Business

How to Turn Tariff Turmoil Into Boosted Sales — and Build Trust in the Process

1748986467 turn tariff turmoil into boosted sales 0625 g2209796529

Opinions expressed by Entrepreneur contributors are their own.

As chief marketing officer of the Tim Moran Auto Group, which runs Ford, Chevrolet and Hyundai dealerships, I’ve discovered the hard way that the best marketing campaigns don’t always originate in the boardroom, but in the news cycle.

Recently, news of fresh 25% tariffs against imported vehicles and automotive parts lit up the headlines and sent shock and confusion throughout the business community. Decisions like these can ripple through global supply chains, dealer inventories and customer bank accounts. But for companies that move quickly, changes in policy can also turn into moments of connection, urgency and growth.

In our situation, consumer behavior was directly affected by the announcement. The day after the news became public, we saw traffic to our dealerships surge. Phones rang nonstop. Customers were suddenly jolted into an action that they had deferred for weeks.” The message was obvious: urgency had washed into the market, and we had to act.

Table of Contents

What tariffs on cars would mean for the auto industry

Tariffs, in essence, increase the cost of importing vehicles and parts. Domestic production has cushioned some of the blow, though a lot of vehicles continue to depend on parts or manufacturing procedures that come from abroad. For dealers, that could mean higher wholesale prices, tightened inventory and some models cutting into consumers’ budgets, making cars less affordable.

But here’s the catch: Those increases won’t occur overnight. There’s a window — some days, some weeks — where it’s unaffected, whatever the current inventory happens to be. And there is a huge marketing opportunity in that window.

We saw it firsthand. Staring down tariffs, we initiated campaigns encouraging customers to “lock in current pricing before prices went up.” Our messaging was all about transparency and value: “These vehicles, they’re on the lot now at today’s prices. They will probably cost more in the months ahead. Act now.” We were not fearmongering — we were providing our customers with a heads-up and helping them to make informed decisions.

Three brands, one clear message

While each brand we represent — Ford, Chevrolet and Hyundai — brings its own strategy to the table, they’re all preparing for the same reality: potential price increases driven by incoming tariffs that could impact parts, manufacturing and ultimately, sticker prices. That’s why our group’s message is simple and urgent: Get in now, while current on-lot inventory is still protected from these changes. Once that inventory is gone, replacements could cost thousands more — and no one can say for certain how steep those increases might be.

Ford has leaned in with one of the strongest consumer incentives we’ve seen in years: employee pricing for everyone through July. That alone creates a major opportunity for savings before any tariff-related effects are felt. We’ve emphasized that this is a rare moment — with deep discounts available now, and a finite window before future inventory may carry higher costs due to global sourcing.

Chevrolet and Hyundai, meanwhile, are both offering aggressive financing programs across popular models. These offers give customers a way to lock in low rates on current inventory before any upstream cost increases work their way into pricing. Our messaging has focused on clarity: All three brands will likely feel some level of tariff impact, especially when it comes to parts and production costs. So the time to act — to save and secure the best value — is before those effects ripple through the supply chain.

Marketing in uncertain times

When you’re in the middle of a fast-moving story like this one, clarity and nimbleness are essential. We leveraged various platforms — email, paid search, social media and even radio — to communicate a consistent message: Tick-tock, time’s a-wasting. Customers seemed to appreciate the forthrightness. We weren’t pushing products to meet targets; we gave them the opportunity to front-run the system before prices moved.

We’ve had success with strategies such as:

Time-locked events: “Tariff Countdown Sales” and “Beat the Price Hike” weekends built urgency and provided a clear rallying point for our teams.
Incentive layering: Adding the tariff message to existing rebates or financing programs made the deals seem even more attractive.
Concise deadlines: Whether it was a deadline for a tariff or the close of a promotion, we were always crystal clear when customers would no longer be able to take advantage and why they must act now.

And, perhaps most important, we taught our sales teams to have conversations, not just close sales. We armed them with talking points about how tariffs might affect pricing down the line and how current offers could help customers get ahead of those price increases. This helped build trust and establish our team as trusted advisors, not mere salespeople.

Sage advice for entrepreneurs of every variety

The auto industry may feel the impact of tariffs most acutely, but the larger strategy we used can work for any business.

