A Qualitative Analysis of Factors Influencing Chinese Consumers’ Willingness to Purchase Used Electric Vehicles

Abstract

Based on SWOT and TOWS analyses and combined with expert interviews, this study proposes a series of marketing strategies to enhance consumers’ willingness to purchase used electric vehicles (UEVs). In terms of the strengths and opportunities (SO) strategy, it is recommended that enterprises strengthen marketing and brand building, customize services and special features, use price advantages and environmental awareness to attract specific groups, provide convenient charging services, give full play to technical support advantages, and expand channels through cooperation with the government and manufacturers. The strategies for the strengths and threats (ST) scenario include establishing a government relations department, improving product quality and brand image, enhancing information transparency and quality assurance, and building a partner network and customer relationships. In terms of weaknesses and opportunities (WO), it is proposed to transform corporate weaknesses into opportunities by investing in evaluation technology and expanding charging facilities, strengthening market promotion and consumer education, and providing personalized car purchase advice and high-quality after-sales services. In the face of weaknesses and threats (WT), the emphasis is on reducing risks and improving competitiveness by improving quality management, internal management, and providing long-term after-sales and warranty services. The main innovation of this study lies in integrating SWOT-TOWS strategic frameworks with qualitative expert insights to develop actionable and scenario-specific marketing strategies for the UEV market—an area previously underexplored in existing literature. The comprehensive strategy proposed in this study provides a practical path for UEV companies to enhance consumer trust and purchase willingness and promote the industry’s sustainable development.

1. Introduction

Sustainability has emerged as a central concept in global development, emphasizing the need to balance environmental preservation, economic growth, and social progress. This notion was first formally articulated in the landmark “Our Common Future” report by the World Commission on Environment and Development [1], which underlined the urgency of safeguarding the environment for both present and future generations. Today, sustainability is reflected in national policies across the globe and resonates with growing consumer awareness, particularly concerning climate change, resource depletion, and pollution.

The transportation sector is both a critical enabler of economic activity and a major contributor to environmental degradation. It accounts for nearly 5% of the European Union’s GDP and employs over 11 million people [2], yet it is also responsible for approximately 24% of the region’s total greenhouse gas emissions [3,4]. This dual role highlights the imperative for sustainable transformation within the transportation domain.

Electric vehicles have emerged as a promising solution to the environmental challenges posed by conventional internal combustion engine (ICE) vehicles. With reduced lifecycle emissions, improved energy efficiency, and integration with digital and smart technologies, EVs align well with sustainability goals [5]. Their development is being accelerated by multiple drivers, including worsening air quality, fluctuating fuel prices, and increased pressure to achieve global climate targets [6]. Consequently, EVs contribute directly to several United Nations Sustainable Development Goals (SDGs), such as SDG 7 (Affordable and Clean Energy), SDG 9 (Industry, Innovation, and Infrastructure), SDG 11 (Sustainable Cities and Communities), SDG 12 (Responsible Consumption and Production), and SDG 13 (Climate Action) [5].

China, as the world’s largest EV market, has made remarkable strides in promoting electric mobility. Since the 2000s—and especially after the 2008 Beijing Olympics—the Chinese government has introduced a range of supportive policies, including financial subsidies, tax incentives, and investment in charging infrastructure [7,8,9,10,11]. These efforts led to the sale of over 6.887 million EVs in 2022, representing 59% of global sales [8].

While existing studies have extensively examined new EV adoption from the perspectives of consumer behavior, government policy, and technology acceptance [12,13,14,15,16], comparatively little research has been devoted to the UEV market, which is emerging as a critical component of the sustainable mobility ecosystem. UEVs offer affordability, enable circular economy practices by extending product lifespans, and support the transition to a low-carbon transportation system [17,18,19,20,21].

Several recent studies have touched upon aspects of UEVs, such as resale value prediction [22], battery health evaluation [23], and trust-related barriers in second-hand transactions [24]. However, few works have comprehensively investigated the marketing strategies necessary to stimulate consumer purchase intention for UEVs, especially in the context of integrating qualitative expert insights with strategic planning tools like SWOT and TOWS analyses. Moreover, there is a lack of tailored, scenario-based strategies that consider both internal company conditions and external market dynamics.

To address these gaps, this study explores how to enhance consumers’ willingness to purchase UEVs by developing a set of targeted marketing strategies. Drawing upon SWOT [25] and TOWS [26] analytical frameworks and grounded in in-depth expert interviews, the study aims to bridge the literature gap by providing an empirically informed, strategic roadmap tailored for the UEV market, particularly in China.

The remainder of the paper is organized as follows: Section 2 details the methodology and data, covering the research method, sampling strategy, data collection, and content analysis. Section 3 presents the results, focusing on marketing strategies derived from SWOT and TOWS analyses. Section 4 discusses the findings in relation to literature and practice. Section 5 concludes the study by summarizing contributions and suggesting directions for future research.

2. Methodology and Data

2.1. Research Design

2.1.1. Strategic Analytical Framework: SWOT and TOWS Matrix

SWOT analysis serves as a strategic planning and management tool within organizational contexts, facilitating the development of both organizational and competitive strategies. Aligned with the system approach, organizations are holistic entities engaged in interactions with their environments and composed of diverse sub-systems. In this context, an organization operates within two distinct environments—one internal and the other external. Analyzing these environments is imperative for effective strategic management. This examination, known as SWOT analysis, involves scrutinizing both the organization and its surrounding environment to inform strategic decision-making [25]. The SWOT framework encompasses a compilation of factors influencing the internal and external aspects of business objectives and performance. External factors, such as opportunities and threats, emanate from the external environment, while internal considerations, such as strengths and weaknesses, are intrinsic to the organization itself [26].

Developing a marketing strategy involves aligning internal and external factors to gain a competitive advantage by anticipating changes in the external environment. This ensures products meet consumer desires while effectively utilizing resources, contributing to long-term corporate objectives in the face of future competition. This matrix, shown in Figure 1, presents a four-quadrant diagram for carrying out the SWOT analysis for the enterprise, guiding the analysis process to identify appropriate strategies for business expansion. Presented in the form of four quadrants, it entails tactical measures aimed at enhancing the product’s competitiveness in all aspects. Simultaneously, it works to minimize external threats and optimize the utilization of available opportunities for business growth.

The TOWS matrix is a supplementary tool to SWOT analysis, designed to deploy strategic planning. By considering an organization’s strengths, weaknesses, opportunities, and threats, the TOWS matrix not only identifies these factors but also analyzes the interrelationships between them [15]. The primary objectives of a TOWS analysis are multifaceted, aimed at enhancing the strategic positioning of an organization. Firstly, it seeks to mitigate threats by identifying and addressing potential challenges that could impact the enterprise. Secondly, the analysis strives to capitalize on opportunities, recognizing and leveraging external factors that could contribute to the organization’s growth and success. Additionally, the TOWS analysis aims to leverage internal strengths, maximizing the utilization of inherent capabilities to achieve strategic advantages. Lastly, it endeavors to address weaknesses, identifying and rectifying internal shortcomings that may hinder overall performance [16]. Watkins [22] contended that the traditional SWOT approach, beginning with strengths analysis, is flawed. He suggests starting with the identification of external threats to better plan and prepare for protection. The TOWS analysis, proposed by Watkins, provides an alternative for improved decision-making during business opportunity assessment in enterprise development.

The TOWS matrix, outlined in

Table 1. TOWS matrix [16].

