Story Time.

In 2008, two veterinary distributor sales reps—let’s call them Max and Carol—worked to navigate the Great Recession with dramatically different results. Both covered similar territories and represented the same major national distributor with the same portfolio.

Both reps reacted differently to the economic downturn and while one adapted and thrived, the other was placed on a PIP and experienced emotional burnout. What was so dramatic in their different approaches that produced such different results?

Max, a seasoned rep at the peak of his career, relied on his traditional playbook: push volume, offer deep discounts, and trust that price alone would sustain him. It worked well enough in better times, but as clinics started tightening their belts, Max’s numbers began to fall dramatically. Clinics saw price-focused offers from every direction. Discount wars erupted, margins shrunk, and Max soon found himself in a vicious downward spiral—working harder for less, feeling frustrated and overwhelmed. Only 3 years ago, he was one of the top reps in the country.

In another city, Carol, a less experienced but sharp-eyed rep for the same company, saw the writing on the wall. She recognized that in an economic downturn or recession, sales reps had to think differently—much differently. Instead of panicking, she doubled down on creative strategies, value-driven conversations, and customer-centric approaches that went beyond price. She shifted from simply pitching products to asking pointed, insightful questions that uncovered specific challenges clinics were facing, then matched her solutions precisely to those needs—turning hesitation into confidence.

By the end of 2009, Max had burned out and left veterinary sales altogether, battered by thinning margins and shrinking commissions. Meanwhile, Carol had grown her territory, secured new clinic accounts, and positioned herself as the rep with the brain, heart, and insight that clinics couldn’t afford to lose.

Why did Carol thrive while Max struggled? Because she adapted as causes and conditions changed. Max, on the other hand, was an order taker who thought he was a top rep because for 5 years, the economic tailwinds provided enough momentum for him to coast on repeat orders.

With another economic downturn looming, veterinary distributor reps have a critical choice: revert to outdated tactics and risk failure, or adopt proven strategies designed to turn recessions into opportunities.

Here are five recession-proof strategies to think about:

Recession Sales Strategy #1: Don’t Sell Innovation, Sell Stability

When the economy is humming along, veterinary hospitals and clinics eagerly adopt new technologies and innovations as a means of staying competitive - this was especially clear during the Covid pandemic. However, during recessionary periods, the psychology behind consumer purchasing behavior fundamentally shifts. Rather than embracing risk by investing in cutting-edge technologies or unfamiliar innovations, customers become more cautious and protective of their cash flow.

While working as a sales rep during tough economic times, it is wise to consider a significant strategic pivot from pushing new, flashy technology to emphasizing stability, reliability, and risk reduction.

The reason stability is attractive during recessions is tied directly to behavioral economics and risk aversion. When financial uncertainty rises, buyers naturally prioritize protection of current revenue streams over speculative gains from innovation.

Forward thinking and successful sales reps recognize this behavioral shift and proactively reshape their messaging to appeal directly to a clinic’s heightened anxiety around financial stability. They avoid emphasizing features that imply risk (e.g., “brand-new,” “groundbreaking,” “revolutionary ai”) and instead focus conversations on how the product safeguards critical operations, revenue stability, and patient outcomes.

To execute this strategy effectively, gather concrete evidence that demonstrates product reliability under challenging conditions. For example, use case studies from veterinary practices that maintained or increased profitability during prior downturns specifically because they invested in dependable solutions. Provide data showing minimal downtime, reduced maintenance expenses, predictable operational costs, and improved procedural efficiency—anything that emphasizes stability and reduces financial anxiety.

Additionally, proactively acknowledge and alleviate the fears veterinary buyers have about spending during a downturn. Rather than attempting to dismiss their concerns, validate them openly: “Being cautious right now is prudent and makes sense. Most of my customers right now are prioritizing stability over risk. That’s exactly why this solution makes sense—it directly protects your current revenue sources and ensures predictable costs.”

Finally, ask your marketing team to create “stability-based” collateral: literature, pitch decks, or webinars designed specifically to reinforce that your product offers predictable value rather than speculative or uncertain upside. Position your solution as the dependable choice—the one that minimizes economic risk, secures clinical outcomes, and directly addresses the fear-based psychology of buying during uncertain financial times.

