Kurt Tyack, Director at Signarama Southern Africa writes that as we approach the end of 2026, many sign business owners are focused on completing installations, meeting deadlines and keeping customers happy before the December shutdown. Finding time to think about next year can feel like a luxury. In my experience, it is time well spent.
Over almost 25 years in the sign industry, I have noticed a consistent pattern: the most successful businesses I have encountered undertake some form of strategic planning. The businesses that achieve the strongest, most sustained results go further. They return to their plans regularly, measure their progress and follow through on specific actions.
Start By Looking Back
While financial budgets usually follow a company’s financial year, many sign businesses I have worked with plan their broader business priorities from January to December. That makes this a useful time to evaluate the year and decide what needs to change in 2027.
Look beyond turnover. Which work delivered healthy margins? Where did jobs lose money? Did enquiries turn into orders? Were customers kept informed? Did production delays, rework or weak follow-up repeatedly cost the business?
Be honest about what the answers reveal. A busy workshop can disguise problems with profitability, cash flow and customer service.
Include The People Who Know The Business
Business owners carry the responsibility for setting direction, but they should seek input from employees and other valuable stakeholders.
Your production team may know exactly why deadlines slip. Your sales and administration staff may understand where customers become frustrated. Customers, suppliers and trusted advisers can also offer perspectives that are easy to miss when you are absorbed in daily operations.
Listen to that input, then make decisions. The owner remains responsible for bringing the plan together, choosing priorities and making sure those priorities are realistic.
Turn Intentions Into Actions
‘Grow sales’ or ‘improve service’ provides very little direction on its own. A useful plan explains what will happen, who will take responsibility, when it must happen and how progress will be measured.
For example, improving quote conversion might require a consistent follow-up process, a person responsible for managing it and a monthly review of results. Reducing rework might involve better job briefs, artwork approvals and checks before production begins.
Choose a manageable number of priorities. Consider the time, skills and money needed to deliver them. A long wish list can quickly become overwhelming.
Publish It And Keep It Visible
Once the plan is agreed, share it with the people responsible for delivering it. Employees need to understand the business’s direction, their contribution and what success looks like. Sensitive financial information can remain restricted while relevant goals and responsibilities are communicated clearly.
Then put review dates in the diary. Brief monthly progress checks and a more substantial quarterly review can help keep the plan active.
Owners must hold themselves accountable too. If an action is overdue, establish why and decide what happens next. If circumstances change, adjust the plan deliberately. Commitment matters, but so does judgement.
As you prepare for 2027, make time to step back from the daily workload and decide where your business needs to go. Then give each priority an owner, a measure and a deadline, and keep returning to it throughout the year.
SIGNARAMA
+27 83 278 9000
kurt@signarama.co.za
https://www.signfranchise.co.za/