TOWS Matrix	External Opportunities (O)	External Threats (T)
Internal Strength (S)	Strength Opportunities (SO)	Strength Threat (ST)
Internal Weaknesses (W)	Weakness Opportunities (WO)	Weakness Threats (WT)

, organizes strategies into four categories, each with a specific purpose. SO strategies utilize internal strengths to exploit external opportunities, aligning capabilities with favorable external conditions. WO strategies address internal weaknesses by capitalizing on external opportunities, overcoming deficiencies to enhance competitiveness. ST strategies leverage internal strengths to counteract or mitigate external threats, ensuring resilience in challenging situations. WT strategies implement defensive measures to address internal weaknesses and prevent external threats, promoting stability and security within the organization.

2.1.2. Expert Interview-Based Qualitative Approach

In the context of social science survey research, the utilization of interviews is an effective method to collect qualitative data. These interviews can take place through various media, such as telephone, computer, or face-to-face interactions. They offer the advantage of not only allowing researchers to visually discern the nonverbal cues exhibited by the interviewee but also providing the opportunity to seek clarification on the intended question. Interviewers can employ probing remarks to elicit additional information on a particular question or subject, and they can request further explanation in cases where a response is unclear [23]. Semi-structured interviews were organized to engage with experts in alignment with the findings derived from the analysis of research objective 1 (to investigate the factors affecting the purchase intention of UEVs in Jiangsu Province, China). A semi-structured interview represents a data collection approach in which questions are formulated based on a predefined thematic framework but lack fixed sequencing or wording [24].

These interviews find frequent application in qualitative research, particularly in domains like marketing, social sciences, and survey methodologies. They offer interviewers the flexibility to delve into various facets of the research inquiry while upholding a consistent theoretical structure. Semi-structured interviews combine elements of both structured and unstructured interviews, incorporating predetermined questions alongside open-ended ones. Other prevalent interview styles encompass structured interviews (featuring predetermined questions in both topic and sequence), and unstructured interviews (with no predefined questions) [27,28]. The questions can be divided into two categories (as shown in

Table 2. Interview questions with SWOT Analysis.

TOWS Matrix	External Opportunities (O)
Strengths	What strengths do you believe UEV companies possess in the market?
Weaknesses	What weakness do you believe UEV companies possess in the market?
Opportunities	In your view, what external factors or market trends could be leveraged for successful marketing in the UEV sector?
Threats	What potential challenges or threats do you foresee in the external environment that may impact on the sale of UEVs?

and

Table 3. Interview questions with TOWS Analysis.

	Opportunities (O)	Threats (T)
Strengths (S)	SO Strategies: How can UEV companies capitalize on their internal strengths to exploit the identified external opportunities in the market?	ST Strategies: Given our strengths, how can we deploy them to counteract or mitigate the impact of external threats?
Weaknesses (W)	WO Strategies: Considering the weaknesses, what opportunities can we seize to overcome these deficiencies and enhance the competitive position?	WT Strategies: What defensive measures should be implemented, considering our weaknesses, to proactively address potential external threats in the market?

).

2.2. Expert Selection and Justification

To support the SWOT and TOWS analyses, this study conducted semi-structured interviews with eight industry experts specializing in different aspects of the EV ecosystem. The expert panel included three specialists in consumer behavior, three in EV sales, and two in EV technology. All participants were affiliated with the Jiangsu Automobile Dealers Association, an organization composed of automotive manufacturers, dealers, service providers, and technical professionals involved in vehicle operations, policy, and service delivery. This ensured that the selected experts represented a broad and active cross-section of stakeholders across the UEV value chain.

These experts were chosen not only for their industry experience but also for their close and continuous interaction with current and prospective EV users. Their professional roles positioned them to observe recurring patterns in consumer attitudes, such as price sensitivity, trust concerns, battery anxiety, and service expectations, which are especially relevant in the UEV market. For example, sales representatives routinely engage with customers during the decision-making process, providing frontline insights into consumer hesitations and motivations. Meanwhile, technical specialists offer valuable perspectives on product-related factors, including battery degradation, system reliability, and maintenance issues, all of which influence perceived quality and purchase intention.

The value of expert interviews in understanding consumer behavior, especially in contexts of emerging technologies and sustainable transport, is well supported in the literature. Egbue and Long [11] used expert interviews to identify barriers in sustainable freight transport, demonstrating how practitioner perspectives can inform adoption strategies. Similarly, Möser et al. [29] highlighted the use of expert input to understand public acceptance of environmental policy measures. In the EV field, Sovacool et al. [30] employed interviews with infrastructure professionals to explore how technical infrastructure affects EV user preferences and perceived adoption barriers.

The sample size of eight was consistent with qualitative research principles that prioritize the richness and relevance of insights over statistical generalizability [31]. In expert-based studies, theoretical saturation is often reached with a small but well-targeted participant group, especially when consistent themes begin to emerge across interviews.

Although the experts were affiliated with the same organization, their professional backgrounds spanned marketing, technical services, policy research, and after-sales support. This diversity helped ensure a broad representation of viewpoints and reduced the risk of mono-perspective bias. Furthermore, the application of the SWOT and TOWS analytical frameworks provided a structured means of organizing findings and formulating strategic recommendations, enhancing analytical rigor. A detailed overview of the expert panel is presented in

Table 4. List of experts.

Expert Type	Specific Qualifications	Total
Consumer Behavior Experts	Market Researcher	3
	Consumer Psychologist
	Consumer Psychologist
Electric Vehicle Sales Experts	Electric Vehicle Sales Specialist	3
	Electric Vehicle Sales Manager
	Electric Vehicle Sales Consultant
Electric Vehicle Technology Experts	Electric Vehicle Manufacturer	2
	Electric Vehicle Engineer

.

2.3. Content Analysis

According to Stone et al. [32], content analysis refers to a method for assessing the degree to which specific references, attitudes, or themes are present within a given message or document. Krippendorff [33] provided a definition of content analysis as “a research technique that allows for the generation of reliable and valid conclusions from texts (or other meaningful content) to the contexts in which they are employed”. After conducting in-depth interviews with the eight experts, we used content analysis to transcribe and analyze the interview content as qualitative data. This analysis aimed to uncover the underlying reasons behind the quantitative analysis results and develop effective marketing strategies for enhancing the purchase intention of customers on UEVs.

3. Results

3.1. Analysis Procedure and Theme Development

Semi-structured interviews were transcribed verbatim and analyzed using thematic analysis. The coding process followed Braun and Clarke’s six-step framework, which includes familiarization with the data, generation of initial codes, searching for potential themes, reviewing themes, defining and naming themes, and finally producing the report [34].

Initial codes were developed through both deductive and inductive approaches. Deductive coding was based on core constructs drawn from the SWOT and TOWS frameworks, while inductive coding emerged from repeated concepts and patterns found in the interview data. Coding was carried out manually and reviewed by two researchers for consistency and analytical reliability. Through iterative clustering and refinement, a total of twelve key themes were identified and grouped into four strategic dimensions aligned with the TOWS matrix: strengths, weaknesses, opportunities, and threats.

For example, the strengths category included themes such as the economic value of used EVs and the importance of environmental signaling. The weaknesses category contained themes related to battery uncertainty and limited brand recognition. Opportunities included policy incentives and digital certification systems, while threats comprised issues like infrastructure mistrust and market volatility. These thematic categories provided the analytical foundation for the formulation of targeted marketing strategies.

Among the twelve themes, five were identified as the most frequently mentioned and crosscutting across different expert groups. These five key themes are listed in

Table 5. Summary of thematic categories and their alignment with strategic dimensions.

Theme ID	Theme Description	Frequency (Out of Eight Experts)	Most Salient to Expert Type
T1	Importance of charging convenience	7/8	Sales, Policy
T2	Professional technical support	6/8	Technical, Sales
T3	Battery degradation concerns	8/8	Technical
T4	After-sales service and warranty as trust mechanisms	6/8	Marketing, Policy
T5	Customized services and symbolic value	5/8	Marketing

and include topics such as charging convenience, technical support, battery degradation, after-sales service, and symbolic customization. These core themes play a pivotal role in understanding expert perspectives on consumer trust, purchase intention, and market challenges. They were selected for focused presentations due to their strong salience, relevance to multiple expert types, and significance in shaping strategic direction. The remaining themes are incorporated into the broader thematic framework discussed in later sections.

