VIEWPOINT
WHY LOCAL SUPPLIERS SHOULD INVEST IN MARKETING PLATFORMS DURING DOWNTURNS
Dani Hodges, chief commercial officer, HSS ProService Marketplace
WHEN MARKET CONDITIONS tighten, businesses naturally look for ways to reduce costs, and marketing budgets are often among the first areas to come under scrutiny. Unlike fleet, stock or labour costs, marketing can sometimes appear disconnected from day-to-day operations, making it an easy target for short- term savings.
The challenge is that reducing visibility during a downturn can have consequences that extend beyond the immediate cost reduction. At a time when projects are harder to secure, margins are under pressure and competition is intensifying, maintaining access to customers becomes even more important.
For local suppliers and merchants, the businesses that emerge strongest from uncertain periods are often those that continue investing in routes to market, customer acquisition and digital visibility.
When businesses reduce marketing activity, they are not simply cutting spend; they are reducing future opportunities to be discovered by customers. The impact may not be immediate, but over time it can significantly weaken pipeline growth and impact revenue. One of the biggest
misconceptions about digital marketplaces is that they function purely as listing sites. In reality, marketplaces have evolved into highly effective marketing and sales channels that connect suppliers directly with active demand.
At HSS ProService Marketplace, we offer a free centralised digital marketplace that connects customers with local suppliers through a single platform. For suppliers, participation is about much more than simply
showcasing products or services. It provides access to customers who are already searching, buying and planning projects. This is particularly valuable for smaller and regional suppliers that may not have extensive sales teams or large marketing budgets. Instead of relying solely on traditional sales activity or waiting for customers to come through the door, suppliers can position themselves within a platform that is continuously generating demand and investing in customer acquisition on their behalf. During an economic downturn that additional source of qualified leads can become an important contributor to business resilience. Furthermore, marketing is no longer driven by instinct alone. The most effective businesses are using data to understand customer behaviour, predict demand and target opportunities more accurately. Construction procurement is increasingly influenced by a wide range of factors, from seasonality and weather patterns to regional project activity and sector-specific demand trends.
The challenge for suppliers is that gaining visibility across all these factors independently can be difficult and resource intensive. Digital marketplaces have a unique advantage because they sit at the centre of customer activity. They can analyse purchasing behaviour, search trends and transactional data across large customer bases, generating insights that individual businesses may struggle to access alone. These insights can help suppliers make smarter commercial decisions around stock levels, service offerings and resource allocation.
For example, understanding when certain customer groups typically purchase products or
July 2026
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when demand spikes occur allows suppliers to plan more effectively, improve stock utilisation and maximise their return on investment. The result is marketing that becomes more targeted, more relevant and ultimately more profitable.
One of the most significant shifts happening across the industry is the increasing alignment between marketing, sales and procurement functions. Historically, these departments often operated independently. Marketing generated awareness, sales pursued opportunities and procurement focused on supply. Today, digital technology is bringing those functions together. When customer demand signals are visible in real time, businesses can make more informed decisions about where to focus marketing activity, which sectors to target and how to optimise stock availability. This alignment is particularly valuable during periods of economic uncertainty. If marketing identifies
growing demand in a particular region or product category, procurement teams can prepare stock accordingly, while sales teams can focus resources where opportunities are most likely to convert. The result is a more efficient operation with stronger return across the entire commercial process. For suppliers, digital marketplaces provide an opportunity to meet these expectations without needing to build extensive technology infrastructure independently. By using a platform that simplifies procurement, suppliers can become part of a seamless customer experience that removes friction from the buying journey. That matters because customers are increasingly valuing certainty.
Delays, complexity and poor communication can have significant cost implications on construction projects. Suppliers that can offer a straightforward, reliable experience are more likely to win repeat business and strengthen long-term customer relationships.
Furthermore, for many local suppliers, competing against larger national businesses can feel challenging, particularly when budgets are tight. Digital marketplaces help level the playing field.
They allow regional suppliers to access opportunities they may not otherwise reach, increase their visibility to a broader customer base and compete on service, availability and local expertise rather than marketing spend alone.
Importantly, they also create additional options. Suppliers can access additional demand without the fixed costs associated with expanding sales teams or significantly increasing marketing budgets. At a time when businesses are carefully managing cash flow and investment decisions, that flexibility can be extremely valuable.
For local suppliers, digital marketplaces represent more than another route to market. They are becoming powerful commercial tools that combine marketing, sales, procurement and customer insights into a single ecosystem. In a competitive and cautious market, that combination can help suppliers generate demand more efficiently, make better-informed decisions and build stronger foundations for future growth. In conclusion, the last thing you should do is cut marketing budget. Where you have access to a marketplace, consider it as part of your marketing strategy. BMJ
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