
Surviving And Thriving In Uncertain Times: Six Strategies For Business Success
Ali Payani is the Founder and CEO of Payani Media, a full-service growth marketing firm for B2B and B2C brands.
getty
In my previous Forbes article, "The New Business Imperative: Embrace Change Or Risk Obsolescence," I emphasized the critical need for businesses to adapt to today's rapidly evolving landscape. The challenges facing organizations have intensified, driven not only by the rapid rise of AI but also by the ongoing uncertainty surrounding new policies that emerge with each election cycle and changes brought on by younger generations.
Many businesses today are grappling with declining revenues, stagnant pipelines and reduced conversion rates, making the need for transformation even more urgent.
Moreover, some companies are facing tech-related difficulties. AI has emerged as a transformative force across various sectors, from marketing to supply chain management. However, as AI becomes increasingly integrated into processes, businesses face not only the need to adopt a culture of continuous learning and adaptability but also building AI capabilities that go beyond automation—enabling them to predict trends, optimize customer experiences and streamline operations effectively.
Concurrently, millennials, now the largest demographic in the workforce, and some older members of Gen Z are ascending into pivotal decision-making roles in businesses, bringing with them expectations for authenticity, innovation and purpose. Notably, 61% of Gen Zers and 58% of millennials feel "empowered to drive change within their organizations," according to Deloitte's 2024 Gen Z and Millennial Survey.
And as shoppers, these generations are redefining the market landscape. Millennials and Gen Z prioritize brands that resonate with their values and prefer seamless digital experiences. Deloitte's survey also revealed that these generations are actively seeking to align their careers and consumer behaviors with their environmental values. Moreover, with increasing concerns about job security and economic volatility, these younger consumers are more discerning, and many look for social responsibility from brands.
As this power shift accelerates, businesses must rethink their branding, marketing and customer engagement strategies to remain relevant today.
I've outlined six key strategies that I believe can help businesses navigate today's uncertainties and emerge stronger.
Businesses should continuously evaluate their branding and positioning to remain relevant and appealing. This includes conducting a comprehensive assessment of brand messaging, visual identity and website design to ensure alignment with current market demands and consumer values.
Emphasizing social responsibility and sustainability is crucial, especially for millennials and Gen Z, as Deloitte's aforementioned survey showed. Additionally, I encourage brands to adopt a minimalistic and creative design approach by using light text and modern aesthetics. Align colors and messaging with your audience's preferences. In my opinion, today's consumers are overwhelmed by noise—too many offers, messages and distractions. A minimalistic design can cut through the clutter, enhance brand recognition, improve the user experience and help people make quicker decisions, which could ultimately lead to higher conversions and trust. So keep things minimal, and be creative.
A proficient marketing team is essential for navigating market uncertainties effectively. Businesses should conduct detailed performance assessments and gap analyses of their marketing departments to identify areas for improvement. This includes evaluating the efficiency of digital marketing strategies, AI adoption and the ability to adapt to new trends.
AI integration has become a cornerstone for businesses looking to scale efficiently. Through my work in my growth-marketing firm, I've found that many of the technologies in marketing, sales, IT and operations departments are introduced and implemented by marketing teams. This insight suggests to me that the head of the AI team should come from a marketing background, ideally the CMO, to ensure seamless integration and strategic alignment. An AI team led by marketing experts can leverage data-driven insights to optimize customer targeting, content personalization and overall campaign performance, driving significant gains in both efficiency and profitability.
Whether your company is business-to-business (B2B) or business-to-consumer (B2C), building deeper connections with customers is crucial. We often hear from B2B companies that they overlook social media marketing because they assume their audience isn't present on these platforms. But that assumption is 100% false. B2B brands must establish a strong social media presence to connect with prospects and clients meaningfully.
Meanwhile, B2C businesses should focus on personalized communication across email, social media and other channels. Implementing customer success managers who can personally reach out to clients, along with launching hashtag campaigns to gather customer insights, can significantly boost retention and loyalty.
In times of uncertainty, businesses must innovate and diversify their product and service offerings while ensuring proper distribution channels. It is not just about creating new products but making sure they reach the right audience effectively. Often, we see great products or services that fail simply because they are not marketed or distributed correctly. Leveraging AI tools and modern technologies can streamline market research, testing and feedback collection, allowing businesses to refine offerings faster than traditional methods.
