Tariffs and trade: How to communicate effectively in a fast-changing world

The Collins Dictionary decided that “vibe coding” was 2025’s word of the year. If they spent more time in the business world, they would probably have picked a different winner: tariffs.

International trade has scarcely left the headlines this year, and for many clients it has been at the top of the agenda at board meetings. Tariffs have already reshaped global trade patterns and affected businesses — not to mention consumers — in virtually every market.

The situation is only going to continue to evolve, and uncertainty is still the name of the game. Economists, politicians and journalists have all found it almost impossible to predict where this goes next. Costs have risen across the supply chain, logistics have been disrupted, and services have been affected as declines in both consumer and investor confidence hit demand. The implications for reputational risk — and the bottom line — are clear.

Becoming a canary in the coalmine: understanding the sector

Clients of all shapes and sizes have been working hard all year to navigate a fast-changing landscape, and their trusted comms partners are often called upon to help. So how can communicators — both in-house and in agencies — look to deal with this situation?

The most obvious, but often overlooked point, is that being an expert in your business (and your clients’) has never been so important. Many professionals in marketing and communications have not traditionally seen the need to become fluent in trade, supply chains, corporate finance and international politics — but in so far as these factors affect our clients’ business, we need to understand them.

This is how to add the most value: sit down with executives, map the different scenarios that might emerge, and plan the best responses for each one.

That said, communicators already hold a natural advantage. When at their best, communications and marketing professionals act as a business’s eyes and ears. We talk to journalists, monitor the media, track competitors, and stay close to stakeholders. Use that insight to assess how upcoming trade developments will affect the business — comms can be the canary in the coalmine, an immensely strategic value add for any client or C-suite.

The right message, at the right time

There are a few concrete principles to keep in mind when communicating around trade disruption. It’s easier said than done, but do not panic. Even several months in, the tariff situation evolves at dizzying speed, and clients are often well advised not to be overly reactive in external comms — doing so risks being caught out when policies change yet again.

At the same time, there’s room to be proactive. Look for brand-building and media engagement opportunities as well as risks. If your client has direct expertise — perhaps they’re seeing particular supply-chain trends or understand shifts in specific markets or goods — thought leadership can demonstrate that expertise and add real value.

Practical comms checkpoints

• Pause before responding publicly; assess how stable the policy environment is.
• Use thought leadership to position clients as informed voices on trade and supply issues.
• Prioritise internal communications — reassure employees, suppliers and investors with clear, consistent updates.
• Build scenarios with leadership so external messages align with operational realities.

Being a trusted advisor to the business has never been more important

In the longer term, as things settle, companies should adopt messaging that highlights resilience and adaptability, explains how they are pivoting, and clarifies steps taken to protect customers, partners and shareholders. The devil is in the detail — no two organisations will have identical exposures — but consistent, strategic communications will help control reputational risk and support rational decision-making.

These tariffs are further evidence of a shift in the global trade landscape that could affect pricing, growth plans, hiring decisions and long-term competitiveness. For communicators and marketers, the opportunity is clear: prove your value as strategic advisors and help decision-makers make calmer, better-informed choices.

Stress may not disappear, but with clear scenario planning, thoughtful external commentary and strong internal comms, communicators can meaningfully reduce uncertainty for their clients and stakeholders.