Control What You Can Control in an Uncertain Market
5/15/2025The agricultural equipment market is no stranger to turbulence. But recently, tariffs, commodity price swings, and elevated input and equipment costs have compounded the uncertainty dealers face heading into the second half of 2025. In moments like this, it's tempting to wait out the storm. But for successful dealers, the proof is in the pudding: Survival and growth during uncertain times require doubling down on optimizing those factors you can control.
The cost of waiting for the tides to turn
Our recent dealer sentiment survey report captures the general mood pretty well: “Uncertainty about tariffs has been the biggest threat. Many customers are taking a more cautious approach to buying new and used equipment because they just don’t know what will happen.”
Does this resonate with your operation and its leadership?
The compounding effects of inaction are real – inventory ages, leads go cold, margins tighten, and confidence slips. But uncertainty can also present an opportunity. The most resilient dealerships are those who shift their focus inward by tightening up sales efficiency, refining account strategies, and making smarter inventory decisions.
Let’s look at three key areas where dealers can regain control.
Create consistency in your top-of-funnel development
Periods of uncertainty tend to shrink buying cycles, but that doesn’t mean demand disappears. Instead, it becomes more selective. The key to weathering the storm is ensuring your pipeline doesn’t dry up. That means consistent outreach, lead nurturing, and follow-up are non-negotiable.
Practical steps you can take:
- Keep working the funnel: One of the most important lessons we learned from the COVID-19 era is that dealers who maintained steady prospecting and engagement were better positioned to rebound. Now is not the time to go quiet but to position yourself as THE resource for your prospects and customers.
- Systematize lead follow-up: Leads that don’t receive timely follow-up often go cold—especially in an environment where buyer hesitation is already high. Set internal expectations for response times (e.g., all inbound leads responded to within one hour), and build processes that make those targets achievable. This might include adopting inbound lead management solutions that streamline the funnel and automate responses and follow-ups so no leads get lost.
- Acknowledge and nurture every lead: Whether it’s a phone call, website form, or a trade-in inquiry, ensure every lead is acknowledged promptly. Even a quick check-in or “we’ll follow up shortly” message can reduce the chance of a prospect drifting toward a competitor. Centralized text messaging tools can provide even greater connectivity and visibility by allowing everyone on your sales team to text from one number and view the entire history of interactions with a given customer.
Optimize efficiency in sales processes
In uncertain times, inefficiency is even more expensive. Manual processes slow your response time, reduce lead coverage, and create room for errors. Streamlining your sales workflow ensures you're not leaving money (or underserved customers) on the table.
Practical steps you can take:
- Reduce lost time: Start by auditing your sales team’s daily routine. Are reps spending too much time on manual follow-ups, tracking spreadsheets, or re-entering the same information into multiple systems? Those micro-inefficiencies compound quickly. Centralizing communications, automating lead routing, and standardizing task follow-ups can eliminate hours of wasted time per week.
- Use metrics to stay focused: In a recent Beyond the Hood podcast interview, veteran consultant George Keen noted that “one salesperson can sell at 11% gross profit and another at 20%… but they both cost the same to support.” That means tracking individual performance (such as gross profit per month) is essential to understanding who is maximizing their time.
- Invest in CRM training and usage: If your reps are still relying on spreadsheets or memory, you’re flying blind and likely moving slow. The best way to improve rep accountability and customer targeting is through adoption of a dealer CRM. But not just for tracking quotes or housing customer info. Use your CRM to understand customer purchase cycles (e.g., Do they buy every 7 years? Every 10?), preferred product types (new vs. used), and follow-up history.
Key fact: Dealerships embracing a CRM report significant boosts in sales and productivity. With a universal average ROI of over $30 for every dollar spent, CRM systems have become a mainstay for facilitating sales operations for modern businesses, and that includes equipment dealerships. Keen explains the value simply, but with a caveat: “The more information we get into the CRM, the better our information and analytics can be. But you have to show salespeople that using the CRM has value or they won’t do it.”
Improve sales effectiveness through prioritization
In slower markets, converting leads into sales becomes more difficult, but also more important. Sales teams need to shift from inbound order-takers to strategic advisors, prioritizing the right customers and keeping top-of-funnel activity consistent.
Practical steps you can take:
- Prioritize high-value accounts: Although you appreciate business from all your customers, the reality is that not all accounts are created equal. As Keen emphasizes, “40% of the potential revenue out there is maybe done by 1-2% of your accounts.” Focus your reps’ attention where it matters most—on the producers with repeat buying cycles, diverse fleets, and high acreage.
- Segment Accounts Based on Potential: Don’t just group accounts by territory. Use data such as fleet size, acres operated, and purchasing history to rank and tier your accounts. Then allocate your reps’ time accordingly. Your best people should spend most of their time on your best opportunities. Ensure your reps have clear, manageable territories based not just on geography, but on account value and call frequency.
- Train teams on strategic engagement: Encourage your sales reps to treat prospects like customers. High-potential prospects should get the same frequency and quality of contact as your current top accounts.
Here’s another pro tip for sales managers from George Keen: Map out how many calls each rep can realistically make in a year (e.g., 1,000 calls/year = 20 calls/week x 50 weeks). Then allocate call frequency based on account value: A-accounts monthly, B-accounts bi-monthly, and C-accounts quarterly. A tier-based strategy can help ensure high-potential accounts aren’t under-serviced. Learn more about how to optimize sales call volume to ensure you are spending time nurturing the right accounts.
Key Takeaway: Strategy Wins, Even in Chaos
There’s no doubt the current environment is challenging. Tariffs, softening demand, shifting trade policies, and high inventory costs all contribute to the pressure. But this isn’t the first time dealers have faced disruption—and it won’t be the last.
The best performing dealerships won’t wait for perfect conditions. They’ll act now – doubling down on sales discipline, prioritizing customer relationships, and maintaining a consistent pipeline. And all of these targets and more can be met and measured by adopting a dealer intelligence platform like Anvil Pro and working with experts who have the knowhow and experience to help your dealership’s teams put the tools to work.
Always remember that no matter what’s happening outside your lot, you can always control what happens inside your business.