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

Round 1

Reviewer 1 Report

Comments and Suggestions for Authors

This paper investigates marketing strategies to enhance Chinese consumers’ willingness to purchase UEVs. Drawing on expert interviews and employing SWOT and TOWS analyses, the authors identify internal and external factors influencing purchase intention and propose a set of strategic recommendations for UEV firms. The study contributes to the sustainable mobility literature by offering practical insights for promoting second-hand EV adoption in China.

 

While the paper aims to explore consumers’ willingness to purchase used electric vehicles, the data are drawn exclusively from interviews with industry experts and managers, rather than consumers themselves. This raises concerns regarding the alignment between the research objective and the data source.

 

Section 2 primarily introduces the SWOT and TOWS analytical frameworks. While these tools are relevant, they would be more appropriately presented in the Methodology section.

This section lacks a clear theoretical and research background. To strengthen the scholarly foundation and relevance of the paper. For example, introduce the research gap in relation to existing literature on consumer behavior toward UEVs; explain why the study is important and how it contributes to relevant fields. And clarify how the research questions or objectives are informed by prior studies and how they address current gaps.

 

Section 4 describes the marketing strategies generated from expert interviews. However, the methodological rigor could be strengthened. For example, provide an explanation of how the themes or codes were developed. Include descriptive summaries such as the frequency with which each theme appeared across the interviews and whether they were salient to particular expert groups. Discuss whether patterns or clusters emerged across different types of experts. I would suggest to use visual elements to make the findings more transparent and engaging.

 

Section 4 (and parts of Section 5) would benefit from providing literature-based justification for key findings. For example, support the importance of after-sales service or environmental awareness with prior empirical studies. Clarify whether the findings align with or diverge from prior research in the field. Discuss the theoretical implications of the findings—do they confirm, challenge, or extend existing models of consumer willingness and perceptions?

Consider using bullet points to present key results more succinctly.

 

Generally, the writing of the entire paper should be improved. For example, ensure consistent use of terminology throughout the paper, avoid switching between “used EVs” and “UEVs”.  A language and grammar review is recommended.

 

Author Response

Thank you for your suggestions. I have revised the paper according to your suggestions. Please check the revision process and responding 

Review 1 & Respond:

This paper investigates marketing strategies to enhance Chinese consumers’ willingness to purchase UEVs. Drawing on expert interviews and employing SWOT and TOWS analyses, the authors identify internal and external factors influencing purchase intention and propose a set of strategic recommendations for UEV firms. The study contributes to the sustainable mobility literature by offering practical insights for promoting second-hand EV adoption in China.

1. While the paper aims to explore consumers’ willingness to purchase used electric vehicles, the data are drawn exclusively from interviews with industry experts and managers, rather than consumers themselves. This raises concerns regarding the alignment between the research objective and the data source.

Respond 1: Thank you for your suggestion. We have rewritten Section 2.2 to explain the reasons for the small number of samples and the concentration of expert sources, and to demonstrate the rationality and scientific of this approach. The rewritten part (highlighted) is as follows:

2.2. Expert Selection and Justification

In the qualitative stage of this study, semi-structured interviews were conducted with eight industry experts to support the SWOT and TOWS analyses. The expert panel included three specialists in consumer behavior, three in electric vehicle sales, and two in electric vehicle technology. All participants were affiliated with the Jiangsu Automobile Dealers Association. This association is composed of automotive manufacturers, dealers, service providers, and individual professionals engaged in business management and technical operations across the automotive industry. It represents a broad and active cross-section of stakeholders within the sector.

The sample size of eight was determined based on the core principles of qualitative research, which emphasize the depth and relevance of insights rather than the pursuit of large-scale representation. In expert-based studies, meaningful conclusions can often be drawn from a small group of experienced individuals, particularly when the discussions begin to reveal repeated patterns and consistent viewpoints.

Although the experts shared a common organizational affiliation, their professional backgrounds were diverse. They represented multiple functional areas including marketing, policy research, technical evaluation, and after-sales service. This diversity ensured that the interviews captured a range of perspectives relevant to the challenges and opportunities facing the used electric vehicle market. Differences in professional experience and seniority were also considered to avoid narrow or repetitive feedback.

The use of the SWOT and TOWS analytical framework helped organize the findings and provided structure to the strategic recommendations. This approach not only enhanced analytical clarity but also reduced the influence of individual bias. While this selection ensured the internal relevance and coherence of the study, future research may benefit from involving experts from other institutions or organizations with consumer advocacy perspectives to further enrich the findings. A detailed overview of the expert panel is presented in Table 4.