Figure 2 presents a word cloud generated from the interview transcripts, visually emphasizing frequently mentioned concepts such as “battery health,” “price advantage,” “transparency,” “after-sales,” and “charging infrastructure.” These high-frequency terms correspond to the thematic findings and reinforce the strategic categories used in this study.

Table 5 summarizes the five most prominent themes, their frequency across interviews, and their relevance to different expert types. This structure offers readers a clear overview of how expert insights connect to the broader strategic framework and supports the development of actionable recommendations for used EV companies.

3.2. Marketing Strategies Based on SWOT Analysis to Enhance Consumers’ Purchase Intention for UEVs

This study is to develop marketing strategies aimed at enhancing consumers’ purchase intention for UEVs. Pursuant to this objective, we conducted interviews with a panel of eight experts (the details are shown in

Table 6. Expert profiles.

Specific Qualifications	Expert Code	Organization
Market Researcher	Expert 1	Employee at Huai’an Baoruixiangtai Automobile Sales and Service Co., Ltd., Huai’an, Jiangsu, China
Consumer Psychologist	Expert 2	Lecturer at Jiangsu Electronic Information Vocational College
Behavioral Economist	Expert 3	Sales Director at Xiangsheng Automobile Group.
Electric Vehicle Sales Specialist	Expert 4	Shanghai Huijian BYD Ocean Net 4S Shop.
Electric Vehicle Sales Manager	Expert 5	Huai’an Zhongsheng BMW 4S Shop
Electric Vehicle Sales Consultant	Expert 6	Shanghai Pudong Porsche Center
Electric Vehicle Manufacturer	Expert 7	Employee at Changzhou BYD Automobile Co., Ltd., Changzhou, Jiangsu, China
Electric Vehicle Engineer	Expert 8	Employee at Huai’an Green Giant Automobile Technical Service Co., Ltd., Huai’an, Jiangsu, China

).

Based on quantitative analysis results from SWOT and TOWS analyses, we designed semi-structured interviews to conduct with the experts. Subsequently, marketing strategies were synthesized based on their insights to enhance consumers’ purchase intention for UEVs.

3.2.1. Strengths of UEV Companies’ Price Advantage

UEV companies possess several internal strengths that enhance their competitiveness and consumer appeal. These advantages build trust, improve service quality, and differentiate them from traditional used car sellers.

Table 7. Strengths of UEV companies.

Strengths	Description and Source
Competitive Pricing	Lower prices attract budget-conscious consumers compared to new EVs (Expert 2).
Anchoring Effect	Price comparisons with new EVs create a sense of better value (Expert 3).
Technical Expertise	Professional teams inspect key systems, increasing vehicle reliability (Expert 1).
Industry Knowledge	Companies possess deep expertise in EV technology and market trends (Expert 5).
Diverse Inventory	A broad range of models and brands meet varied customer needs (Expert 6).
Market and Sales Strategy	Established market insight and effective sales channels improve service delivery (Expert 1).
Stable Supply Chains	OEM partnerships ensure consistent supply and quality (Expert 4, Expert 7).
After-Sales Support	Timely and professional service enhances satisfaction and loyalty (Expert 5).

summarizes the main strengths identified through expert interviews. These strengths are elaborated below.

• Competitive pricing enhances affordability and market reach. Compared to new vehicles, UEVs are significantly more affordable, making them especially attractive to price-sensitive consumers who still value environmental responsibility (Expert 2). This reflects broader findings that cost remains one of the most influential factors driving EV adoption, particularly in developing and price-conscious markets [35].
• The anchoring effect reinforces perceived value. The anchoring effect—where consumers compare UEV prices to new ones—creates a sense of higher value and savings, thereby encouraging purchase decisions (Expert 3). This effect has been empirically validated in studies on EV pricing psychology, where perceived bargains boost buyer confidence and accelerate transaction closure [7].
• Technical expertise ensures vehicle reliability. Many UEV companies employ professional teams to assess battery health and inspect key electric systems, improving vehicle reliability and consumer trust (Expert 1). This strength corresponds to research indicating that technical transparency and battery condition are essential for UEV market acceptance [18].
• Industry knowledge facilitates tailored service and marketing. UEV companies often possess in-depth knowledge of electric vehicle technology, consumer behavior, and market trends. Expert 5 noted that such knowledge enables them to offer personalized consultation and data-driven marketing strategies, which are associated with higher engagement and conversion rates [36].
• Diverse inventory accommodates varied consumer preferences. With access to a broad range of models and brands, UEV companies can meet heterogeneous customer demands. Expert 6 emphasized that this diversity improves consumer satisfaction and widens market reach, especially in regions with limited new EV availability.
• Stable supply chains ensure consistent product quality. Through strategic partnerships with original equipment manufacturers (OEMs), these companies maintain reliable access to quality vehicles. Expert 4 and Expert 7 highlighted that such collaboration supports supply chain stability and pricing flexibility, both of which are crucial in a volatile second-hand market.
• Effective sales channels and market strategies improve competitiveness. Companies with established sales networks and EV-focused market strategies benefit from efficient operations and a better understanding of consumer needs (Expert 1). This enables them to offer superior service and effectively target emerging UEV customer segments.
• Robust after-sales service builds trust and loyalty. Strong after-sales support, including warranty packages, free maintenance checks, and responsive service, was frequently cited as a core advantage by Expert 5. This aligns with literature showing that post-sale care reduces purchase hesitation and enhances brand loyalty, particularly in the context of battery uncertainty [37].

3.2.2. Weaknesses of UEV Companies

Despite their growing relevance, UEV companies face several internal limitations that may hinder competitiveness and undermine consumer confidence.

Table 8. Weaknesses of UEV companies.

Weaknesses	Description and Source
Competitive Pricing	Lower prices attract budget-conscious consumers compared to new EVs (Expert 2).
Anchoring Effect	Price comparisons with new EVs create a sense of better value (Expert 3).
Technical Expertise	Professional teams inspect key systems, increasing vehicle reliability (Expert 1).
Industry Knowledge	Companies possess deep expertise in EV technology and market trends (Expert 5).
Diverse Inventory	A broad range of models and brands meet varied customer needs (Expert 6).

summarizes the main weaknesses identified during the expert interviews. These internal challenges are discussed in detail as follows:

• Technological lag reduces competitiveness. Unlike new vehicle manufacturers, many UEV companies lack access to advanced innovations such as intelligent cockpit systems and driver assistance technologies (Expert 1). This absence of smart functionalities diminishes their ability to appeal to tech-savvy consumers and compete in an increasingly digital vehicle marketplace. Kumar’s findings support this concern, emphasizing that the lack of in-vehicle digital upgrades in UEVs undermines their appeal to innovation-driven buyers [3].
• Battery degradation creates performance uncertainty. As stressed by Expert 7 and Expert 8, UEVs often suffer from reduced battery capacity and variable health conditions. These issues directly impair range and vehicle performance, deterring consumers seeking reliability and long-term efficiency. Prior studies have consistently identified battery longevity as a key technical concern influencing consumer hesitation in the UEV sector [38].
• Operational instability weakens supply consistency and service quality. According to Expert 1, many UEV companies struggle with irregular vehicle sourcing and inventory turnover, stemming from fragmented procurement channels and fluctuating market demand. These operational bottlenecks compromise the ability to meet customer expectations and complicate sales forecasting. Additionally, Expert 4 noted that most UEV brands lack strong brand equity, which erodes trust and reduces conversion rates—an observation echoed in broader research on brand perception and resale value [36].
• Deficient after-sales service undermines trust and loyalty. As highlighted by Expert 1 and Expert 7, the inability of many UEV companies to offer reliable warranty coverage or certified maintenance programs limits their appeal compared to new car dealers that provide long-term support. This is reinforced by research indicating that consumers place significant value on post-purchase security when evaluating UEV options [37].