Here’s some advice for entrepreneurs who want to capitalize on external events as marketing fodder:

Stay plugged into the news. Having ripplecalling here means that, say, if there are legislative changes, economic changes or changes around the world, that affect your industry, you can end up seeing ripple effects through it. The quicker you can spot those changes, the quicker you can craft the judicious value-based message.
Create urgency with truth. Here are the only two things that motivate people: scarcity and deadlines — but only when they’re real. Don’t invent panic. Rather, describe to your customers how an event (such as a tariff or new regulation) will impact your prices, availability or service offerings — and be upfront while you do so.
Frame the case in terms of what’s good for the customer. Instead of “We need to move inventory,” it’s “You can save money by buying before X happens.” Articulate the benefit and put your customer first.
Spend time building campaigns and testing everything. Some of our messaging was about “tariff alerts,” while other sessions delved into more traditional, seasonal language. Through A/B testing, we learned what angle is most relatable to various segments, and we adapted accordingly.
Lead with value, not fear. But it doesn’t have to all be bad. Emphasize what your customers get by acting now, not just what they lose by waiting.

In a constantly changing news world, agility is one of the most powerful weapons in a marketer’s arsenal. The tariffs are only one example, but the principles we used work whether you are selling cars, real estate, software or services. When the winds of change from the outside are blowing into your industry, do not turn back. Step up, speak clearly and turn that moment into momentum.

We don’t control the news. But we do have control over how we react to it — and that’s where true opportunity resides.

The rest of this article is locked.

Join Entrepreneur+ today for access.

Intellectual Insider

+ posts

A blog which focuses on business, Networth, Technology, Entrepreneurship, Self Improvement, Celebrities, Top Lists, Travelling, Health, and lifestyle. A source that provides you with each and every top piece of information about the world. We cover various different topics.

Business

Low US Household Leverage Bodes Well For The Economy

One of the things that gives me great comfort about the health of the U.S. economy is our historically low household leverage. According to the Federal Reserve Board, household leverage is now at an 80-year low—a remarkable sign of financial discipline.

So let me be the first to congratulate you for not loading up on debt like so many did between 2000 and 2008, right before the worst financial crisis of our lifetimes!

Back then, people lost their jobs and massive chunks of their net worth because of too much leverage. I was one of them—I had two mortgages and ended up losing 35% to 40% of my net worth in just six months. It took a decade to rebuild.

After that experience, I promised myself: never again will I take on that much debt.

US household leverage near an 80-year low in 2025

Table of Contents

Households Can Better Withstand the Next Recession

Nobody likes a recession or stagflation. But with household leverage at an 80-year low, it’s highly unlikely we’ll face another global financial crisis like in 2009. Households are simply too cashed up to panic-sell. Instead, most will hunker down and wait for better times to return.

Thanks to this strength, I plan to use any correction as an opportunity to buy the dip—for both my retirement accounts and my children’s. With so much cash on the sidelines, we’re more likely to see V-shaped recoveries than drawn-out U-shaped ones.

Personally, after selling our previous rental, I’m sitting on ample liquidity in Treasury bills and public stocks I can sell and settle within days. And with a fully paid-off primary residence, there’s almost zero chance I’ll ever sell at a discount. Why would I, with no mortgage and no urgency? Around 40% of U.S. homeowners now own their properties outright.

Just imagine how much the stock market, real estate, and Bitcoin could surge if household leverage ever returns to 2007 levels. Risk assets would likely skyrocket once again. And based on human nature and our historical appetite for risk, I wouldn’t be surprised if leverage ramps back up, especially as interest rates continue to decline.

Percentage of American U.S. homeowners that have no mortgages by year

On top of that, millions of homeowners locked in rock-bottom mortgage rates in 2020 and 2021. The tappable home equity across the country is enormous compared to 2007, making another housing-driven crash highly unlikely.

The Only Good Type of Leverage

In general, the less debt you have, the better. But in a bull market, strategic leverage can accelerate wealth building. So what’s a financial freedom seeker supposed to do?

First, understand that not all debt is created equal. Consumer debt, especially from credit cards, is the worst kind of widely available debt. With average credit card interest rates north of 25%, you’re basically giving your lender a return Warren Buffett himself would envy. For the love of all that’s good in this world, avoid revolving consumer debt at all costs.

The only type of debt I condone is mortgage debt used to build long-term wealth. It’s generally one of the lowest-cost forms of borrowing because it’s secured by a real, usable asset. Being able to leverage up 5:1 by putting just 20% down to buy a home—and then live in it for free or even profit—is an incredible opportunity.