 

2. Section 2 primarily introduces the SWOT and TOWS analytical frameworks. While these tools are relevant, they would be more appropriately presented in the Methodology section.

Respond 2: We appreciate your comment regarding the placement of the SWOT and TOWS frameworks. In response, we have revised the structure of the manuscript by relocating the detailed explanation of these frameworks to the Methodology section. The new structure is as follows:

2. Methodology and Data

2.1. Research Design

2.1.1. Strategic Analytical Framework: SWOT and TOWS Matrix

2.1.2. Expert Interview-Based Qualitative Approach

2.2. Expert Selection and Justification

2.3. Content Analysis

This section lacks a clear theoretical and research background. To strengthen the scholarly foundation and relevance of the paper. For example, introduce the research gap in relation to existing literature on consumer behavior toward UEVs; explain why the study is important and how it contributes to relevant fields. And clarify how the research questions or objectives are informed by prior studies and how they address current gaps.

Respond 2: Thank you for your suggestion. We have rewritten the introduction and pointed out the innovation of this paper in the introduction as follows (highlighted part):

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 (EVs) 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 [7–11]. 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 (e.g., [12, 13, 21–23]), comparatively little research has been devoted to the used EV market, which is emerging as a critical component of the sustainable mobility ecosystem. Used EVs offer affordability, enable circular economy practices by extending product lifespans, and support the transition to a low-carbon transportation system [14–18].

Several recent studies have touched upon aspects of used EVs, such as resale value prediction [24], battery health evaluation [25], and trust-related barriers in secondhand transactions [26]. However, few works have comprehensively investigated the marketing strategies necessary to stimulate consumer purchase intention for used EVs, especially in the context of integrating qualitative expert insights with strategic planning tools like SWOT and TOWS analysis. 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 used electric vehicles by developing a set of targeted marketing strategies. Drawing upon SWOT [19] and TOWS [20] 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 used EV market, particularly in China.

The remainder of the paper is organized as follows: Section 2 introduces the theoretical foundations, including SWOT analysis and the TOWS matrix. Section 3 details the methodology and data, covering the research method, sampling strategy, data collection, and content analysis. Section 4 presents the results, focusing on marketing strategies derived from SWOT and TOWS analyses. Section 5 discusses the findings in relation to literature and practice. Section 6 concludes the study by summarizing contributions and suggesting directions for future research.

 

3. Section 4 describes the marketing strategies generated from expert interviews. However, the methodological rigor could be strengthened. For example, provide an explanation of how the themes or codes were developed. Include descriptive summaries such as the frequency with which each theme appeared across the interviews and whether they were salient to particular expert groups. Discuss whether patterns or clusters emerged across different types of experts. I would suggest to use visual elements to make the findings more transparent and engaging.

Respond 3: Thank you for your suggestion. In response, we have taken the following steps to improve methodological rigor in Section 3:

1. We clarified the coding and theme development process, including how initial codes were derived, grouped into themes, and validated through iterative analysis.
2. We added descriptive summaries showing how frequently each theme appeared across interviews and noted whether specific themes were emphasized by particular expert groups (e.g., marketing, technical, or policy experts).
3. We identified and discussed cross-case patterns and clustering tendencies among expert roles.
4. To improve the transparency and engagement of our findings, we included visual elements, such as a theme frequency table and a word frequency graph, which help illustrate the relationships between themes and expert perspectives.

The added content is as follows:

3.1. Analysis Procedure and Theme Development

Semi-structured interviews were transcribed and analyzed using thematic analy-sis. The coding process followed Braun and Clarke’s six-step framework: familiariza-tion with data, generation of initial codes, searching for themes, reviewing themes, de-fining and naming themes, and producing the report.

Initial codes were derived both deductively, based on key constructs from the SWOT and TOWS frameworks, and inductively, based on emergent patterns in the ex-perts’ responses. Coding was conducted manually and verified through cross-validation by two researchers. After iterative clustering, twelve themes were identified and categorized under the four strategic dimensions: Strengths–Opportunities (SO), Strengths–Threats (ST), Weaknesses–Opportunities (WO), and Weaknesses–Threats (WT).

