Hogeschool Inholland
Beter Bed
Integrale bedrijfsanalyse
Daan Blaauw, Joost de Koning en Jeppe Kal
Datum 22 Januari 2021
,Titelpagina
Daan Blaauw (664540) Jeppe Kal (663381) Joost de Koning (666683)
OE10a Financiële rapportages
Onderzoek in het kader van beroepsproduct thema Business Economics.
Hogeschool Inholland Haarlem
Opleiding: Bachelor Business Studies, Finance & Control en Accountancy
Opdrachtgever: Beter Bed Holding
Begeleiding: Henk Schilstra
Datum: 22 januari 2021
1
,Executive summary
This report concers a report ‘’integrale bedrijfsadminitratie’’ for the company Beter Bed. The
company operates in the bed market. Beter Bed Holding is one of the biggest bed company in the
Netherlands, Belgium and Sweden.
Ten figures of Beter Bed Holding started to fall in 2018 and became more profound in 2019. Certain
figures show that it is by no means the end of the story. In a sense it is already on a rise back. The
reason that the figures went into such a rapid decline can be explained by the following: Beter Bed
Holding started reorganization in 2019 and subsidiary Matratzen Concord was sold. However, the
company already had high cash debts, and this hindered the development of organization. The
results of this was that Beter Bed Holding had to attract borrowed capital. And this explains the red
numbers of Beter Bed holding.
The forecast also showed that the stock days, creditor days and debtor days remained stable. Beter
Bed Holding takes a relatively long time to pay its bills, in contrast to debtors who proceed very
quickly to pay. In addition, Beter Bed Holding does not have a dividend per share in 2018 and 2019,
because it suffered a loss. This is now changing and that means that more will be invested in the
company.
The industry life cycle has shown that the company is in the maturity / saturation phase. As a result,
they try to innovate a lot and to be more active on the online platform to counter this.
The SWOT-analysis shows that the involvement of the consumer is very high, the employees are also
veery involved in varios functions and projects. It also appears that Beter Bed Holding responds well
to the modern customer. They use E-commerce and go well with the digital field.
The company's weaknesses are that they have high costs for physical stores. And also, personnel
costs. Beter Bed Holding is also suffering from the large stocks and liquidity pressure. This results in a
limitation for Beter Bed Holding to grow. The profile of the company has made it clear that the most
important stakeholders of Beter Bed Holding are its customers, employees, the Supervisory Board,
the Company, the Board of Directors and the Auditor (pwc).
Beter Bed Holding focuses on CSR (corporate social responsibility), mainly against waste of raw
materials and pollution of the environment. They are developing a 100% recycle mattress and this
prevents a lot of CO2 emissions and valuable raw materials.
2
, Inhoud
Titelpagina..............................................................................................................................................1
Inleiding..................................................................................................................................................5
1. Profiel van de onderneming...............................................................................................................6
1.1 Inleiding........................................................................................................................................6
1.2 Ashridge mission model................................................................................................................6
Doel....................................................................................................................................................6
Strategie.............................................................................................................................................7
Waarden.............................................................................................................................................7
Gedragsnormen:.................................................................................................................................7
1.3 Stakeholders analyse....................................................................................................................8
1.4 Krachtenveld analyse....................................................................................................................9
1.5 7S Model.....................................................................................................................................11
2. Externe analyse................................................................................................................................14
2.1 Inleiding......................................................................................................................................14
2.2. Macro-economische omgeving..................................................................................................14
2.3 Meso-omgevingsanalyse............................................................................................................18
3. Bedrijfsanalyse..................................................................................................................................22
Fundamentele analyse......................................................................................................................22
Tussentijdse conclusie ....................................................................................................................30
3.2. Omzet- en winstanalyse.............................................................................................................31
3.3 Bedrijfstaklevenscyclus...............................................................................................................35
4. Sustainable Development Goals.......................................................................................................38
Inleiding............................................................................................................................................38
4.2 Evaluatie van SDG acties bij de onderneming.............................................................................38
Gezondheid en welzijn..................................................................................................................38
Duurzame consumptie en productie............................................................................................39
Eerlijke banen en groei van de economie.....................................................................................40
Klimaatverandering aanpakken....................................................................................................41
5. Forecasting.......................................................................................................................................43
5.1 Inleiding......................................................................................................................................43
3
Beter Bed
Integrale bedrijfsanalyse
Daan Blaauw, Joost de Koning en Jeppe Kal
Datum 22 Januari 2021
,Titelpagina
Daan Blaauw (664540) Jeppe Kal (663381) Joost de Koning (666683)
OE10a Financiële rapportages
Onderzoek in het kader van beroepsproduct thema Business Economics.
