How Manufacturers Can Build Brand Resilience in Unpredictable Times
"Whether their next body blow stems from a pandemic, a geopolitical risk, or an alien invasion, preparation for an unconventional future is well-advised."
These wise words from Stephen Gold of the Manufacturers Alliance, published yesterday by IndustryWeek, highlight the need for manufacturing leaders to prepare for disruption by the "unknown unknowns."
In the strategic comms world, we take a similar view: When you can’t control the external environment, your brand becomes your buffer. It helps you retain trust, signal stability, and lead confidently through change.
A strong and enduring brand is a great asset when uncertainty hits. To create a 'strong brand,' manufacturers need to do a few things:
Build brand equity externally
When disruption hits, people look for signals of stability. Your brand can be that signal... if you’ve done the work to build equity ahead of time.
When you show up consistently in the market, you become known not just for what you make, but for your leadership, expertise, and values. When customers, partners, and industry leaders see your company as credible, informed, and proactive, they’re far more likely to stick with you when things get tough.
2. Develop a crisis communications plan
The worst time to figure out your crisis response plan is smack in the middle of one. A proactive crisis comms plan outlines who speaks, what they can say, and how quickly they can act. It also includes the scenarios you're most likely to face, from supply chain failures to regulatory hits.
This way, you won't freeze when the pressure’s on. You can respond quickly, confidently, and with a unified voice, minimizing chaos and protecting your reputation.
3. Work across business functions to communicate change internally
Even the best strategy will fail if your people don’t understand or trust it. Internal communication during periods of change needs to be proactive, empathetic, and clear.
Loop HR in early, align messages with the ELT/SLT, and give managers the tools they need to communicate with their teams. When employees feel informed and respected, they’re more engaged, more resilient, and less likely to jump ship when uncertainty strikes.
In closing…
This is particularly relevant in 2025, as many manufacturing companies have been in panic mode (at worst) or stalling out (at best) due to rollercoaster tariffs and geopolitical shifts. It just goes to show that, while we can’t predict the future, we can be ready for it.
As Stephen Gold reminds us, preparation is everything. That includes building a resilient brand and a communications strategy that turns unexpected disruptions into moments of leadership.
