Can you answer question one detailed and witihin this case thank you In 1989 Hoppe married a

 Can you answer question one detailed and witihin this case thank you
 
 
 

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In 1989 Hoppe married a Danish lawyer named Catrine, whose parents owned a small restaurant in Copenhagen. When Catrine's parents retired and sold the restaurant, they helped her to invest in DW to set up a mattress production department. In 1995 thus, DW acquired the small mattress firm that was its supplier and started producing and selling completed beds. At the same time, a small marketing and communication department was established to support the development of the brand. In the following years, the firm has grown to arrive to 517 employees in 2016. Catrine Andersen (lawyer and co-owner): I had no intention of working at the family restaurant as I was happy with my work. When my parents retired and wanted to sell the restaurant, I saw an opportunity for Magnus and DW. He is an expert in well-being and healthy sleeping and is passionate about beds. I knew he wanted to be able to influence the sleeping experience of his clients globally. Thus, thanks to my parents, I invested in the firm. With the new capital, DW acquired its mattress supplier and worked on promoting a bed brand. Magnus's dream has come true with these changes, and since then, the firm has significantly grown. Theo Nilsson (head of the mattresses department): when DW acquired the mattress workshop where I was employed, I immediately saw an opportunity for my career. My old bosses were two sisters who inherited their father's artisanal workshop of mattresses and upholders. They were passionate about the products' quality but were not interested in making the firm grow. We produced around one hundred mattresses per year, working exclusively on demand. I shared their passion for the quality of the products, but I also wanted a more stimulating environment. With the acquisition of the mattress workshop, I became responsible for the new mattress department at DW. I loved the challenge of working with the experts in bed frames to increase the sleeping experience of clients. I had several happy years at "dream well" before the arrival of the new CEO. If from 1995 to 2016, "dream well" grew a lot, becoming the leader in the Nordic production of beds and being able to sell its products not only in Scandinavia but also Europe. Nevertheless, in 2016 Magnus Hoppe had a health problem, and the owners hired a new CEO coming from the US to run the business. Staffan Eriksson (new CEO): when I was hired at DW, I was an experienced manager already, but I had never worked in the furniture business. I had experience in the US, where I started to work after my Master in Business Administration (MBA) at Columbia University. Nevertheless, after several years in the US, I was tired of livening there and looking for a way to return to Scandinavia. Thus, I found the announcement and applied even if I was used to more prominent firms. When I arrived at DW, the business was not particularly profitable. The firm had a constant growth rate over the years, but according to my analysis, it could have performed even better. The brand was well established, our product demand was high, and DW could not satisfy all the requests. I saw the opportunity to increase the business to impress the owners. I asked the two heads of the production departments (frames and mattresses) to increase their production to obtain more pieces. They were not helpful and resisted increasing production even if I offered them more resources. Thus, I found two suppliers to provide the needed pieces. The prices were reasonable, cheaper than producing frames and mattresses in the house. Thus, I created a new line of beds and expanded the market further, making DW even more profitable. Side 3 af 5 In 1989 Hoppe married a Danish lawyer named Catrine, whose parents owned a small restaurant in Copenhagen. When Catrine's parents retired and sold the restaurant, they helped her to invest in DW to set up a mattress production department. In 1995 thus, DW acquired the small mattress firm that was its supplier and started producing and selling completed beds. At the same time, a small marketing and communication department was established to support the development of the brand. In the following years, the firm has grown to arrive to 517 employees in 2016. Catrine Andersen (lawyer and co-owner): I had no intention of working at the family restaurant as I was happy with my work. When my parents retired and wanted to sell the restaurant, I saw an opportunity for Magnus and DW. He is an expert in well-being and healthy sleeping and is passionate about beds. I knew he wanted to be able to influence the sleeping experience of his clients globally. Thus, thanks to my parents, I invested in the firm. With the new capital, DW acquired its mattress supplier and worked on promoting a bed brand. Magnus's dream has come true with these changes, and since then, the firm has significantly grown. Theo Nilsson (head of the mattresses department): when DW acquired the mattress workshop where I was employed, I immediately saw an opportunity for my career. My old bosses were two sisters who inherited their father's artisanal workshop of mattresses and upholders. They were passionate about the products' quality but were not interested in making the firm grow. We produced around one hundred mattresses per year, working exclusively on demand. I shared their passion for the quality of the products, but I also wanted a more stimulating environment. With the acquisition of the mattress workshop, I became responsible for the new mattress department at DW. I loved the challenge of working with the experts in bed frames to increase the sleeping experience of clients. I had several happy years at "dream well" before the arrival of the new CEO. If from 1995 to 2016, "dream well" grew a lot, becoming the leader in the Nordic production of beds and being able to sell its products not only in Scandinavia but also Europe. Nevertheless, in 2016 Magnus Hoppe had a health problem, and the owners hired a new CEO coming from the US to run the business. Staffan Eriksson (new CEO): when I was hired at DW, I was an experienced manager already, but I had never worked in the furniture business. I had experience in the US, where I started to work after my Master in Business Administration (MBA) at Columbia University. Nevertheless, after several years in the US, I was tired of livening there and looking for a way to return to Scandinavia. Thus, I found the announcement and applied even if I was used to more prominent firms. When I arrived at DW, the business was not particularly profitable. The firm had a constant growth rate over the years, but according to my analysis, it could have performed even better. The brand was well established, our product demand was high, and DW could not satisfy all the requests. I saw the opportunity to increase the business to impress the owners. I asked the two heads of the production departments (frames and mattresses) to increase their production to obtain more pieces. They were not helpful and resisted increasing production even if I offered them more resources. Thus, I found two suppliers to provide the needed pieces. The prices were reasonable, cheaper than producing frames and mattresses in the house. Thus, I created a new line of beds and expanded the market further, making DW even more profitable. Side 3 af 5