3.2.3. Opportunities of UEV Companies

The UEV market is witnessing strong momentum, fueled by both shifting consumer preferences and supportive policy environments.

Table 9. Opportunities for UEV companies.

Opportunity	Description and Source
Market Demand Growth	The growing popularity of new energy vehicles has driven a corresponding rise in demand for UEVs. Companies can leverage this to expand market share (Expert 2, Expert 7).
Policy Support	Government policies such as purchase subsidies, tax incentives, and investment in charging infrastructure encourage EV adoption and benefit the UEV sector (Expert 1, Expert 8).
Collaboration with Manufacturers	Strategic partnerships with OEMs can lead to improved product quality, access to updated models, and expanded sales channels (Expert 4, Expert 6).

summarizes the key external opportunities that UEV companies can strategically leverage, as highlighted by expert interviewees. These opportunities are elaborated as follows:

• Rising environmental consciousness is driving demand for sustainable and affordable transport. As Expert 2 and Expert 7 noted, UEVs are increasingly seen as a cost-effective path to sustainable mobility, especially for price-sensitive segments. This trend mirrors global findings that sustainability concerns now play a central role in consumer decision-making regarding EV adoption [4]. UEVs serve as an accessible entry point for those who aspire to participate in the green transition but are priced out of the new EV market [18].
• Government policy support continues to facilitate market growth. Interviewed experts highlighted national and local policy measures—ranging from purchase subsidies and tax relief to investments in public charging networks—as instrumental in reducing barriers to UEV adoption (Expert 1; Expert 8). These observations align with prior research showing that policy-driven incentives lower total cost of ownership and reduce consumers perceived financial risk when purchasing UEVs [10].
• Strategic partnerships between UEV companies and OEMs enable resource integration and market expansion. As Expert 4 and Expert 6 suggested, such collaborations facilitate access to upgraded models, ensure vehicle sourcing consistency, and open new sales channels through shared distribution networks. This supports industry perspectives that ecosystem-based cooperation is essential to improving value chain efficiency and long-term competitiveness in the UEV market [13].

3.2.4. Threats to UEV Companies Intensify Market Competition

Despite the promising outlook for the UEV market, UEV companies face several external threats that could hinder their long-term development. These threats are detailed in

Table 10. Threats to UEV companies.

Threats	Description and Source
Intensified Market Competition	The UEV market is becoming increasingly competitive with the rise of online platforms and car-sharing services, potentially leading to a loss of market share (Expert 1, Expert 7, Expert 8).
Consumer Preference for ICE Vehicles	Some consumers still prefer fossil fuel vehicles due to familiarity, existing infrastructure, or skepticism about EV technology (Expert 6).
Policy Uncertainty	Adjustments in government policies—such as subsidies or emission regulations—may impact operational costs and business development (Expert 4, Expert 5, Expert 8).
Information Asymmetry	Consumers often cannot access accurate vehicle condition information, increasing perceived risk and negatively affecting purchase decisions (Expert 3).
Loss Aversion in Consumers	Consumers tend to avoid loss; concerns over UEV quality may discourage them from purchasing (Expert 3).
Market Volatility	The used vehicle market is sensitive to macroeconomic fluctuations, resulting in unpredictable sales outcomes (Expert 4).
Technology Obsolescence	Rapid advancements in EV tech can render older models outdated, reducing their market competitiveness and value (Expert 7, Expert 8).

and elaborated as follows:

• Intensified market competition is a major challenge. UEV companies are increasingly squeezed between traditional used car dealerships and emerging online platforms and car-sharing services, making it more difficult to maintain competitiveness and brand differentiation. This fragmentation aligns with industry observations that digital disruption is reshaping the vehicle resale landscape and compelling traditional players to evolve [13].
• Consumer hesitation toward EVs remains persistent. Many buyers still harbor doubts about the performance, reliability, and future viability of EV technology, particularly in the second-hand market. As a result, internal combustion engine (ICE) vehicles continue to be preferred by risk-averse consumers. Research confirms that perceived risk is a key factor negatively influencing EV adoption, especially in lower-tier or developing markets [39].
• Policy uncertainty is another critical threat. Interviewed experts noted that abrupt changes in subsidies, tax benefits, or emission regulations could severely impact pricing strategies and overall profitability. This is consistent with the broader literature, which highlights that the success and stability of the EV industry are often heavily reliant on sustained government support [10,40].
• Information asymmetry significantly undermines consumer confidence. Buyers often struggle to obtain accurate data on battery health, mileage, or maintenance history, which increases perceived risk and hampers purchasing decisions. This issue is closely linked to loss aversion, a psychological bias where consumers focus more on potential losses than gains—discouraging them from buying UEVs despite potential savings [41].
• Macroeconomic volatility introduces additional unpredictability to the UEV market. Economic downturns or inflationary pressures can abruptly change consumer demand, affecting revenue stability (Expert 4).
• Technology obsolescence represents a growing concern. As newer EV models featuring improved battery range, software, and performance enter the market, older models depreciate rapidly. This dynamic contributes to the shortened product lifecycle of EVs and undermines the resale appeal of used vehicles [18].

3.3. TOWS-Based Marketing Strategies to Enhance Consumers’ Purchase Intention for UEV

Following the completion of the SWOT analysis based on expert interviews, we conducted further discussions with the same group of eight experts to explore strategic implications. Specifically, the TOWS matrix was employed to transform the identified internal and external factors into actionable marketing strategies for UEV companies. This approach allowed for the systematic development of strategies that leverage strengths and opportunities while addressing weaknesses and mitigating threats. The resulting strategies are presented in the following sections.

3.3.1. Strengths–Opportunities Strategies

Building on insights from expert interviews and guided by the TOWS matrix analysis, this study developed a set of strengths–opportunities (SO) strategies aimed at enhancing the competitiveness of UEV companies and strengthening consumer purchase intention. These strategies leverage internal strengths—such as technical expertise, price advantage, and after-sales capabilities—to exploit key external opportunities like environmental awareness, favorable policy support, and shifting consumer preferences. The following six strategic directions are detailed in

Table 11. TOWS-based marketing strategies for UEV companies.

Strategy	Specific Actions and Source
Strengthening Marketing and Brand Building	a. Leverage sales networks and brand influence to tap into new markets and attract more customers. b. Build a strong brand through quality service and after-sales support to improve satisfaction and loyalty. (Expert 4, Expert 5, Expert 7)
Customized Services and Special Features	a. Offer personalized post-sales maintenance, upgrades, and services. b. Provide value-added services (e.g., free battery health checks) to improve competitiveness and customer appeal. (Expert 1, Expert 4)
Utilizing Price Advantages and Environmental Awareness	a. Employ differential marketing targeting environmentally conscious groups like young consumers. b. Use the anchoring and choice polarization effects to attract price-sensitive buyers with selective high-quality offers. (Expert 2, Expert 3)
Providing Free or Convenient Charging Services	Offer free or accessible charging to reduce consumer charging anxiety and increase the appeal of UEVs. (Expert 2)
Professional Knowledge and Technical Support	a. Provide expert consultation and services to build trust and attract potential customers. b. Improve inspection and maintenance processes to ensure quality and meet the demand for high-quality UEVs. (Expert 7, Expert 8)
Collaboration and Channel Expansion	a. Partner with governments and manufacturers to advocate supportive policies and foster a favorable market environment. b. Strengthen collaborations with OEMs to broaden vehicle sources and sales channels. (Expert 7, Expert 8)

and elaborated as follows:

• Strengthening marketing and brand building by leveraging existing sales networks and brand influence to access new market segments and enhance consumer recognition. Experts emphasized that companies should cultivate a trustworthy brand image through consistent service quality and responsive after-sales support, which have been shown to significantly impact consumer loyalty and satisfaction [13,38].
• Offering customized services and special features such as post-sales upgrades, maintenance packages, and value-added services like complimentary battery diagnostics. These personalized offerings not only improve customer appeal and service differentiation but also align with symbolic and experiential values that are increasingly important to modern EV consumers [41].
• Utilizing price advantages and environmental awareness to attract both price-sensitive and eco-conscious buyers. Experts recommend differential marketing approaches that highlight the cost-effectiveness of UEVs compared to new ones, drawing on anchoring and choice-framing effects. This echoes prior findings on how financial value and green identity jointly influence adoption behavior [3,7].
• Providing free or convenient charging services to address persistent range anxiety and improve product utility. Expert 2 noted that accessible charging stations or complimentary charging plans can directly reduce perceived inconvenience, a strategy that has proven effective in increasing EV adoption across various contexts [38,39].
• Leveraging professional knowledge and technical support by offering expert consultations and transparent technical evaluations. Strengthening inspection processes and showcasing technical competence can reduce consumer uncertainty, particularly regarding battery health and safety factors frequently cited in both expert feedback and previous studies [12,42].
• Expanding collaborations and sales channels through partnerships with government agencies and OEMs. These collaborations facilitate access to supportive policies, expand vehicle sources, and broaden distribution networks, all of which contribute to a more robust and competitive market position [10,43].

3.3.2. Strengths–Threats Strategies

To effectively manage internal weaknesses while responding to external threats, UEV companies need to implement defensive strategies aimed at stabilizing operations, rebuilding consumer trust, and navigating policy uncertainty. Based on expert insights, a set of weaknesses–threats (WT) strategies is summarized in

Table 12. WT strategies—defensive measures against external threats and internal weaknesses.

Strategy	Description and Source
Establishing Government Relations	Establish a government relations department to monitor and respond to policy changes in a timely manner. This helps mitigate the negative impact of policy fluctuations on operations (Expert 1).
Enhancing Product Quality and Brand Image	Strengthen product quality and technological standards to build a positive reputation, reduce the impact of price wars, and combat negative consumer perceptions. Promote consumer education to reshape the image of UEVs (Expert 2, Expert 4, Expert 8).
Enhancing Transparency and Product Quality Assurance	Provide accurate and comprehensive vehicle information to reduce information asymmetry and build consumer trust. Implement rigorous inspection standards to ensure consistent product quality (Expert 3, Expert 4).
Establishing Collaborative Partnerships and Strengthening Customer Relations	Build strong partnerships with EV manufacturers and charging infrastructure providers to stabilize supply and improve service accessibility. Foster long-term customer relationships through personalized service to boost loyalty and reduce churn (Expert 4, Expert 5, Expert 7).

and detailed below with corresponding justifications:

• Establish government relations departments to monitor regulatory changes and engage with policymakers. Timely policy interpretation and lobbying efforts help mitigate the operational risks caused by volatile subsidy policies and regulatory adjustments. Such institutional responsiveness has been shown to play a critical role in the EV sector’s resilience [2,10].
• Improve product quality and reshape brand image by investing in technical upgrades and launching educational campaigns. A positive brand reputation, especially in terms of battery reliability and warranty transparency, reduces the impact of consumer skepticism and price wars. This aligns with the literature on symbolic value and perceived reliability in sustainable consumption [5,13,38].
• Enhance transparency and vehicle quality assurance by offering accurate vehicle data, battery health reports, and verified maintenance records. These measures directly address consumer concerns related to asymmetrical information and product uncertainty. As prior studies confirm, information clarity significantly boosts trust and purchase intention in the UEV market [12,36].
• Strengthen partnerships and customer relationships by collaborating with OEMs, charging service providers, and logistics platforms to stabilize supply and extend service coverage. Personalized customer service can enhance loyalty and offset the negative impact of limited brand recognition. This strategy is supported by findings on relationship marketing and trust-based retention in EV ecosystems [37,41,44].

3.3.3. Weaknesses–Opportunities Strategies

To transform internal weaknesses into competitive strengths, UEV companies can capitalize on external opportunities such as policy support, rising demand, and technological collaboration. These strategies are summarized in

Table 13. WO strategies for UEV companies.

Strategy	Description and Source
Enhancing Evaluation Technology and Charging Infrastructure Expansion	a. Increase investment in battery evaluation and range assessment technologies to ensure vehicle quality and competitiveness. b. Collaborate with charging station developers to invest in and build charging infrastructure, improving user experience. (Expert 1)
Strengthening Market Promotion and Consumer Education	a. Intensify marketing efforts and launch promotional activities to raise awareness and acceptance of UEVs. b. Use market research and customer feedback to inform advertising strategies, enhance brand awareness, and expand market share. (Expert 7, Expert 8)
Offering Personalized Vehicle Purchase Advice and After-Sales Service	a. Simplify the purchasing process and provide personalized consultation to ease consumer decision-making. b. Strengthen after-sales services and customer relationship management to boost satisfaction and brand loyalty. (Expert 6, Expert 7, Expert 8)
Strengthening Product Quality and Brand Building	a. Boost promotional efforts using diverse marketing channels to enhance product visibility. b. Improve quality inspection and after-sales service to build a strong brand image and attract more consumers. (Expert 2, Expert 7)

and elaborated as follows:

• Enhance battery evaluation technology and expand charging infrastructure by investing in diagnostic tools for battery health and range estimation. Collaborations with charging station developers further improve convenience and reduce consumer anxiety over limited range [1,5,40].
• Strengthening market promotion and consumer education by implementing targeted campaigns that emphasize the economic and environmental benefits of UEVs. Leveraging market research and customer insights can refine promotional content, reshape public perceptions, and expand consumer acceptance [3,7,12].
• Offer personalized vehicle purchase consultation and after-sales service by simplifying the buying process and providing expert guidance tailored to customer needs. Strengthening after-sales service systems, including transparent warranties and responsive support, reinforces consumer trust and long-term brand loyalty [2,6,8].
• Reinforce product quality and brand recognition by introducing rigorous inspection protocols and transparent certification mechanisms. Simultaneously, diversify advertising channels to improve product visibility and build a credible brand image in the competitive UEV marketplace [4,9,10].

3.3.4. Weaknesses–Threats Strategies

To minimize internal weaknesses and protect against external threats, UEV companies must adopt WT strategies that reinforce operational resilience, enhance customer trust, and mitigate policy and market volatility. These strategies are summarized in

Table 14. WT strategies for UEV companies.