That’s why I’m a strong proponent of everyone at least getting neutral real estate by owning their primary residence. Hold it long enough, and thanks to forced savings, inflation, and mostly fixed housing costs, you’ll likely come out far ahead compared to renting a similar place. People like to say they will save and invest the difference, but most people can’t keep it up over the long term.

As for margin debt to invest in stocks? I’m not a fan. Stocks offer no utility, are more volatile, and margin rates are usually much higher than mortgage rates. If you’re going to use debt, at least tie it to something you can live in and control.

Total money market funds reach all time high in 2025 as consumers are cashed up

The Recommended Asset-To-Debt Ratio By Age

Here’s a useful framework to assess your financial health: a suggested asset-to-debt (liability) ratio, paired with a target net worth by age. The asset-to-debt ratio applies broadly, regardless of income.

The net worth targets assume a household earning between $150,000 to $300,000 during their working years, maxing out their 401(k), saving an additional 20% of after-401(k) income, and owning a primary residence. In short, aim for a net worth equal to 20X your average household income if you want to feel financially free.

Target asset-to-debt ratio for growing your wealth responsibility

After running the numbers and reflecting on real-world conditions, I believe most people should aim for a steady-state asset-to-liability ratio of at least 5:1 during their highest earning years to retire comfortably.

Why 5:1? Because having five times more assets than liabilities puts you in a strong position to ride out economic storms. Ideally, your debt is tied to appreciating assets—like real estate—not high-interest consumer debt. If your liabilities equal about 20% of your assets, you’re still benefiting from some leverage, without taking excessive risk.

By your 60s and beyond, the goal should shift toward being completely debt-free. An asset-to-liability ratio of 10:1 or higher is ideal at this stage—for example, $1 million in assets and $100,000 in remaining mortgage debt. At this point, most people are eager to eliminate all debt for peace of mind and maximum financial flexibility in retirement.

The peace of mind and flexibility that come with zero debt (infinity ratio) in retirement is hard to overstate.

Be OK With No Longer Maximizing Every Dollar

After selling my former primary residence—which I rented out for a year—I wiped out about $1.4 million in mortgage debt. Even though the rate was low, it feels great to have one less property to manage. Now, with just one mortgage remaining as I approach 50, life feels simpler and a little more manageable.

When my 2.625% ARM resets to 4.625% in the second half of 2026, I may begin paying down extra principal monthly. By then, I expect the 10-year bond yield to be lower, making paying down debt more appealing. While I might miss out on further upside if San Francisco real estate keeps climbing—especially with the AI boom—I no longer care about squeezing out every dollar with leverage.

I’ve built a large enough financial foundation to feel secure. These days, I’m optimizing for simplicity, steady income, and gradual appreciation—the kind that helps me sleep well at night. Chances are, once you hit your 50s, you’ll feel the same too.

The drive to maximize returns eventually takes a backseat to the desire for clarity, peace, and freedom with the time we have left.

Readers, what’s your current asset-to-debt ratio? Are you surprised U.S. household leverage is at an 80-year low? Do you think another recession as long and deep as 2009 is likely? And do you hope to be completely debt-free by the time you retire?

Optimize Your Leverage With A Free Financial Check-Up

One of the biggest signs of a healthy economy today is the fact that U.S. household leverage is near an 80-year low. If you’re working toward becoming debt-free and want to ensure your net worth is positioned for both growth and stability, consider getting a free financial analysis from Empower.

If you have over $100,000 in investable assets—whether in a taxable brokerage account, 401(k), IRA, or savings—a seasoned Empower financial advisor can help you assess your portfolio with fresh eyes. This no-obligation session could uncover inefficient allocations, unnecessary fees, and opportunities to better align your financial structure with your long-term goals.

A sound asset-to-debt ratio and clear investment strategy are key to lasting financial independence. Empower can help you stress test both.

Get your free check-up here and take one step closer to optimizing your financial foundation.

(Disclosure: This statement is provided to you by Financial Samurai (“Promoter”), who has entered into a written referral agreement with Empower Advisory Group, LLC (“EAG”). Learn more here.)

Diversify Your Assets While Reducing Risk Exposure

As you reduce debt, it’s smart to also diversify your investments. In addition to stocks and bonds, private real estate offers an appealing combination of income generation and capital appreciation. With an investment minimum of only $10, you don’t need to take out a mortgage to invest either.

