Can Your Tariff Sales Strategy Handle Today’s Volatility?
Tariff sales strategies are becoming increasingly important as sales leaders navigate a shifting global trade landscape. Since President Donald Trump’s re-election in November 2024, tariffs have returned to the forefront of business concerns, with policy changes that are swift, sometimes unexpected, and often short-lived.
Public interest has followed suit. Google searches for “tariff” surged more than 1,650% after the election, while queries like “who pays tariffs” increased by 350%. By February 2025, worldwide Google searches for “tariffs” hit a 20-year peak, Gartner reports.
This renewed focus reflects a broader uncertainty. The Trump administration has taken an assertive and sometimes reactive stance on tariffs—introducing new measures, pausing or reversing others, and often making announcements with limited notice. For example, in recent weeks, the U.S. has shifted its tariff approach on countries including Colombia, China, and Canada multiple times.
For sales leaders, these fluctuations raise important questions: How should we prepare our teams? What should we communicate to customers? How do we adjust forecasts and pricing strategies in response to rapidly changing conditions?
In the face of ongoing trade policy uncertainty, chief sales officers (CSOs) must lead with clarity, agility, and alignment across the business, Gartner analysts advise. This moment requires more than reactive moves, they stress. It calls for a thoughtful, flexible sales strategy grounded in data, collaboration, and customer trust.
Gartner® Report: How Should CSOs Respond to Tariff Volatility?
Uncertainty around tariffs isn’t going away—and sales leaders can’t afford to take a wait-and-see approach. In this Gartner® Quick Answer, discover how CSOs can lead with agility, align cross-functionally, and equip their teams to navigate ongoing tariff disruption with confidence. Get the report.
What’s Behind the Spike in Tariff Volatility
Since early 2025, sales leaders have been contending with a trade environment marked by unpredictability. The Trump administration’s tariff policies have taken a markedly different tone than in previous years. Not only is the administration using tariffs as economic tools, but it appears to also be using them as high-profile levers in foreign affairs.
A review of recent developments involving tariffs illustrates the shifting ground:
- Jan. 26: A 25% tariff was imposed on all Colombian goods in response to a diplomatic dispute—and reversed days later.
- Feb. 3: Tariffs on Canadian and Mexican imports were paused just two days after they were announced, even as new tariff threats emerged toward the EU.
- March 5–6: Auto tariffs on Canada and Mexico were delayed following strong pushback from U.S. automakers.
- April 2–9: Sweeping “reciprocal” tariffs were unveiled across dozens of countries—only to be suspended within a week.
- April 10: Tariffs on Chinese imports were increased to 145%, after several earlier escalations.
This on-again, off-again pattern has introduced a new layer of complexity to sales planning. Sales leaders must now consider not only what the current tariff policies are, but also how long they might last and how quickly they might change. Sales leaders must also think about the impact those shifts may have on customer behavior, supply chains, and overall competitiveness.
What Tariff Volatility Means for Sales Leaders
For sales leaders, the recent shifts in U.S. tariff policy are more than a global trade issue. They have direct implications for pricing strategy, revenue forecasting, customer engagement, and competitive positioning.
The unpredictability of tariffs makes traditional sales planning difficult. Announcements can trigger immediate questions from customers. Reversals can invalidate newly updated pricing models. Even rumors of tariffs can delay purchasing decisions or put deals on hold as buyers wait to see how costs will change. In this environment, tariff sales strategies must be both responsive and resilient, Gartner analysts suggest.
As a result, CSOs are being pulled into bigger-picture conversations that often extend beyond traditional sales execution. More than ever, they’re expected to help answer strategic questions such as:
- Should we pass tariff costs along to customers or absorb them in the short term?
- How should our teams explain pricing changes without damaging trust?
- Do we need to adjust our go-to-market strategy based on shifting regional risks?
- Are we communicating the value of our products effectively in a more cost-sensitive environment?
These are complex decisions that require input from across the business. But CSOs have a unique role to play. As the voice of the customer and the leader of revenue-driving teams, CSOs are positioned to help their organizations respond with clarity, consistency, and confidence.
How CSOs Should Respond: 3 Strategic Imperatives for a Tariff Sales Strategy
In the face of tariff volatility, CSOs need more than a reactive plan—they need a framework that supports adaptability, collaboration, and customer-centric decision-making. While each business will face unique challenges depending on geography, industry, and supply chain exposure, three imperatives can help guide an effective sales response.
