culture" by increasing the team spirit and the feedback.