Content remains king, but the format and delivery have evolved. I've found video marketing, in particular, to be one of the most effective ways to engage audiences. Businesses should incorporate video content across all channels—social media, websites, email campaigns and more—to maximize reach and engagement. Developing a video series can keep the audience engaged and enhance brand recall.
Experiential marketing also plays a significant role, offering immersive and memorable interactions that build stronger connections with customers. Regardless of whether you're B2B or B2C, failing to leverage video marketing is akin to leaving future revenue on the table.
We've all experienced downturns. Today's market is fraught with uncertainties, such as evolving policies, the lasting impacts of the pandemic, generational shifts and the rapid integration of AI to name a few. In this climate, it's crucial to revamp your marketing strategies and ensure all departments adapt effectively. Establishing an AI-focused team can help address these challenges head-on.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
13 hours ago
- Forbes
Founder Of Biotech Firm Caris Life Sciences Becomes A Billionaire After IPO
Caris Life Sciences founder David Dean Halbert The successful IPO of Caris Life Sciences makes its founder David Dean Halbert worth an estimated $3.3 billion. David Dean Halbert acquired an early-stage life sciences company called Molecular Profiling Institute in 2008 to develop a blood-based platform for early disease detection. Today, that firm, greatly expanded and renamed Caris Life Sciences, went public on Nasdaq, raising about $494 million. At 3:45 pm ET, the company had a market valuation of $7.4 billion, making Halbert worth at least $3.3 billion by Forbes calculations. He owns nearly 44% of the company. Caris Life Sciences, a cancer diagnostics company based in Irving, Texas, uses gene sequencing, AI and machine learning to detect and monitor disease. The company had revenue of $412 million last year and posted a net loss of $282 million. Halbert, who is 66 and has a bachelor's degree in business administration from Abilene Christian University, has a long history in healthcare investing and startups. Back in 1987, he founded a pharmacy benefit manager called AdvancePCS that he sold to CareMark for $7.5 billion in 2004. He subsequently started an investment firm, called Caris Capital, where he bought and sold $1.2 billion worth of assets. But even based on that background, Caris Life Sciences was a big deal. In May 2021, it raised $830 million in growth capital led by Sixth Street – one of the largest capital raises in precision medicine – at a valuation of $7.8 billion. While today's IPO represents a slightly lower valuation for the company, it is also one of the largest life sciences companies to go public in a tough market this year. Shares of Caris were priced at $21 before the offering, opened at $27 and were trading at $26.50 a share as of 3:45 pm ET. Halbert was not immediately available for comment. MORE FROM FORBES


Forbes
13 hours ago
- Forbes
From Sidelines To The Core: Now Is The Time For Business To Reframe Its Approach To Well-Being
In recent years, the importance of employee well-being has steadily climbed the corporate agenda – with a growing number of organizations offering dedicated programs and support resources to help address mental health at work. Prompted by the growing expectations of younger generations in the workplace, and accelerated by the COVID-19 pandemic, this increased focus is welcome. However, data increasingly points to a need for organizations to redefine their strategies for supporting well-being in the workplace - to move beyond an approach where support sits on the 'sidelines' to one that firmly embeds well-being into the core of the work experience. This means addressing the root causes of stress and anxiety at work to prevent them, rather than just treating them. Deloitte Global's annual Gen Z and Millennial Survey, now in its 14th year, explores the views and experiences of over 23,000+ Gen Z and millennial respondents across 44 countries. And this year's findings make evident the wide range of factors impacting people's well-being, many of which are related to work and can be directly influenced by leadership behaviors. Work/life balance features prominently as an enabler, or as a limiting factor, to well-being – and to happiness. Indeed, over half of respondents who say they are happy also say they are satisfied with their work/life balance, but in those who report being unhappy, satisfaction with work/life balance drops to three in 10. Achieving work/life balance isn't just seen by these generations as a 'nice to have' – it is now a fundamental expectation. To this end, maintaining a good work/life balance features in the top career goals for both generations, along with financial independence and job stability. Yet many have not consistently achieved work/life balance – with around a quarter of Gen Zs (28%) and millennials (26%) having changed industries or career paths for better work/life balance. While the importance