Recession Sales Strategy #2: Use Financial Storytelling to go Deeper than Generic ROI

Most reps know the value of pitching a return-on-investment (ROI), but typical ROI conversations fall flat during recessions because they’re basically useless.

A mere ROI number about how much money a practice can earn with a laser without rich context is insufferable during a recession, especially when clinics can’t convince pet owners to pay for “elective” treatments. Veterinarians and their teams are looking for in-depth validation—stories, not just numbers—that illustrate exactly how the solution translates into sustained financial health.

Instead of simply showing cost recovery numbers on a new piece of equipment, deeply articulate how the financial health of their practice will be positively impacted throughout multiple operational layers. For instance, demonstrate how an upgraded imaging system doesn’t just generate a direct ROI by capturing more imaging procedures; it also reduces technician overtime, shortens patient wait times, boosts client satisfaction, encourages repeat visits, and supports downstream revenue capture in other services.

Create comprehensive case studies of actual veterinary clinics (realistic scenarios - vets know fluff when they see it) demonstrating step-by-step how your equipment improved multiple financial variables simultaneously. Go into granular detail: illustrate not only the revenue gained but explicitly highlight costs avoided, client retention improved, overhead reduced, and reputational value secured—all of which are critical to clinics trying to navigate a downturn.

Instead of leading with product features or simple ROI numbers, guide prospects through personalized economic narratives, providing clarity on exactly how adopting your product leads to financial stability and reduces long-term risk.

Strategy #3: Use Defensive Selling—Focus on Loss Avoidance Rather than Gains

Whether in the veterinary industry or any other industry, a fundamental truth of human psychology exists: buyers fear loss more intensely than they value equivalent gains.

Sales reps in the veterinary industry traditionally position their products as ways to grow revenue, expand clinical offerings, or improve practice efficiency. But in recessionary conditions, the fear of losing current revenue, reputation, or competitive standing becomes far more compelling.

To execute this strategy, start conversations by framing your product or solution explicitly in terms of preventing tangible, painful losses rather than achieving hypothetical or abstract gains. For example, instead of presenting your anesthesia monitoring equipment as a way to “increase surgery efficiency,” reframe the narrative: “Clinics without reliable anesthesia monitoring (including CO2 monitoring) tend to face increased risk of complications, costly malpractice lawsuits, extended patient recoveries, and reputational damage. While there’s never a guarantee, this equipment significantly reduces these risks, safeguarding your practice’s reputation and bottom line.”

Also, discuss real-world veterinary scenarios and credible industry examples to illustrate the devastating cost of neglecting critical equipment upgrades during recessions. Position your solution clearly as the primary defense mechanism against such threats. This could involve sharing industry data on malpractice claims, revenue loss from procedure complications, or declining client retention rates tied to operational inefficiencies.

Further, arm yourself with clear comparisons demonstrating not only the loss potential but also how easily your solution neutralizes these risks. This creates urgency and positions your offer as essential rather than optional.

Strategy #4: High Value Account Concentration—The Pareto Pivot to Maximize Impact

During recessions, veterinary hospital markets do not suffer uniformly. Instead, we often see “winners” and “losers”. Sometimes, the difference between a “winning clinic”(clinic that thrives in a recession) and a “losing clinic” (clinic that does not survive a recession) is simply geography and demographics. Sometimes, it’s more than that. While you should never neglect a customer account, it makes sense to focus efforts on those hospitals and clinics that have the raw materials and strategy to outperform their competitors during a recession. In other words, feed the alpha dogs during a recession.

When I first started selling, I naturally believed that during difficult economic periods, it was smart to pursue as many opportunities as possible in my territory. While the “spray and pray” method sometimes works, during recessions it often leads to diluted efforts, wasted resources, and increased frustration. Top reps, instead, embrace the Pareto Principle (the 80/20 rule) during recessions and focus their efforts precisely where financial stability remains strongest: thriving veterinary clinics with a strong demographic base, large referral hospitals, corporate veterinary groups, or strategically positioned independent practices.

