Lumar IG, d.o.o.

Belief in technologies that everyone else made fun of

In the past few years, the company has developed into highly technologically-advanced and innovative enterprise. “We have developed and believed in technologies, which others initially made fun of,” proudly explains Marko. As early as 2007 they were confident that passive construction would take strong roots and develop in the future - and this future is here now! The company continues to develop and improve their passive technologies. The company has certified two passive systems and two passive houses at the German Passivhaus Institute, as well as one in Austria. “The Lumar DNAcan be observed and recognized in our passive and low-energy houses,” explains Marko. Theirs was the first company which developed their own standard houses in cooperation between their own architectural office and external architects. 

Marko is confident that their success is due to the large amount of knowledge, potential and loyalty of the employees, as well as the result of the cooperation with first-class subcontractors and partners with whom they grow and develop products.  All these attributes are reflected in high quality of houses and customer satisfaction. 

You have to earn your position in the company; nothing is taken for granted

For the Lukić family, their company is more than a mere financial investment. The family spirit is combined with long-term vision and daily involvement in the company's development. To show that the company's welfare is at the top of priorities, individual functions and responsibilities must be clearly segregated even in a family business. “Early on, the family agreed that it should be clear to any third parties joining the company that individual functions cannot be taken for granted as family roles,” explains Marko.

The family believe that the two main advantages of a family business are flexibility and a rapid decision-making process, supported by knowledge, development potential and a sense of responsibility.  In a family business it is difficult to distinguish the fine line between business and private life. “This may not necessarily be bad,” ponders Marko. “Perhaps sometimes there is just a little bit less time for one to relax.” Both father and son agree that another key factor in a family business is that the owners are an example for all other employees, in order to create the relevant authority, atmosphere and hierarchy. “Again, this is not such a difficult task, particularly if you are the one who is frequently the last one to turn off the lights, you work hard, are fair and provide the necessary security and a healthy environment for people to work in,” adds Marko.

From sportsman to decisive manager

Today the company reins are firmly in the hands of the second generation, while the third generation of the family is gradually learning about the company and its operational processes.  “Management transfer was implemented quickly and successfully, without any major hiccups,” explains Milan and adds: “I am aware that handing over the reins to the next generation may sometimes be a real problem.” However, in the Lumar family business, this was no issue as Marko, former top athlete, has always been interested in the company. He entered it at a crucial moment, when the German market began to encounter problems: “At that time, our products accounted for 85% of our turnover, compared to the current 30%, and this resulted in a change in the business model.”  Soft transition of the management took just over two years to complete. “In my opinion, the key to success of the Lumar family business is that we have reconciled our differences of opinion, combined a wealth of experience and new ideas and used these as the common denominators to find what is best for the business. At times our egos had to be put aside,” says Marko in illustrating the transfer of the company management. Milan adds: “In 2009, when we received the Golden Gazelle, we realized the importance of a frequent exchange of views between Marko and me, for the company's performance. As a top athlete he was not used to accepting compromises and he remains true to these principles. Of course there are differences between us: he is rather studious while I've got the courage.”

 
Marko's mother Hilda is a co-owner, helping with accounting, and has brought new strengths to the company. Milan's sister, an economist, also works in the company as Head of Finance.

World-class businesses are not granted indulgences 

“Living your life to the full does not only mean achieving individual comfort and well-being, but it is also about having a comprehensive and responsible attitude towards the environment in which we work and live,” says Marko, describing their slogan ‘Live life to the full’. Therefore, when designing Lumar houses, the future owner of the house is at the forefront of our attention: the house must comply with high aesthetic criteria, be comfortable and usable, and provide sufficient light. It must be a high quality building and pleasant to live in.

They intend to actively and forcefully promote these features in foreign markets: “With the establishment of Lumar Haus, based in Vienna, we have entered the traditional Austrian market and in the first few months of operations we have realized that our quality solutions, architecture and high quality execution, provide potential for growth and further development.” As a family business they have no need to sell large quantities of houses, and this drives their optimism and confidence that in the long term they could sell about 30 houses annually in the Austrian market. They are also targeting Germany and Switzerland, where they intend to increase their sales activities.

Although operating in traditional industries, they are constantly looking for challenges and opportunities in other areas. This is what drives them forward, makes them stand apart from others, and in the long term brings positive results and contributes to brand recognition. “Certainly, long-term development requires maintaining the position of the technologically most advanced manufacturer and remaining a high-quality and reliable partner for the construction of the house,” confirms Marko. What other goals are pursued by Lumar? Based on further strengthening of development, they are already preparing analyses and plans for a development centre, which will secure their important competitive advantage in the future. “It is great when you are good; however, when you reach the top, the real art is to preserve quality. While an average company may be allowed certain lenience, the one at the top is not.  Nobody will allow you that luxury,” says Marko, sharing his thoughts about the dangers of complacency.