Strategy	Measures and Source
Enhancing Quality Management and Diversifying Service Offerings	a. Strengthen quality control of vehicle sources by rigorously selecting suppliers to reduce post-sale repair costs and complaints. b. Expand aftermarket services (e.g., parts sales, maintenance) to reduce overreliance on used vehicle sales and improve resilience to market pressures. (Expert 1)
Strengthening Collaboration with Government Departments and Enhancing Internal Management	a. Collaborate with government agencies to gain policy support for infrastructure development and reduce threats to business growth. b. Improve internal management and service standards; build a comprehensive after-sales system to address consumer concerns and mitigate negative word-of-mouth. (Expert 2, Expert 6)
Providing Long-Term After-Sales Support and Warranty Services	a. Offer extended after-sales support and warranties to enhance consumer confidence and reduce the threat posed by loss aversion. (Expert 2, Expert 7)
Enhancing Customer Experience and Establishing Risk Management Mechanisms	a. Continuously improving service processes based on customer feedback to boost satisfaction and reduce customer churn. b. Establish robust risk management systems to detect and respond to market risks in a timely manner, ensuring operational stability. (Expert 4, Expert 7)

and elaborated as follows:

• Enhance quality management and diversify service offerings by strengthening vehicle source control through strict supplier selection, thereby reducing post-sale repair costs and consumer complaints. Simultaneously, expanding aftermarket services such as parts sales and maintenance can decrease overreliance on used vehicle transactions and build operational resilience [1].
• Strengthen collaboration with government departments and enhance internal management by proactively engaging with public agencies to gain support for infrastructure development and favorable policy environments. Internally, companies should improve service quality and build comprehensive after-sales systems to address consumer concerns and minimize negative word-of-mouth [2,6].
• Provide long-term after-sales support and warranty services to mitigate consumers’ psychological loss aversion. Extended warranty programs and responsive customer service can significantly boost confidence in purchasing UEVs [2,7].
• Enhance customer experience and establish risk management mechanisms by using real-time customer feedback to optimize service processes and prevent churn. Moreover, building a robust risk management system allows companies to monitor market volatility and swiftly respond to emerging threats, ensuring operational continuity [4,7].

3.4. Data Findings from Expert Interviews

To address the research objective—developing marketing strategies to enhance consumers’ purchase intention for UEVs—eight expert interviews were conducted, guided by the results of SWOT and TOWS analyses. Drawing upon these interviews and analyses [1,4,6,8], a set of targeted marketing strategies was formulated. The strategies have been structured under the TOWS framework, integrating company strengths, weaknesses, opportunities, and threats to provide a comprehensive and actionable guide [2,5,7]. Overlapping suggestions were consolidated to enhance clarity and avoid redundancy. The resulting strategies are presented in

Table 15. TOWS-based marketing strategies to enhance purchase intention for UEVs.

TOWS	Strategy Title	Strategy Description
SO	Strengthen Market Promotion and Brand Building	Leverage existing sales network and brand influence to explore new markets; enhance customer satisfaction and loyalty through high-quality service and after-sales support.
	Customized Services and Special Features	Provide personalized customization services and features such as free battery health checks to fulfill diverse consumer needs and enhance competitiveness.
	Utilize Price Advantage and Environmental Awareness	Use cost-effectiveness and environmental consciousness in differentiated marketing strategies to attract young and eco-conscious consumers.
	Provide Free or Convenient Charging Services	Offer complimentary or easily accessible charging solutions to highlight convenience and enhance EV appeal.
	Professional Expertise and Technical Support	Use internal expertise to offer technical consultation and ensure high-quality vehicle offerings that meet market expectations.
	Collaboration and Channel Expansion	Cooperate with government bodies and EV manufacturers to promote EV-related policies and broaden sales channels to grow market share.
ST	Establish Government Relations	Create a dedicated government relations unit to stay updated on policy shifts and reduce risk from regulatory uncertainties.
	Improve Product Quality and Brand Image	Enhance vehicle quality to foster a trustworthy reputation and alleviate the effects of negative brand perception and price competition.
	Increase Transparency and Quality Assurance	Provide full vehicle information and apply expert inspection standards to reduce information asymmetry and ensure product reliability.
	Build Strategic Partnerships and Customer Relations	Form stable partnerships with suppliers and charging providers; cultivate customer loyalty to reduce churn and support long-term growth.
WO	Invest in Evaluation Technology and Charging Infrastructure	Increase investments in performance and battery evaluation tools; collaborate on charging station construction to enhance the user experience.
	Enhance Market Promotion and Consumer Education	Boost advertising and public education efforts to improve the understanding and acceptance of UEVs.
	Provide Personalized Purchase Advice and After-Sales Service	Simplify purchasing procedures and offer tailored advice; improve after-sales systems to enhance loyalty and reduce buyer hesitation.
WT	Strengthen Quality Management and Diversify Services	Enforce strict supplier screening to ensure vehicle quality; develop services like parts sales and maintenance to reduce overreliance on vehicle sales.
	Collaborate with Government and Improve Internal Operations	Engage with authorities for policy and infrastructure support; enhance internal systems to increase operational efficiency and resilience.
	Offer Long-Term After-Sales and Warranty Services	Introduce extended warranties and reliable after-sales care to reduce consumer concerns and strengthen competitiveness.
	Enhance Customer Experience and Establish Risk Management	Actively respond to customer feedback and improve service processes; implement a robust risk management framework to ensure long-term stability.

, with each element corresponding to insights drawn from the experts [1,3,4,6,8].

4. Discussion

To enhance consumers’ purchase intention for UEVs, we developed targeted marketing strategies based on expert-informed TOWS analysis. The resulting strategies are summarized as follows.

4.1. Strategic Marketing and Service Innovations for UEV Market Expansion

4.1.1. Strengthening Marketing and Brand Building

UEV companies should strategically leverage their existing sales networks and brand equity to penetrate new markets and attract a broader consumer base. Emphasis on high-quality service and comprehensive after-sales support is essential for enhancing customer satisfaction and fostering long-term loyalty, both of which are foundational to effective brand building. This approach is supported by Li et al. [45], who found that established brand equity significantly contributes to market expansion and customer acquisition. Wang et al. [46] emphasized that superior service quality and robust after-sales support are critical determinants of customer loyalty and sustained brand development.

Empirical evidence further underscores the effectiveness of an integrated strategy that combines market expansion with exceptional customer service. He et al. [43] reported that firms prioritizing customer experience through comprehensive after-sales services exhibit higher retention rates and brand loyalty. In navigating the evolving UEV market, companies must capitalize on their existing distribution channels and brand reputation while simultaneously enhancing service quality. This dual-pronged strategy not only facilitates consumer acquisition but also cultivates brand loyalty, thereby strengthening competitive positioning in a dynamic and increasingly competitive market landscape.

4.1.2. Customized Services and Special Features

UEV companies should incorporate personalized customization and differentiated services—such as complimentary battery health checks—into their service offerings to address the diverse needs of consumers and enhance market competitiveness. This approach aligns with Chandra et al. [47], who argue that customization not only elevates the perceived value of a product but also increases customers’ propensity to engage in positive word-of-mouth. Furthermore, differentiated services provide tangible reassurances regarding the long-term performance and reliability of UEVs, which is particularly critical in a market characterized by uncertainty and perceived risk [41].

By integrating personalized and value-added services, companies can more effectively meet heterogeneous consumer preferences, thereby strengthening their market position. This strategic focus not only improves customer satisfaction and trust but also contributes to brand differentiation and long-term competitive advantage.

4.1.3. Utilizing Price Advantages and Environmental Awareness

Employing differential marketing strategies that emphasize both price competitiveness and environmental benefits can effectively attract specific consumer segments, particularly young environmentalists. Empirical research has demonstrated that competitive pricing is a critical determinant for cost-sensitive consumers, especially among younger demographics who are simultaneously budget-conscious and environmentally inclined [36]. This approach is further supported by Yang et al. [48], who found that highlighting the ecological advantages of electric vehicles significantly enhances brand appeal and facilitates deeper market penetration within this cohort.

Moreover, Almansour [5] emphasizes that marketing strategies integrating affordability with sustainability resonate more strongly with young consumers, aligning with both their financial realities and pro-environmental values. Such findings underscore the importance of tailoring marketing messages to align with consumer identity and value orientation.

This strategic orientation reinforces the relevance of pricing and environmental considerations in shaping consumer preferences for UEVs, thereby corroborating key insights derived from the quantitative analysis.

