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The conversation US small business owners are having right now sounds familiar: costs are up, customers are price-sensitive and passing the full increase through feels commercially dangerous. What鈥檚 different this time is the data suggesting this isn鈥檛 a temporary squeeze.

The New York Fed鈥檚 analysis of the 2025 Small Business Credit Survey found that businesses facing greater tariff challenges were less likely to expect higher revenues or employment in 2026. That鈥檚 hardly the profile of a business bracing for a short-term shock. It鈥檚 the profile of one adjusting expectations downward for the foreseeable future.

Exposure is concentrated across specific sectors yet broad in impact. Up to 80% of small retail and goods businesses integrated foreign supply chains in 2024, leading to widespread tariff friction for 55% of national goods firms and 67% of retailers the following year. Over 40% of small businesses described tariff-related costs as a burden, with retail and manufacturing hit hardest.

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The Split Response: Pass Through, Absorb Or Both

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The most consistent pattern in the available data is that most businesses aren鈥檛 choosing a single response. The New York Fed found that around 80% of affected goods and retail firms passed on at least some costs, around 60% absorbed some internally and many did both simultaneously, while others changed suppliers or adjusted purchase timing. The binary viewpoint of 鈥減rice increase or margin hit鈥� understates the reality. Most owners are doing multiple things at once, none of them clean and none of them fully adequate.

Jonathan Yee, co-founder of Mailers HQ, an ecommerce packaging company supplying custom bubble mailers to online sellers across the US, is in the absorption camp for now. 鈥淭ariffs have driven up our cost on the materials we import for our mailers, and right now we鈥檙e absorbing that hit rather than passing it straight through, accepting thinner margins to keep pricing stable for our customers, who are themselves small ecommerce sellers already squeezed on their own margins.鈥�

The logic is valid, albeit fragile. Yee鈥檚 customers are themselves margin-compressed. Passing a price increase downstream to a business that can鈥檛 absorb it either risks losing the customer entirely. So Yee takes the hit instead, banking on costs normalising before the absorbed margin becomes unsustainable. 鈥淗ow long we can keep absorbing it is the real question. If costs stay elevated, this stops looking like a short-term shock and starts looking like something we have to build into our pricing model for good.鈥�

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When Does A Shock Become A Permanent Cost Structure?

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That closing observation from Yee cuts to the core of the issue with more precision than any survey statistic. The businesses aren鈥檛 necessarily those facing the highest absolute tariff costs. They鈥檙e the ones whose customers are also small businesses with thin margins, creating a chain where no participant has enough pricing power to absorb the increase without consequence.

The New York Fed data supports the idea that this round is being treated differently from previous tariff episodes. Businesses with greater tariff exposure in 2025 were measurably more pessimistic about employment and revenue in 2026 than those without. This pessimism is showing up in hiring decisions. Businesses are delaying recruitment, holding positions open longer and in some cases cutting headcount to manage margin pressure that price increases haven鈥檛 fully offset.

The longer the elevated cost environment continues, the more these provisional responses, absorb now and review quarterly, harden into permanent operating model changes. A business that has repriced its products, reduced its headcount and switched suppliers to manage tariff costs has made structural changes that don鈥檛 reverse easily if the tariffs are reduced. The operational memory of the adjustment outlasts the policy that caused it.

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What Owners Are Watching

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The businesses holding up best share one of three characteristics: pricing power strong enough to pass through increases without losing customers, capital cushion enough to absorb margin compression for an extended period or supplier flexibility to source domestically or from lower-tariff jurisdictions. For many small businesses, none of those three conditions hold fully.

What owners are watching most intently is whether the current tariff structure becomes the baseline or reverts. This uncertainty is itself a cost: businesses aren鈥檛 investing, hiring or expanding while the operating cost picture is unclear. The damage from delayed decisions compounds over time even if the tariffs themselves are eventually reduced.

The New York Fed probably sums up the situation better than anyone else. This isn鈥檛 a situation where businesses break under tariff pressure. It鈥檚 a situation where businesses adjust their expectations quietly toward a more expensive and more constrained operating environment. Deciding if this shift is temporary or enduring is a reality most founders are hoping to postpone dealing with.