That’s why I’ve invested over $400,000 with Fundrise, a private real estate platform that lets you invest 100% passively in residential and industrial properties across the Sunbelt, where valuations are more reasonable and yield potential is higher.

Fundrise also offers venture exposure to top-tier private AI companies like OpenAI, Anthropic, Databricks, and Anduril through Fundrise Venture. If you believe in the long-term potential of AI but can’t directly invest in these names, this is a unique way to get access.

Fundrise investment amount by Financial Samurai, Sam Dogen. New $112,000 investment on June 20, 2025

Fundrise is a long-time sponsor of Financial Samurai as our investment philosophies are aligned. I invest in what I believe in. I have a goal of building a $500,000 position with regular dollar-cost averaging each year.

Listen and subscribe to The Financial Samurai podcast on Apple or Spotify. I interview experts in their respective fields and discuss some of the most interesting topics on this site. Your shares, ratings, and reviews are appreciated.

To expedite your journey to financial freedom, join over 60,000 others and subscribe to the free Financial Samurai newsletter. Financial Samurai is among the largest independently-owned personal finance websites, established in 2009. Everything is written based on firsthand experience and expertise.

Intellectual Insider

+ posts

Business

What My First Failed Startup Taught Me — and How I Finally Got It Right 20 Years Later

1752010084 launching startup after failed attempt 0725 g1453662405

Opinions expressed by Entrepreneur contributors are their own.

They say timing is everything — and that’s a lesson I’ve learned the hard way.

Today, I’m building a startup I truly believe in. But the truth is, this journey didn’t start last year. It began more than 20 years ago — with a big idea, the wrong timing and some painful but necessary lessons that would shape everything I’m doing now.

How it started

In 2007, inspired by platforms like Craigslist and LinkedIn, I set out to bring a new kind of online platform to life. I had a strong concept, but not the technical skills to build it alone. So I partnered with a close friend who could fill that gap.

At first, we were excited. But over time, cracks formed — our visions didn’t align, our strategies drifted, and financial pressure mounted. Eventually, we had to walk away.

It was disappointing, even devastating. But I never stopped believing in the core idea. Instead, I paused to reflect on what went wrong, what I’d learned, and what I needed to do differently next time.

That reflection helped shape both who I am and how I operate today.

What I learned (the first time around)

Learning never stops: Your best insights often come from others. Lean into your network — mentors, peers, even critics. Learning from others and sharing your own experience creates a powerful loop of growth.
Be willing to adapt: Even with a great idea, you have to stay flexible. Whether you’re launching or scaling, being able to pivot when needed isn’t a weakness — it’s a survival skill.

Getting it right the second time

Start with clarity: A shared vision is critical. Before launching, make sure you and your co-founder(s) are aligned on goals, roles, and long-term expectations. Misalignment early on will cost you later.
Be honest with yourself and your team: Ask the hard questions up front: Why are we doing this? What problem are we solving? Who are we solving it for? If your answers don’t match, it’s time to regroup.
Culture matters as much as code: Yes, you need technical talent. But you also need people who share your values, collaborate well, and grow with the company. Don’t underestimate cultural fit — it makes or breaks teams.

If you build it, will they come?

This time around, I approached things differently. I didn’t just assume the idea was good — I tested it. I asked:

Are we solving a real problem?
Does the market need this now?
What’s our unique value proposition (UVP)?
Why would anyone choose us?

Customer-first thinking became the foundation. Instead of building what we thought was valuable, we built what the market actually needed — and made sure our solution stayed relevant.

Getting tactical: what every founder needs to consider

Do your homework: Understand your industry, track trends, study user behavior and know your competition.
Create a strategy: Write a business plan. Forecast your finances. Know your funding options.
Formalize the business: Register your company, get your EIN, licenses, permits, and build your legal foundation properly.
Build the right team: Use your network to find people who align with your mission and culture.
Sell the vision: Know your customer, refine your message and create a product or service they actually want.

Final thoughts

Be both sales-driven and market-aware. Know your audience — where they get information, what problems they face, what resonates with them. Your customer acquisition strategy should be informed by real data, not just instinct.

And most importantly, keep an open mind. Inspiration can come from anywhere — a conversation, a failure, a new connection. The more you listen, the more likely you are to spot those game-changing ideas.

Building something meaningful takes time. For me, it took over 20 years. But every setback, misstep and restart has made this journey — and this version of the startup — infinitely more grounded and more real.

Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.

Intellectual Insider

+ posts

Business

He Went From Customer to CEO of 16 Handles

Opinions expressed by Entrepreneur contributors are their own.

Fresh out of an unfulfilling finance career, Neil Hershman was looking for something different — something he could build with his own hands. That search led him to 16 Handles, a New York-based froyo brand he frequented as a customer.

Astrophysics degree in one hand, finance resume in the other, Hershman found himself behind the counter of his first 16 Handles franchise, sleeves rolled up and running the store from open to close.

What started as a side project quickly spiraled into something bigger. “Open and close, every single shift I was working,” Hershman says. “I was able to advance the business [and] bring in additional revenue to the point where the profit was so great that I decided to leave all my other projects and just focus on 16 Handles.”

At a time when other entrepreneurs were retreating, Hershman expanded. He started building new stores across New York City during Covid-19, when retail leases were cheap and competitors were shuttering. “Instead of getting scared, I was the one coming in and building,” he says.

Soon, he wasn’t just running locations. He was leading the entire company.

Since acquiring the brand from founder Solomon Choi in 2022, Hershman has led a nationwide expansion of the froyo chain from 30 to 150-plus locations. His unexpected journey from customer to franchisee to CEO gives him a unique edge in today’s crowded dessert market.

Hershman is behind some of the brand’s wildest flavors, ranging from Harry Potter references to “french fry frozen yogurt” (a play on McDonald’s frequently broken ice cream machines). “I am part of the customer base,” he says. “My family, my friends, everyone is part of the customer base. So it’s just ideas that we have.”

The results speak for themselves. “Our sales growth has been phenomenal, like when we launched french fry, or the Squid Games-inspired flavor, or the butter beer out of Harry Potter,” he says. “Our sales are up like 30-40% the week that we launched compared to prior years. So it really does make a difference.”

But building a thriving brand takes more than flavor. It takes trust, consistency and loyalty — not just from customers, but from the team. That’s why the first person Hershman hired was Lisa Mallon, who co-owned the Fairfield, Connecticut, location with her husband for 13 years.

“Who knows the brand better and believes in the brand more than people who have been successful with the brand?” Hershman says. “Somebody who’s got 13 years of running a store open to close and knows customer interactions and [what] customers want, how to make the best bang for your buck on this business.”

This strategy helps the brand stay consistent, which are the callouts Hershman appreciates most in customer reviews.

“We used to have one girl who ordered every single day, and it would always come through around the same time, to the point where when you heard the printer printing at that time, we knew it was her order and what to do,” he says.

One day, she left a five-star review with a picture of her froyo on her coffee table. “Love this place, great chocolate,” she wrote.

For Hershman, these few words were a source of encouragement. “Even though it feels monotonous that we’re packing the same order every single day, there’s somebody at the other end who all day is probably looking forward to this moment of opening up this bag,” he says.

Hershman stressed the importance of paying close attention to reviews, whether positive or critical.

“[Loyal customers] know what to look for best,” he says. “Those are really important for us as a franchisor to know what’s going on with our locations, and for store operators to know what’s going on in the customer’s mind.”

Hershman and his team keep a close eye on review platforms like Yelp to help refine operations and build trust while keeping in mind that not every critique is a call to action.

For example, one of the challenges Hershman identified is not getting the full picture of a customer’s experience based on their review. “You just get the edges, so it makes it a little hard to use those reviews as a long-term decision maker,” he says.

Nevertheless, critical reviews can provide clarity, and good reviews can build credibility. Both are opportunities to grow as a business.

Hershman’s story is about seeing potential where others see plateaus and making truly special moments for customers, who will return for the consistent experience again and again.

After taking over as CEO and reimagining 16 Handles for a new generation, Hershman’s advice to entrepreneurs is simple but powerful:

Obsess over the customer experience. From staple products to add-on services, everything can be improved to build trust and cultivate repeat business.
Build customer loyalty at every turn. Reading and responding to customer feedback lets customers know their voices are heard.
Innovate with purpose. Not every business idea will see the light of day, but focusing on constant improvement will keep your business competitive.
See your business through the eyes of a customer. Spending time on the front lines can give you a fresh perspective on what’s working and what needs to be improved.

Listen to the episode to hear directly from Neil Hershman, and subscribe to Behind the Review for more from new business owners and reviewers every Tuesday.

Editorial contributions by Jiah Choe and Kristi Lindahl