of achieving a work/life balance is clear – it is equally clear that there is a mismatch between expectations and reality when it comes to a leader's role in helping to achieve it. Around four in 10 look to their leaders to enable work/life balance, yet just under a quarter say this happens in reality. Workplace culture and recognition also play a key role. The data shows that both are closely linked to employee well-being. Indeed, for those who report good mental well-being, feeling valued at work, satisfaction with the recognition they receive, and satisfaction with career growth opportunities are common workplace experiences. For example, six in 10 Gen Zs and seven in 10 millennials who feel satisfied with the recognition they receive for their work report good mental well-being. Yet the picture is less positive for a third of respondents who say that their job contributes significantly to their stress levels, with long working hours and a lack of recognition being most cited (by nearly half). And for around four in 10 of these respondents, workplace stress is driven by toxic workplace cultures and unfair decision-making processes. Here we again see the importance of the role of line managers and leaders – along with a mismatch in expectations and experience. More than four in 10 respondents believe managers have a responsibility to foster a positive and inclusive work culture, but only one-fifth believe that they do this – with a lack of recognition, unfair decision-making practices and toxic work environments cited as top workplace stress drivers. Financial reward for work is important to these generations, but so is doing meaningful work, and both impact well-being. Sixty-two percent of Gen Zs and 68% of millennials who are satisfied with their pay and benefits report good mental well-being, while only 39% Gen Zs and 44% millennials who are dissatisfied with these elements report the same. When it comes to meaningful work, nine in 10 respondents overall say having purpose to their work is important to their well-being. When these generations don't experience meaning or purpose in their work it negatively impacts stress and anxiety levels as well as retention – indeed, four in 10 say that not getting a sense of meaning or purpose from work contributes to their feelings of anxiety and stress. And nearly half (44% of Gen Zs and 45% of millennials) have left a role they felt lacked purpose. This data paints a clear picture: well-being is impacted by workplace experiences – it cannot be regarded as a stand-alone issue on the sidelines that is solely addressed by providing mental health resources. It is about fundamentals at the core – work/life balance, culture, recognition, financial reward and meaningful work – and it is about leaders who understand and enable this. Some may read this article and be comfortable that they have embedded well-being in all they do. But for those who read it and think there is more to do, here are some questions to think about: By asking these questions and being open to reframing how they consider their approach to workplace well-being, employers can start to meaningfully meet the expectations of younger generations and reap the full benefits of a thriving, productive and loyal workforce.

14 hours ago
Tampa Bay Rays say they are in talks for a potential sale amid stadium uncertainty
ST. PETERSBURG, Fla. -- The Tampa Bay Rays say they are in 'exclusive discussions' with a Florida investment group for a potential sale of the team. The Rays are valued at $1.25 billion, according to Forbes magazine. Stuart Sternberg bought the Major League Baseball club for $200 million in 2004. 'The Tampa Bay Rays announced that the team has recently commenced exclusive discussions with a group led by Patrick Zalupski, Bill Cosgrove, Ken Babby and prominent Tampa Bay investors concerning a possible sale of the team,' the club said Wednesday while declining further comment. The potential sale comes at a precarious time for the Rays and their home ballpark. They are playing this season at the spring training home of the New York Yankees in Tampa after the roof of Tropicana Field in St. Petersburg was heavily damaged during Hurricane Milton last October. Before the hurricane, the Rays and the city had agreed on a plan for a $1.3 billion stadium development project next to Tropicana Field. In March, Sternberg said the club was withdrawing from that agreement. St. Petersburg is spending about $55 million to repair Tropicana Field with a plan for the Rays to return there in 2026. The city and the club have a three-year agreement to play there. Beyond that, the club's future in the Tampa Bay area is uncertain. When the Rays withdrew from the project, the city noted that it was possible the club would have new owners. 'If in the coming months a new owner, who demonstrates a commitment to honoring their agreements and our community priorities emerges, we will consider a partnership to keep baseball in St. Pete,' Mayor Ken Welch said in March. 'But we will not put our city's progress on hold as we await a collaborative and community-focused baseball partner.'