Founded by Monique and Pit Oberweis in Limpertsberg, Maison Oberweis began as a family venture where craftsmanship was honed day by day, between the production workshop and deliveries by Vespa. The business soon expanded, opening a premises on Grand-Rue and then at the station, cementing its place in the Luxembourg landscape. In 1989, the second generation, Tom and Jeff Oberweis, took up the baton after training with companies in France, Belgium and Germany. In 2024, the company celebrates its 60th anniversary, marking six decades of growth and loyalty to its roots, whilst continuing the handover to the third generation within the family business: Bob and Louis, Tom’s sons, as well as Joé, Jeff’s son, are in turn joining the company.

In your view, what is the main lesson you have learnt from your experience with succession planning and engaging the next generation within your company?

Tom Oberweis. – “We realised that the commitment of the younger generation depended less on a sense of heritage than on their ability to envisage themselves in a practical, meaningful and recognised role within the company.

How do you manage to balance the family’s expectations with the company’s economic and strategic imperatives?

“In short: the family for dialogue and values, and the business for economic decisions. The business’s long-term viability and interests will always take precedence.

Which decisions or developments relating to governance or the professionalisation of management have had the most significant impact on your company?

“The most important decision was to establish family governance and professionalise management by clarifying everyone’s responsibilities, including those of family members. This enabled us to move away from an intuitive approach and establish a clearer, more sustainable organisational structure.

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 have established values that serve as our guiding principle and enable us to address any tensions that may arise in this regard. Innovation is at the heart of our values, without compromising the history of our company.

What were the most decisive choices made regarding the financing of growth?

“We have prioritised controlled growth, funded through internal resources and banking partners. This approach has ensured a sustainable path that is in line with our values.

What tax or legal issues have proved to be the most critical for your family business?

“The most critical challenges were preparing for this handover and structuring the family business from a legal and tax perspective. We sought the assistance of specialists to help us find sustainable solutions.

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 strategies have been listening to our customers and gradually evolving our offering, whilst remaining true to our expertise and core values.

At what point did you feel it was necessary to accelerate the company’s growth?

“We aim for organic, gradual and controlled growth, prioritising sound fundamentals over rapid expansion. This approach is designed to ensure stability and consistency in our development, as we believe that well-managed growth provides a more reliable foundation for long-term sustainability than rapid expansion.

What were the main drivers — and the main challenges — of your internationalisation strategy?

“At present, we are focusing on the Luxembourg market. This enables us to strengthen our position, deliver to the highest standards and create sustainable value, rather than spreading ourselves too thin through international expansion.

How can a family business attract and retain key talent in an increasingly competitive environment?

"Our international reputation is a key factor in attracting talent from a variety of backgrounds.

How has increased international competition in your domestic market changed your positioning, organisation or strategy?

“Increasing international competition has led us to be more vigilant and to constantly re-evaluate our products and services. We have had a research and development department for many years.”

This article was written for the June 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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