This report emphasizes the importance of seeing a university as a company that offers a service. It isimportant to see the different quality dimensions that distinguish a service. The customer-focused planninghas also set the structure of this degree project.The marketing investigation is based on recruit questionnaires and interviews with secondary schoolstudents. The questionnaires show that the catalogue still reaches out with most information despiteconstant increase of information search at the Internet. The students seem to prefer University ofKristianstad´s catalogue front.The competition analysis is based on telephone interviews and information material sent from theother universities. Structure, usage of the graphic profile amongst more is reviewed for every university.The answers have varied a lot but there are few that have a good structure. University of Dalarna´sinformation material has neither structure nor a homogenous look.The employees at University of Dalarna are not using the universities graphic profile. They are alsodissatisfied regarding the absence of pre-produced, general overhead film series. The internal analysisalso shows that the employees don’t know which material is accessible or where to find it.

De positiva interna aspekter som identifieras är: Förändringsbenägenhet inom ledningen, produktionens outnyttjade kapacitet, tillfredsställda anställda, möjlighet att påverka arbetssituationen, invanda mönster och rutiner, öppen attityd till utökning av personalstyrka ur ledningens perspektiv, positiv inställning till familjeföretagandet, tillit mellan familjemedlemmar, kunskap inom flera arbetsområden, möjligheten att fritt få uttrycka åsikter samt ansvarstagande. De negativa interna aspekter som identifieras är: bristande kännedom om företagsekonomiska termer, avsaknad av officiellt ansvarig person för produktionen, beslutsfattande utanför arbetstid, avsaknad av dynamik i diskussioner i styrelsen, likartade tankesätt, avsaknad av affärsidé och vision, uppfattning av att en vision inte är behövlig, avsaknad av gemensam uppfattning om företagets centrala verksamhet, bristande kommunikation samt kortsiktigt målperspektiv. De strategier som genereras av TOWS-matrisen är: att ta vara på och främja personalens invanda mönster och rutiner, utnyttja möjligheten att uttrycka åsikter, värna om öppenheten gentemot utökning av personalstyrkan, skapa dynamik i diskussioner, anställ en ansvarig person för produktionsavdelningen, skapa en gemensam affärsidé och vision, uppmärksamma värdet i att ha en vision, förbättra kommunikationen samtliga anställda emellan samt att sprida kunskap om företagsekonomiska termer till samtliga i ledningen. / The positive internal aspects identified are: Propensity of change, production spare capacity, satisfied employees, the opportunity to influence the work situation, habits and routines, open attitude towards an expansion of the workforce from management's perspective, positive attitude to the family business, trust between family members, knowledge of several different areas of work, the ability to freely express opinions and responsibility. The negative internal aspects are: lack of knowledge of business terms, the absence of an official person in charge of production, decision making outside of working hours, lack of dynamics in the discussions on the board, similar ways of thinking, lack of mission and vision of the business, the perception that a vision is not needed, lack of common perception of the company's core business, lack of communication and short term objectives. The strategies generated by the TOWS matrix are: protecting the openness towards expansion of the workforce, creating dynamics in discussions, hiring someone to be responsible for the productions department, creating a mutual mission and vision for the business, acknowledging the value of having a vision, improving the communication between the employees, utilizing and promote staff habits and routines and using the opportunity to express opinions.