1. Collaborate Cross-Functionally to Stay Ahead of Change
Tariff shifts don’t happen in a vacuum. They affect sourcing, pricing, cost structures, and ultimately, customer expectations. That’s why CSOs should be tightly aligned with their executive peers—especially the CEO, CFO, and supply chain leadership.
By staying in step with broader business decisions, sales leaders can ensure that go-to-market (GTM) strategies are grounded in operational realities and customer needs. For example, identifying which product lines or regions are most exposed to tariff changes allows teams to prioritize resources and adjust messaging proactively.
This kind of collaboration also supports a unified voice to the market. When internal teams are aligned, external communication becomes clearer, more consistent, and more confident—even in uncertain times.
2. Equip and Train Sales Teams for Tariff Conversations
Sales teams are on the front lines when tariff-related questions arise. Whether a customer is asking about a price increase, a delivery delay, or competitive options, sellers need to be ready with more than talking points. They need clarity, confidence, and context.
Now is the time to invest in targeted sales enablement. That includes:
- Helping sellers understand the “why” behind any pricing adjustments.
- Providing tools and content to support value-based conversations.
- Training reps on how to handle tariff-related objections with empathy and accuracy.
When sales teams are prepared, they can turn potentially difficult conversations into opportunities to reinforce trust and loyalty.
3. Plan for Multiple Scenarios
Perhaps the most difficult aspect of tariff volatility is its unpredictability. CSOs should work with their leadership teams to develop flexible tariff sales strategies that account for a range of possible futures.
That could include scenario planning exercises focused on:
- Sudden tariff increases or reversals.
- Shifts in customer demand.
- Competitive changes driven by regional pricing differences.
The most effective sales organizations don’t just react to change—they model it, anticipate it, and prepare their teams.
What Not to Do: Common Pitfalls to Avoid in Your Tariff Sales Strategy
When faced with uncertainty, it’s natural for organizations to hesitate, wait for clarity, or stick with familiar approaches. But in a tariff-driven environment where change can happen overnight, inaction or missteps can carry real costs to revenue, customer relationships, and competitive position.
Here are a few common pitfalls sales leaders should avoid:
1. Taking a One-Size-Fits-All Approach to Pricing
Not all customers, regions, or product lines are affected equally by tariffs. Applying blanket pricing adjustments can lead to overcorrections in some areas and missed opportunities in others. Instead, pricing strategies should reflect nuanced impacts and customer sensitivity.
2. Keeping Sales Teams in the Dark
When tariffs affect pricing, lead times, or product availability, sales reps are often the first to hear about it—from customers. Delayed or vague communication from leadership leaves sellers unprepared and undermines trust. Keep teams informed, even when you don’t have all the answers.
3. Treating Tariffs as a Temporary Distraction
While some tariffs may be short-lived, the pattern of volatility appears here to stay—at least for the near future. Waiting for “things to settle” may leave organizations flat-footed. Forward-looking CSOs are building flexible plans that can evolve as conditions shift.
4. Ignoring Early Customer Signals
Customers may not always say “this is about tariffs,” but sales teams often hear the first hints of hesitation, shifting timelines, or new buying criteria. Dismissing or downplaying these signals can lead to missed insights. Use those frontline observations to inform strategy.
Why CSOs Must Lead from the Front
Tariff volatility is no longer a policy issue happening in the background. It’s a frontline concern impacting how customers buy, how sellers sell, and how businesses grow. In this environment, CSOs play a critical role in helping their organizations navigate change, maintain stability, and stay connected to the customer.
More than any other executive, the CSO understands how uncertainty plays out in conversations, in the pipeline, and in performance metrics. And that perspective is exactly what’s needed in boardrooms and strategy sessions right now.
By leading with transparency, agility, and alignment, CSOs can do more than manage disruption. They can guide their teams to confidently navigate tariff sales challenges and strengthen GTM strategies. That includes strengthening customer relationships, adjusting pricing strategies with confidence, and empowering sellers to lead difficult conversations with clarity.
About the author: Erik Fowler is Chief Revenue Officer of Allego where he is responsible for the company’s customer acquisition and sales goals. He has 20 years of sales leadership experience, focused on maximizing sales opportunities through strategic planning and streamlined sales processes.
Gartner® Report: How Should CSOs Respond to Tariff Volatility?
Uncertainty around tariffs isn’t going away—and sales leaders can’t afford to take a wait-and-see approach. In this Gartner® Quick Answer, discover how CSOs can lead with agility, align cross-functionally, and equip their teams to navigate ongoing tariff disruption with confidence. Get the report.
