Running a business is hard, whatever the size, whatever the product or service, whatever the market. At the moment, it feels harder than ever. UK businesses are just getting to grips with the impact of the increase in Employers’ National Insurance Contributions against the backdrop of low economic growth and low consumer spending while still dealing with the aftershocks of COVID 19. Now add US tariffs and tumbling stock markets to the mix. No wonder the business leaders I have been speaking to over the last couple of days are reeling.

While the imposition of tariffs was not unexpected – it has been an issue about which Donald Trump has long spoken and which came up time and again during the presidential campaign – it has been hard for businesses to prepare. It has not been clear if, when or what the scale or scope of tariffs might be. And while we have seen the immediate market response and that of the IMF, we don’t know how things will play out.

How do businesses respond in this new world order?

It feels like there is no playbook. And in many respects there isn’t – in my lifetime at least we have not experienced the level and pace of change driven by a single administration, especially that leading the world’s biggest economy. It is the unpredictability of it that is so unsettling. So, my advice is don’t panic, take a breath and to focus on the things over which you have at least some control: your people, your product, your customers and consumers.

Over the next few weeks and months, my colleagues at Grayling and I will be helping clients to do just that: put their arms around their colleagues; review their supply chains; understand their customers and consumers; remain relevant and communicate effectively.

Planning for resilience

I have been talking to a luxury goods manufacturer for whom the US has traditionally been a key market. Clearly, they are concerned about the impact of 10% price increase on their US sales and are now busy reforecasting, anticipating a significant reduction in sales over the next six months. However, based on experience and confidence in the quality of their product and a deep knowledge of their consumer, they think that sales will rebound within 12 months. With that in mind, they are not looking to cut jobs but rather how they focus on other markets and keep skills in business.

None of this will happen on its own. Together we are working on an integrated communications plan which will keep the brand front of mind with their US consumer base and increase awareness in newer markets.

We are developing a colleague engagement strategy, mindful that in tough times they need the team to work even harder and be even more flexible. Salary doesn’t buy discretionary effort; you only get it when people feel they are valued, respected and listened to.

We are also developing a public affairs plan – I have no doubt that the Government is very well aware of the impact on the UK economy, but it is important that as well as resolving the issue, it is also thinking about the support it will need to take to mitigate the impact on business should there not be a quick solution.

When I worked in Government, the chaps from the Foreign Office (they were always chaps in those days) used to talk about particular countries experiencing political and/or economic turmoil “living in interesting times”. I spoke to a friend still at the FCDO last night and his response was devoid of understatement. The SFW version is that the whole world is living in very, very interesting times. I am looking forward to a resumption of boring times.

By Tanya Joseph, Senior Adviser, Grayling UK