Tariffs might seem like the domain of economists and trade negotiators, but they are so much more than numbers, writes Chris Daly, chief executive at the Chartered Institute of Marketing (CIM).

Their ripple effects land directly in the inboxes of marketers as costs rise, supply chains tighten, and tariffs increasingly impact people’s wallets, causing the role of marketing to quietly but crucially shift to one of navigation.

As of June, a major new US–UK tariff deal was on the verge of implementation with potentially wide-reaching effects for British businesses. Under the proposed agreement, the US will reduce tariffs on British cars from 27.5% to 10%, capped at 100,000 vehicles annually, while the UK will lift duties on 13,000 tonnes of US beef and 1.4 billion litres of ethanol.

Alongside this, the UK has secured a temporary exemption from the US’s planned 50% steel and aluminium tariffs, although a 25% levy remains in place pending final deal ratification, which is currently delayed due to quota negotiations.

Despite these headline announcements, April saw UK goods exports to the US slump by 33%, a £2 billion drop, highlighting how uncertainty and implementation delays are still weighing heavily on trade.

While many UK firms report minimal immediate impact on their operations, marketers cannot afford to be complacent.

At the Chartered Institute of Marketing (CIM), we’ve seen time and again that in moments of uncertainty, marketers are more than messengers. They are an anchor that provides reassurance, clarity and value at times when customers need it most. For marketers, this evolving picture presents both risk and opportunity.

In sectors like automotive, there is a chance to capitalise on improved competitiveness in the US market, using pricing relief and market access as levers for targeted promotional campaigns. Conversely, for brands exposed to steel or ethanol-based supply chains, ongoing cost volatility calls for transparent, trust-building communication that prepares customers for potential fluctuations.

Marketers must adopt a dual narrative: one that reassures domestic audiences about resilience and value, and the other that promotes growth and agility in international markets.

But in the face of reports of shrinking marketing budgets and businesses pulling back on the reins, maintaining best practice and demonstrating the value of marketing is crucial. Keeping the following guidance front of mind will enable brand leaders to adapt to the current situation effectively, helping provide clarity and instil a sense of confidence in consumers in times of uncertainty.

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Don’t compete on price, compete on purpose

Tariff-related pressures often spark a knee-jerk reaction to cut prices. Whereas the smarter move for marketers would be to focus on generating value, as price wars are short-lived. Consumers do not care solely about how much your product or service costs; they want to know why it matters.

Whether it’s quality, ethics, heritage or innovation, marketers should lean into the deeper benefits their brand delivers to consumers’ lives and tap into shared values. A clearly communicated value proposition goes much further than a limited-time offer.

Communicate quickly, with confidence and clarity

No one likes surprises at the checkout, especially those relating to product availability and costs. With the new tariffs set to alter costs on transatlantic trade, particularly in automotive, beef, ethanol and steel, pre‑emptively informing customers of upcoming price and availability changes is vital.

Customers respond well to transparency, especially when it’s framed around a commitment to maintaining quality and service.
Professional marketers should ensure all communication, whether on a website, social platform or packaging, speaks with one consistent voice. It’s not just about explaining price changes; it’s about reinforcing trust.

Don’t dilute your brand’s DNA

It’s tempting to shift messaging in response to fast-changing markets, but consistency is critical. Consumers rely on brands to behave in familiar, trustworthy ways. Marketers must ensure that even during times of adaptation, the core values of a brand remain evident and unchanged.
This doesn’t mean ignoring the moment – it means responding in a way that remains authentic and true to your brand’s DNA.

Stay close to your existing customers

Economic uncertainty tends to make consumers sit on the side of caution, meaning loyalty can become fragile, and even more valuable. As the UK economy contracted by 0.3% in April, partly due to tariff pressure on goods exports, retention strategies carry added importance.

Marketers should double down on retention, using thoughtful content, personalised offers, and purposeful engagement to reinforce existing relationships. It can cost five times more to acquire a new customer than to retain one, so ensuring existing customers feel valued is imperative in challenging economic conditions.

Marketing that listens, responds and reassures will always outpace marketing that simply shouts louder.

Turn operational challenges into marketing strengths

Supply chain disruption may result in some tough decisions, but they can also create compelling stories. For example, shifting sourcing away from steel affected by US quotas, or ethanol impacted by US competition, becomes a powerful narrative of resilience. Switching to local suppliers? Shortening your production cycle?

These aren’t just logistical responses, they’re differentiators that impact the bottom line.

Many customers care deeply about local sourcing, sustainability, and business resilience. Marketing has the unique role of taking those operational pivots and turning them into messages that matter.

Build marketing teams that thrive in uncertainty

When tariffs hit fast and unpredictably, marketers need more than quick fixes to stay ahead of the game – they need the right mindset, skills and capabilities.

Marketers who are adept in strategic thinking, with solid commercial awareness and an ability to remain agile, are the ones to have on board.

At CIM, our industry standard Global Professional Marketing Framework (GPMF) helps build teams that are equipped with the skills and behaviours required to navigate uncertainty, not just manage it.

In times of disruption and acknowledging the pace of change, investing in training and skills is essential to ensure marketing teams stay relevant, resilient, and responsible.

Transitioning from messenger to strategic leader

Tariffs may seem like a behind-the-scenes issue, but they touch every fabric of society. From managing trust and reinforcing purpose, to guiding product value and finding opportunity in disruption, marketing is a stabilising force that requires marketing professionals to be strategic leaders.

This isn’t just about weathering a trade storm, the new US‑UK car and agriculture deal, plus the steel exemption, provide a platform for proactive marketing storytelling that highlights opportunity, not just challenge. Budgets are tightening and businesses are scaling back. But with the right approach, marketers can help businesses truly thrive.

In a time when consumers expect more transparency, relevance and reassurance, marketing matters more than meets the eye.