Large, well-managed veterinary hospitals and specialty clinics often remain financially stable or even seize downturns as strategic opportunities to capture market share from smaller, financially unstable competitors. By concentrating efforts exclusively on these strategic segments, we can allocate limited time and energy towards prospects that are capable, willing, and actively interested in investing through downturns.

Make no mistake: Implementing this approach successfully requires rigorous account segmentation and deep market intelligence.

Begin by classifying your current territory accounts and prospects according to their recession resilience. Assess their financial stability, management quality, strategic growth plans, and competitive positioning. Prioritize aggressively, selecting fewer but stronger accounts, investing significant time in deeper consultative conversations, business reviews, or tailored training.

Instead of broadly canvassing the market, engage your targeted clients with highly customized conversations, positioning yourself as an advisor deeply invested in their success—not merely as a supplier. By doing so, you’ll create a powerful competitive moat against other reps who still chase every opportunity without strategic clarity.

Strategy #5: Value Anchoring—Reshaping Price Perception Without Discounting

Discounting is a common knee-jerk reaction in downturns, but savvy reps understand that once prices drop, margins rarely recover. Instead, consider using strategic price anchoring—introduce higher-priced solutions first, influencing customer perception to make your primary offer seem reasonable, safe, and financially responsible in comparison.

Value anchoring is rooted in psychological pricing, and it’s particularly effective in economic downturns, as buyers are hyper-aware of pricing and value perceptions. When presenting a more expensive premium package first—offering comprehensive benefits but priced significantly higher than your primary intended offer—you create a psychological baseline that positions your main offer as a more affordable, responsible choice rather than a risky purchase.

Begin your pitch by clearly describing the comprehensive value of a robust premium bundle, even if this bundle is unlikely to sell frequently. Then move methodically to your intended, more realistically priced solution. Veterinary buyers psychologically experience a sense of relief at seeing a more budget-conscious yet valuable solution presented second.

Crucially, ensure that the premium solution is realistic and credible (not artificially inflated), which enhances trust and positions your subsequent offer as genuinely valuable rather than a manipulative tactic. Reinforce the credibility by clearly stating genuine benefits each tier offers, highlighting that the mid-tier solution is an optimal, recession-resilient choice balancing benefits, price, and reliability.

In a real world selling situation, it looks something like this:

You are selling a multiparameter anesthesia monitoring package priced at $8,000, but you know that your customer will be hesitatant due to recession pressures. Instead of discounting, first introduce a premium package priced at $15,000, which includes extensive features like extended warranties, advanced training, and monitor data management software.

Present it clearly:

“Our comprehensive Anesthesia Suite offers unmatched operational stability and patient safety, priced at $15,000.”

Then immediately pivot:

“However, we know this isn’t 2022 anymore, and because of the current economic pressures, we’ve crafted a streamlined package at $8,000, providing all the essentials without the extras.”

This instantly reframes your main solution as highly affordable and financially responsible compared to the premium suite, reducing price resistance without sacrificing margin. Most importantly, you won’t be seen as an aloof rep who is disconnected from the economic realities of their customer base.

Conclusion: Winning When Others Retreat

Economic downturns inevitably test the resilience of all of us sales professionals, but they also represent opportunities to differentiate, dominate, and build lasting market advantage.

In our unique and special industry, our ultimate competitive advantage during tough times isn’t found in frantic activity, reactive discounting, or generic sales pitches. Instead, it emerges from a deep understanding of how customer thinking shifts under financial stress, coupled with our ability to strategically respond.

By pivoting toward stability instead of innovation, engaging clinics through detailed financial storytelling, employing loss-aversion selling techniques, focusing strategically on resilient customer segments, and intelligently leveraging price anchoring, we can position ourselves as indispensable—even in the most challenging economic conditions.

Like any other path to improvement, these strategies require discipline and thoughtful execution. But history repeatedly shows that the reps who embrace nuance and depth in their approach will not only weather recessions—they’ll use them as springboards for future success.

Now is the moment to act boldly. Implement these strategies relentlessly, leverage their psychological insights skillfully, and deliver unmatched value when your customers need it most. By doing so, you won’t simply survive this recession—you’ll be among those who define it.

The Recession Playbook for Veterinary Sales Reps: Thriving During Tough Times