4.1.4. Providing Free or Convenient Charging Services

Providing free or convenient charging services represents a strategic opportunity for UEV companies to enhance the attractiveness of their offerings. Such initiatives not only improve consumer perceptions of charging accessibility but also address one of the primary barriers to EV adoption. Empirical studies have consistently shown that access to charging infrastructure is a critical determinant of EV uptake [49]. This strategy aligns with findings by Neubauer et al. [50], who emphasize the pivotal role of convenience in shaping consumer decisions regarding EV purchases. Additionally, Suvittawat [51] highlights that mitigating concerns surrounding charging infrastructure is essential for accelerating market growth. By proactively addressing these concerns, UEV companies can strengthen consumer confidence and increase purchase intentions.

4.1.5. Professional Knowledge and Technical Support

Leveraging internal knowledge and technical expertise enables companies to deliver professional consulting and value-added services, thereby enhancing vehicle quality and aligning with market expectations for premium UEVs. This strategic orientation is supported by Pradeep et al. [42], who found that utilizing internal resources contributes significantly to improved product quality and heightened customer satisfaction. Similarly, Chiou [52] underscores the importance of internal capabilities in responding to dynamic market needs and maintaining long-term competitiveness within the automotive industry. Furthermore, as noted by Ensslen et al. [37], specialized technical support allows firms to better address the diverse preferences of consumers, reinforcing both product appeal and brand differentiation. By capitalizing on internal expertise, UEV companies can strengthen their market positioning and meet growing consumer demand for reliable, high-quality vehicles.

4.1.6. Collaboration and Channel Expansion

Used EV companies are encouraged to collaborate with government agencies and electric vehicle manufacturers to advance supportive EV policies and broaden sales channels, thereby increasing market share. This collaborative strategy is designed to promote the adoption of used EVs while improving consumer accessibility. It aligns with the findings of Yang et al. [48], who highlight the effectiveness of public–private partnerships in facilitating policy implementation and driving market expansion. Furthermore, Wang et al. [53] emphasize the critical role that cooperative efforts between industry stakeholders and regulatory bodies play in shaping favorable policy environments and stimulating sectoral growth. Their research suggests that such strategic alliances not only help firms navigate regulatory complexities but also enable them to seize emerging market opportunities, ultimately contributing to increased sales performance and deeper market penetration.

4.2. Strategic Approaches for Leveraging Strengths to Mitigate Threats in the UEV Industry

4.2.1. Establishing Government Relations

It is recommended that UEV companies establish a dedicated government relations department to proactively acquire policy information and mitigate the impact of regulatory changes on business operations. Such a strategic organizational framework enables firms to remain informed about evolving regulations, allowing timely adjustments to ensure operational continuity. This approach aligns with Palermo et al. [54], who underscore the importance of institutional mechanisms for navigating complex regulatory environments and managing associated risks. Similarly, Hu et al. [38] highlight the role of government relations departments in fostering constructive dialogue with policymakers and advocating for favorable policy outcomes. Gen et al. [55] further support this view, noting that such departments enhance a company’s capacity to anticipate regulatory shifts and engage in policy advocacy. Empirical evidence suggests that UEV companies with formalized government relations functions are better positioned to influence regulatory frameworks in ways that align with their strategic interests, thereby reducing regulatory uncertainty and promoting long-term business stability.

4.2.2. Enhancing Product Quality and Brand Image

Experts recommend that UEV companies enhance product quality to foster positive word-of-mouth and strengthen brand image, thereby mitigating the threats posed by intensified price competition and potential reputational damage. This strategic emphasis on quality serves to differentiate a company’s offerings and reinforce its competitive positioning in an increasingly saturated market. This aligns with the findings of Pedrosa and Nobre [48], who highlight the critical role of product quality in cultivating brand equity and fostering customer loyalty. Similarly, Huang et al. [39] emphasize that superior product quality can buffer the adverse effects of price wars while safeguarding brand integrity. Moreover, by consistently delivering high-quality products, companies are more likely to generate favorable customer reviews and endorsements, which further contribute to a strong and trustworthy brand reputation.

4.2.3. Enhancing Transparency and Product Quality Assurance

It is recommended that UEV companies provide accurate product information and leverage technical expertise to ensure consistent product quality, thereby addressing market concerns related to quality instability. This approach aligns with He et al. [35], who argue that transparency in vehicle information fosters consumer trust, while the application of professional expertise supports quality assurance. Similarly, Han et al. [56] emphasize the importance of accurate disclosures and technical competence in mitigating risks associated with fluctuating product standards. Shayto [57] further suggests that companies employing transparent communication and expertise-driven quality control mechanisms are better positioned to differentiate themselves from competitors and enhance consumer purchase intentions.

4.2.4. Establishing Partner Network and Customer Relations

The final strengths–threats strategy emphasizes establishing a stable partner network to ensure consistent product supply and accessibility to charging infrastructure, while simultaneously fostering strong customer relationships to enhance brand loyalty and reduce churn rates. This strategy is supported by Wang et al. [46], who highlight the critical role of stable partnerships in securing supply chains and facilitating access to essential infrastructure. Similarly, Khan et al. [44] underscores the importance of customer relationship management in strengthening brand loyalty and minimizing customer attrition. Furthermore, Pang et al. [58] emphasize that cultivating positive relationships with customers is instrumental in generating favorable word-of-mouth. Together, these findings suggest that building a reliable network of partners and nurturing customer relationships are vital for reinforcing brand positioning and ensuring long-term market sustainability in the UEV sector.

4.3. Transforming Internal Weaknesses into Market Opportunities in the UEV Industry

4.3.1. Enhancing Evaluation Technology and Charging Infrastructure Expansion

Investing in advanced evaluation technologies and collaborating on the expansion of charging infrastructure are critical strategies for addressing market expectations and enhancing user experience in the UEV sector. Allocating resources to technological evaluation enhances product reliability and performance, while collaborative efforts to extend charging networks improve accessibility and convenience [59]. Naor et al. [60] emphasize that technological investments are essential for maintaining product standards and satisfying evolving consumer demands. Similarly, Camacho et al. [61] highlight the significance of inter-organizational collaboration in infrastructure development to support user satisfaction and broader market adoption. By addressing these strategic areas, UEV companies can effectively transform internal weaknesses into market opportunities, thereby promoting adoption and contributing to long-term sustainability.

4.3.2. Strengthening Market Promotion and Consumer Education

To convert internal weaknesses into opportunities, UEV companies should intensify marketing initiatives and conduct targeted promotional activities to enhance consumer understanding and acceptance. This strategy aligns with the findings of Padilla-Meléndez et al. [62], who demonstrated that educational marketing significantly improves consumer receptiveness to emerging technologies. Similarly, Liu et al. [63] highlight that well-executed promotional campaigns can dispel misconceptions and foster greater willingness to adopt environmentally sustainable vehicles. Expert insights further reinforce this approach, underscoring the pivotal role of marketing in shaping purchase intentions and accelerating market adoption of UEVs.

4.3.3. Offering Personalized Vehicle Purchase Advice and After-Sales Service

The results of the expert interviews highlight the significance of offering personalized vehicle purchase advice and enhancing after-sales service to improve the buying experience and increase customer purchase intention. This recommendation is consistent with findings from previous research. For instance, Xu et al. [64] emphasized that personalized advice during the purchasing process can significantly improve customer satisfaction and reduce decision-making anxiety. Furthermore, Pedrosa et al. [36] demonstrated that robust after-sales service plays a crucial role in fostering customer loyalty and repeat purchases. Therefore, simplifying the purchasing process and providing tailored advice, along with strong after-sales support, are essential strategies supported by existing literature to enhance the overall customer experience in the UEV market [65].

