Every downturn forces companies to make a choice: pull back and wait it out or stay visible and keep pushing forward.
During the last freight recession, that divide was stark. Many carriers shut down, brokerages merged or disappeared, and marketing budgets were among the first things cut. Yet a handful of executives chose a different strategy. They invested in visibility, refined their customer focus, leaned into thought leadership, and relied on intent data to guide their moves. When recovery came, those were the businesses that not only endured but gained market share.
Now, the cycle is repeating. Uncertainty is rising, CFOs are trimming budgets, and sales conversations are slowing. The companies that find the courage to stay active may once again set themselves up to lead when conditions improve.
But here’s the truth: Now is not the time to shrink your go-to-market (GTM) efforts.
In B2B, especially in supply chain, someone’s going to win the deal. That decision-maker at a Fortune 1000 company is under pressure to reduce transportation costs or integrate artificial intelligence (AI) into their tech stack. But they’re not the ones doing the research. Their teams are. And those teams are leaving digital breadcrumbs that signal buying intent.
If you’re waiting for the RFP to drop, you’re already too late
Modern GTM isn’t about cold calls from Sales Development Representatives (SDRs) grinding out a 1% conversion rate. Cold calls destroy morale. We’ve moved beyond that. Today, it’s about using intent data—those early, third-party signals that indicate something is shifting inside your prospect’s supply chain—and acting before your competitors even know there’s a deal to be won.
For those still on the fence, I have a message for your CFO: Look upmarket. The largest logistics and freight tech firms aren’t slashing marketing budgets. They’re increasing them, especially on tools and tactics that put them at the front of the buying cycle. The winning companies are investing in LinkedIn influence, commercial PR, and building lead generation engines that don’t rely on outdated tactics.
Here’s what smart GTM looks like right now
- Invest in intent data. If it’s not already part of your 2025 planning, you’re behind.
- Tighten your ICP. Shrink your market to expand your impact. You don’t need to market to everyone – just to those most likely to buy.
- Focus on ROI. Marketing is math. Track the three V’s: Volume, Velocity, and Value. These numbers will earn you a seat at the leadership table.
- Disqualify as much as you qualify. Don’t chase every lead; chase the right ones.
- Use AI strategically. Companies slashing GTM budgets often believe AI can replace the entire function. They’ll churn out generic, flavorless content that blends in. AI can be a force multiplier, but only when guided by a strong point of view and deep subject-matter expertise. Otherwise, you’re just adding more noise to an already crowded market.
This isn’t theory. We’ve seen companies grow their pipeline from $0 to $40M in just 60 days with the right GTM strategy.
I get it—volatility is scary. But if you wait for things to feel safe again, you’ll be left behind by the companies that acted when it mattered most.
Your prospects are going to buy from someone. Make sure it’s you.
Because in every downturn, there’s opportunity. And the companies that commit to intelligent, measurable, modern go-to-market strategies today—they’re the ones who will dominate tomorrow.
Kara Brown is the Chief Executive Officer of LeadCoverage
Photo courtesy Nathan Anderson for Unsplash+
