In 1987 Stockholm Energi began to build a marketing department with the intention of focusing on the customer. A program for efficient electricity end use was formulated, but a gap has now appeared between the original grand plan and its inferior implementation. First, ambitions were too high. A utility recommends measures, but the customer decides which to undertake. Second, the operative level in the organizational hierarchy interpreted intentions differently from the strategic level. Efforts were rather business related than societal. Third, conditions in the Swedish electricity market were announced as about to change in favor of competition. A political organization is susceptible to modem topics. Stockholm Energi reoriented its efforts, and a desire to be businesslike has taken the place of electricity efficiency.