Building on a family tradition that began in 1928 in Bascharage, Ferber has now established itself as a key player in the beauty sector in Luxembourg. 
The company has been expanding steadily since the late 1980s, opening and taking over numerous outlets across the country. Training is a key focus of its development, with the creation of a Hair’cademy and several projects that have won awards for their innovation.
The group also stands out for launching specialised concepts, such as barbershops and ‘Long Hair Sessions’. Today, the fourth generation is stepping up, with 
In your view, what is the main lesson you have learnt from your experience (or your ongoing reflections) regarding succession planning and engaging the next generation within your company?
Laura Ferber. – “The main lesson is that a successful succession cannot be imposed; it is built over time, through extensive dialogue, training and humility. The new generation will only commit fully if they can find purpose in their work, be listened to and play an active part in decision-making. It is not a question of replicating the past, but of developing the business whilst respecting its founding values.
Strategic decisions must be made in the best interests of the company, even when they are difficult for the family.
How do you manage to balance the family’s expectations with the company’s economic and strategic imperatives, and which trade-offs have been the most decisive?
“Balancing family and business requires, above all, setting clear rules. We learnt very early on to distinguish between emotional considerations and the role of an entrepreneur. Strategic decisions must be made in the best interests of the business, even when they are difficult for the family. The most crucial decisions concerned the professionalisation of governance, the clarification of responsibilities and the acceptance that competence and commitment take precedence over family ties.
Tell us about a time when the interests of the family and those of the business came into conflict: how was the situation resolved, and at what cost?
“A key moment came during the generational transition, when certain habits and ways of doing things, deeply rooted in the family’s history, no longer aligned with current economic and managerial realities. The decision was made in the company’s favour, involving the introduction of new structures, processes and, at times, difficult decisions on a human level. The price to pay was an emotional one: accepting temporary misunderstandings and stepping outside one’s comfort zone. But in the long term, this has strengthened the company’s stability, the credibility of the management and, paradoxically, the family’s harmony.
The company was founded in 1928 and now employs 160 people. (Photo: Matic Zorman/archive)
Which decisions or developments relating to governance or the professionalisation of management have had the most significant impact on your company?
“The most significant change has been the introduction of a governance structure based on transparency, accountability and data-driven management. In practical terms, we have introduced half-yearly performance reviews for our managers, based on key performance indicators that are openly shared: turnover, profitability, payroll, occupancy rates, customer satisfaction and retention, and team development.
Sharing these figures has fundamentally changed the role of managers, who are no longer solely focused on day-to-day operations but are now fully involved in their salon’s performance and strategy. By making them accountable for their results, whilst supporting them through training and coaching, we have strengthened their autonomy, decision-making and commitment. This professionalisation of management has enabled us to align individual objectives with the company’s overall vision and ensure healthier, more sustainable growth.
How does your company balance the need to honour its heritage with the need to innovate or transform itself in order to remain competitive?
“We see our heritage as a foundation, not a constraint. The values that have made the company strong remain non-negotiable, but our methods must evolve. To reconcile the two, we have adopted a very pragmatic approach: testing new ideas in a pilot scheme. This allows us to experiment with new concepts, services, tools or ways of working within a controlled environment.
If the trial proves successful – both in economic terms and in terms of buy-in from our teams and customers – we then roll it out gradually across all our salons. This approach minimises risks, fosters internal buy-in and enables us to innovate continuously, whilst remaining true to the DNA and high standards of quality that have defined Ferber’s identity for several generations.
Self-financing requires us to exercise financial discipline and to prioritise projects clearly.
What were the most decisive choices made regarding the financing of growth, and how did they influence the company’s management and direction?
“We have chosen to finance our growth primarily through self-funding, supplemented in a targeted manner by the judicious use of bank credit. This combination has enabled us to support the company’s development whilst maintaining firm control over strategic decisions and the pace of growth. In an unstable economic climate, we believe this approach to be the most appropriate. Self-financing requires us to maintain financial discipline and clearly prioritise projects, whilst bank credit, used judiciously, provides us with flexibility without compromising the company’s independence. This choice has contributed to controlled, resilient growth that is aligned with our long-term vision.
What tax or legal issues have proved to be the most critical for your family business, and how have you addressed them with a long-term perspective in mind?
“The key challenges were the legal structure, tax compliance and planning for the handover. To address these issues in the long term, we have drawn up a family charter that clarifies roles, rules and governance whilst surrounding ourselves with specialist advisers. This enables us to safeguard the business whilst maintaining family harmony.
What strategies have been most effective in developing your product or service offering whilst remaining true to the company’s core values?
«The most effective strategy has been investing in knowledge transfer and controlled diversification. In 2017, we established our Hair’cademy to structure our training, develop in-house skills and ensure a consistent standard of excellence. In 2019, the launch of Hairshop.lu enabled us to expand our offering into the digital sphere, whilst remaining true to our professional expertise and high standards of quality.
The need to step up his growth became clear to […] my father when he realised he couldn’t see himself sitting behind a desk for the rest of his life.
At what point did you feel it was necessary to accelerate the company’s growth, and what lessons have you learnt from this phase of scaling up?
«The business began to grow rapidly during my father’s time, when he realised he didn’t see himself staying behind the chair for the rest of his life. At the same time, opportunities for expansion were emerging, and, crucially, there were hairdressers within the business ready to step into management roles. This phase of scaling up taught us that growth only works if it is built on the right people – those who are trained and committed.
What were the main drivers – and the main challenges – of your internationalisation strategy?
“Our main driver for international expansion has been e-commerce, which naturally allows us to reach beyond borders. That said, we have made a conscious decision to remain strongly focused on the Luxembourg market and neighbouring countries. This proximity enables us to ensure fast, reliable delivery with very few lost parcels, and a high-quality customer experience. This choice is also guided by an environmental approach: in our view, sending parcels all over the world is neither sustainable nor responsible. The main challenge has therefore been to resist rapid, opportunistic internationalisation, in favour of consistent, controlled growth that is aligned with our environmental values and our high standards of service.
In your experience, how can a family business attract and retain key talent in an increasingly competitive environment?
«A family-run business can set itself apart by offering an environment where employees find purpose, recognition and genuine opportunities for career progression. Continuous professional development, trust and empowerment play a central role, as does the opportunity to progress into roles of greater responsibility. Added to this are performance- and commitment-based bonuses, which provide tangible recognition of effort and results. Combined with a people-focused corporate culture, transparency and a willingness to listen, these incentives help to foster a climate of trust and retain talent in the long term in a highly competitive environment.
How has increased international competition in your domestic market changed your positioning, organisation or strategy?
“The rise of international groups, particularly through the takeover of trade fair chains that have historically been based in Luxembourg, marked a real strategic turning point for us. Rather than conforming to standardised models, we chose to turn this into an opportunity to stand out from the crowd. This development has enabled us to clearly strengthen our ‘made in Luxembourg’ positioning by highlighting our local roots, our independence, our close relationship with our teams and clients, as well as our rapid and people-focused decision-making. This strategy has reinforced our identity, our credibility and our appeal in an increasingly competitive and globalised market.”
This article was written for the June 2026 issue of Paperjam magazine, published on 20 May. The content is produced exclusively for the magazine. It is published on the website to contribute to Paperjam’s comprehensive archive. Click on this link to subscribe to the magazine.
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