Hogeschool Inholland Haarlem
Opleiding: Bachelor Business Studies, Finance & Control en Accountancy
Opdrachtgever: Beter Bed Holding
Begeleiding: Henk Schilstra
Datum: 22 januari 2021
1
,Executive summary
This report concers a report ‘’integrale bedrijfsadminitratie’’ for the company Beter Bed. The
company operates in the bed market. Beter Bed Holding is one of the biggest bed company in the
Netherlands, Belgium and Sweden.
Ten figures of Beter Bed Holding started to fall in 2018 and became more profound in 2019. Certain
figures show that it is by no means the end of the story. In a sense it is already on a rise back. The
reason that the figures went into such a rapid decline can be explained by the following: Beter Bed
Holding started reorganization in 2019 and subsidiary Matratzen Concord was sold. However, the
company already had high cash debts, and this hindered the development of organization. The
results of this was that Beter Bed Holding had to attract borrowed capital. And this explains the red
numbers of Beter Bed holding.
The forecast also showed that the stock days, creditor days and debtor days remained stable. Beter
Bed Holding takes a relatively long time to pay its bills, in contrast to debtors who proceed very
quickly to pay. In addition, Beter Bed Holding does not have a dividend per share in 2018 and 2019,
because it suffered a loss. This is now changing and that means that more will be invested in the
company.
The industry life cycle has shown that the company is in the maturity / saturation phase. As a result,
they try to innovate a lot and to be more active on the online platform to counter this.
The SWOT-analysis shows that the involvement of the consumer is very high, the employees are also
veery involved in varios functions and projects. It also appears that Beter Bed Holding responds well
to the modern customer. They use E-commerce and go well with the digital field.
The company's weaknesses are that they have high costs for physical stores. And also, personnel
costs. Beter Bed Holding is also suffering from the large stocks and liquidity pressure. This results in a
limitation for Beter Bed Holding to grow. The profile of the company has made it clear that the most
important stakeholders of Beter Bed Holding are its customers, employees, the Supervisory Board,
the Company, the Board of Directors and the Auditor (pwc).
Beter Bed Holding focuses on CSR (corporate social responsibility), mainly against waste of raw
materials and pollution of the environment. They are developing a 100% recycle mattress and this
prevents a lot of CO2 emissions and valuable raw materials.
2
, Inhoud
Titelpagina..............................................................................................................................................1
Inleiding..................................................................................................................................................5
1. Profiel van de onderneming...............................................................................................................6
1.1 Inleiding........................................................................................................................................6
1.2 Ashridge mission model................................................................................................................6
Doel....................................................................................................................................................6
Strategie.............................................................................................................................................7
Waarden.............................................................................................................................................7
Gedragsnormen:.................................................................................................................................7
1.3 Stakeholders analyse....................................................................................................................8
1.4 Krachtenveld analyse....................................................................................................................9
1.5 7S Model.....................................................................................................................................11
2. Externe analyse................................................................................................................................14
2.1 Inleiding......................................................................................................................................14
2.2. Macro-economische omgeving..................................................................................................14
2.3 Meso-omgevingsanalyse............................................................................................................18
3. Bedrijfsanalyse..................................................................................................................................22
Fundamentele analyse......................................................................................................................22
Tussentijdse conclusie ....................................................................................................................30
3.2. Omzet- en winstanalyse.............................................................................................................31
3.3 Bedrijfstaklevenscyclus...............................................................................................................35
4. Sustainable Development Goals.......................................................................................................38
Inleiding............................................................................................................................................38
4.2 Evaluatie van SDG acties bij de onderneming.............................................................................38
Gezondheid en welzijn..................................................................................................................38
Duurzame consumptie en productie............................................................................................39
Eerlijke banen en groei van de economie.....................................................................................40
Klimaatverandering aanpakken....................................................................................................41
5. Forecasting.......................................................................................................................................43
5.1 Inleiding......................................................................................................................................43
3