4.4. Mitigating Weaknesses to Counter External Threats in the UEV Sector

4.4.1. Enhancing Quality Management and Diversifying Service Offerings

Experts emphasize the importance of enhancing quality management and diversifying service offerings as key strategies for mitigating internal weaknesses and addressing external competitive threats. This approach is supported by prior research. For example, Petrick [66] identified rigorous quality control as essential for overcoming internal deficiencies and sustaining a competitive advantage. Furthermore, Ensslen, Gnann [43] demonstrated that expanding service offerings—particularly within the aftermarket segment—enables firms to better respond to external challenges and strengthen customer retention. By investing in quality assurance and broadening their range of services, UEV companies can reduce operational vulnerabilities and more effectively navigate market competition, thereby transforming potential threats into manageable challenges.

4.4.2. Enhancing Internal Management

Enhancing internal management within UEV companies is essential for mitigating threats to business development and ensuring long-term sustainability. This strategic emphasis aligns with recent research. For example, Akhmetshin et al. [67] highlighted the critical role of internal management improvements in navigating market uncertainties and fostering organizational growth. Similarly, Vasilkov et al. [68] emphasized the importance of proactive internal management strategies in mitigating operational risks and enhancing resilience. Furthermore, Gao [69] demonstrated that effective internal management practices contribute to optimizing operational efficiency and supporting sustained business success. Accordingly, by prioritizing internal management enhancement, UEV companies can strengthen their competitive positioning and align with best practices identified in contemporary literature.

4.4.3. Providing Long-Term After-Sales Support and Warranty Services

Providing long-term after-sales support and warranty services is a strategic approach for UEV companies to instill consumer confidence and mitigate the threats posed by intensified market competition. This recommendation is supported by existing literature. Jensen et al. [70] emphasized the crucial role of after-sales support in enhancing purchase intention, especially in highly competitive environments. Similarly, Huang and Ge [65] underscored the significance of warranty services in building consumer trust and alleviating concerns related to product reliability. Furthermore, Zang et al. [71] found that comprehensive after-sales support contributes to a positive brand image and serves as a key differentiator in saturated markets. Therefore, by offering robust warranty coverage and long-term support, UEV companies can not only improve customer satisfaction but also foster lasting consumer relationships and strengthen their market position.

4.5. Technical Challenges and Solutions in the UEV Market

4.5.1. Addressing Battery Degradation and Its Implications

Battery degradation is widely recognized as a major concern in the UEV market. Over time, the capacity and performance of lithium-ion batteries declined, resulting in reduced driving range and greater uncertainty regarding long-term reliability. This degradation directly influences the residual value of vehicles and often discourages potential buyers. The high cost of battery replacement—estimated at approximately 10% to 20% of a new vehicle’s purchase price—further amplifies consumer hesitation.

To address this issue, several approaches may be considered. One priority is the development and adoption of battery health evaluation technologies, which allow for objective assessments of battery condition. Making this information available during the sales process can help reduce information asymmetry and improve transparency. Offering battery condition reports or free diagnostics during the purchasing process may enhance consumer confidence.

In addition, extended battery warranties or battery refurbishment services can serve as viable solutions to mitigate financial risks for consumers. In some markets, battery leasing or battery-as-a-service models are being explored, enabling consumers to pay for battery usage separately from the vehicle itself. These practices can help control costs and reduce the impact of degradation on ownership decisions. Implementing these strategies would help address consumer concerns surrounding battery reliability and strengthen trust in the UEV market.

4.5.2. Enhancing Charging Infrastructure Accessibility and Efficiency

Limited access to charging infrastructure remains a critical barrier to the wider adoption of UEV, especially among urban residents and individuals living in multi-unit housing where the installation of private charging points is often unfeasible. Although public charging facilities have expanded in recent years, problems such as uneven regional distribution, insufficient fast-charging stations, and extended waiting times continue to affect the user experience and weaken consumer confidence.

To address these challenges, it is advisable for UEV enterprises to collaborate with local governments, utility companies, and third-party service providers to accelerate the deployment of charging infrastructure in high-demand locations. Targeted measures may include the installation of community-based charging stations in residential areas and commercial zones, as well as integrating charging facilities into public parking spaces.

Moreover, companies may consider offering tailored incentives to consumers—such as complimentary access to charging services for a limited time or subsidies for home charger installation—to reduce perceived inconvenience and financial burden. In parallel, the integration of digital tools, such as mobile applications that provide real-time charger availability and route planning based on battery range, can significantly improve usability and reduce uncertainty related to charging access.

By combining physical infrastructure development with service innovation, these strategies aim to mitigate consumer anxiety associated with charging and thereby support greater acceptance of UEVs. Improving the accessibility and efficiency of charging options represents a fundamental step in aligning technical support with market expectations and enhancing the overall value proposition of UEVs.

4.6. Theoretical Contributions and Practical Implications

This study contributes significantly to both theory and practice. Theoretically, it combines the SWOT and TOWS frameworks with qualitative expert insights to systematically develop marketing strategies specific to the UEV sector. While prior research has largely focused on new electric vehicle adoption, there has been limited systematic investigation into critical challenges faced by the UEV market such as battery degradation, pricing, and consumer perceptions. Our work fills this gap and expands the application of traditional strategic analysis tools to sustainability and UEV domains.

Practically, the findings provide actionable guidance for UEV dealers, policymakers, and infrastructure providers. The proposed strategies, including battery health assessments, extended warranties, charging infrastructure expansion, and government partnerships, help to enhance consumer confidence and purchase intentions, thereby supporting sustainable market growth. These insights are especially relevant to fast-growing but still developing UEV markets like China, where technical and infrastructural challenges persist.

5. Conclusions

This study developed a series of marketing strategies to enhance consumers’ purchase intention toward UEVs, grounded in expert interviews and structured around the SWOT and TOWS frameworks. By examining the strengths, weaknesses, opportunities, and threats faced by UEV companies, the research provides a set of practical recommendations for improving their competitive position in an increasingly complex market environment.

Strategies under the strengths–opportunities category highlight the importance of building brand reputation, offering personalized services, and focusing on customer satisfaction. By making use of pricing advantages, rising environmental awareness, and opportunities for collaboration, UEV companies are better positioned to attract young, price-sensitive, and sustainability-conscious consumers. Further, improving the accessibility of charging infrastructure and providing professional technical support were identified as effective ways to strengthen consumer trust.

In response to external threats, the strengths–threats strategies suggest that companies should maintain active engagement with policymakers and regulators to anticipate and adapt to policy changes. Efforts to improve product quality and transparency, along with the establishment of stable supply partnerships, can help reduce uncertainty and foster long-term consumer loyalty.

To overcome internal challenges, weaknesses–opportunities strategies emphasize investing in battery evaluation technologies, expanding charging infrastructure, and increasing consumer education through focused marketing campaigns. These measures can help address limitations in product quality and brand perception, while leveraging the growing demand and policy support for UEVs.

Strategies derived from the weaknesses–threats quadrant focus on enhancing quality management, offering diversified after-sales services, and building resilience through internal improvements. Providing extended warranties and responsive customer support may help address buyer concerns and reduce post-purchase hesitation.

While the study offers valuable insights, several limitations should be acknowledged. First, the qualitative design, based on a small number of expert interviews, may restrict the generalizability of the findings. Second, some influential factors—such as broader economic conditions, rapid technological innovation, and market competition—were not explored in depth. Third, as the research focused exclusively on the Chinese market, cultural and regulatory differences in other regions may affect its wider applicability. Moreover, the absence of quantitative data to support the qualitative findings limits the empirical robustness of the conclusions. Finally, although the study highlights constraints such as technological gaps and after-sales service shortcomings, it does not systematically examine their impact on consumer perception or behavior. Future studies could adopt mixed-method approaches, incorporate consumer surveys, and conduct comparative analyses across countries to validate and extend these findings.