To visually reflect the emphasis of experts, Figure 1 presents a word cloud based on interview transcripts, highlighting the most frequently mentioned concepts. Key terms such as “battery health,” “price advantage,” “after-sales service,” “transparency,” “consumer trust,” and “charging infrastructure” appeared with high frequency, sug-gesting strong thematic salience across multiple strategic categories.

Figure 2. Word cloud based on expert interviews highlighting key themes.

To enhance analytical transparency, Table 5summarizes each theme, its frequency of occurrence, and its salience to expert groups, providing a structured overview of how expert insights map onto the strategic framework.

Table 5. Key themes from expert interviews and expert group relevance.

Theme ID	Theme Description	Frequency (out of 8 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

 

 

4. Section 4 (and parts of Section 5) would benefit from providing literature-based justification for key findings. For example, support the importance of after-sales service or environmental awareness with prior empirical studies. Clarify whether the findings align with or diverge from prior research in the field. Discuss the theoretical implications of the findings—do they confirm, challenge, or extend existing models of consumer willingness and perceptions?

Respond 4: Thank you for your suggestion. We have revised the following sections and integrated empirical evidence from recent studies to support the key findings. The changed sections and added literature (highlighted) are as follows:

3.2.1. Strengths of Used Electric Vehicles 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 summarizes the main strengths identified through expert interviews. These strengths are elaborated below:

1. Competitive pricing enhances affordability and market reach. Compared to new vehicles, UEVs are significantly more affordable, making them especially attractive to pricesensitive consumers who still value environmental responsibility (Expert 2). This reflects broader findings that cost remains one of the most influential fac-tors driving EV adoption, particularly in developing and price-conscious markets [50].
2. The anchoring effect reinforces perceived value. The anchoring effect—where consumers compare used EV 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].
3. 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 with research indicating that technical transparency and battery condition are essential for UEV market acceptance [15].
4. 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 [48].
5. 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.
6. 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.
7. 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.
8. Robust after-sales service builds trust and loyalty. Strong after-sales sup-port—including warranty packages, free maintenance checks, and responsive ser-vice—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 [43].

3.2.2. Weaknesses of Used Electric Vehicles Companies

Despite their growing relevance, used EV companies face several internal limitations that may hinder competitiveness and undermine consumer confidence. Table 8 summarizes the main weaknesses identified during the expert interviews. These internal challenges are discussed in detail as follows:

1. 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 used EVs undermines their appeal to innovation-driven buyers [3].
2. Battery degradation creates performance uncertainty. As stressed by Expert 7 and Expert 8, used EVs 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 second-hand EV sector [46].
3. 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 [48].
4. 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 second-hand EV options [43].

3.2.3. Opportunities of Used Electric Vehicles Companies

The UEV market is witnessing strong momentum, fueled by both shifting consumer preferences and supportive policy environments. Table 9 summarizes the key external opportunities that UEV companies can strategically leverage, as highlighted by expert interviewees. These opportunities are elaborated as follows:

1. 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 [15].
2. 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].
3. 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 sup-ports 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 of Used EVs Companies Intensified Market Competition

Despite the promising outlook for the UEV market, used electric vehicle companies face several external threats that could hinder their long-term development. These threats are detailed in Table 10 and elaborated as follows:

1. 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].
2. 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 [49].
3. 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, 11].
4. 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 used EVs despite potential savings [35].
5. Macroeconomic volatility introduces additional unpredictability to the used EV market. Economic downturns or inflationary pressures can abruptly change consumer demand, affecting revenue stability (Expert 4).
6. 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 [15].

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 proposed:

1. 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 has been shown to significantly impact consumer loyalty and satisfaction [13, 46].
2. Offering customized services and special features such as post-sales upgrades, maintenance packages, and value-added services like complimentary battery di-agnostics. These personalized offerings not only improve customer appeal and service differentiation but also align with symbolic and experiential values increasingly important to modern EV consumers [5, 35].
3. 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 used EVs 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].
4. 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].
5. 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, 41].
6. 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, 33].

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, and detailed below with corresponding justifications:

1. 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].
2. Improve product quality and reshape brand image by investing in technical up-grades 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, 46].
3. 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 used EV market [12, 48].
4. 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 [35, 43, 53].

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 and elaborated as follows:

1. Enhance battery evaluation technology and expand charging infrastructure by in-vesting 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, 11].
2. 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].
3. 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].
4. 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 and elaborated as follows:

1. 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].
2. Strengthening collaboration with government departments and enhancing 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].
3. 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 used EVs [2, 7].
4. 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 of Experts’ 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 were 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, with each element corresponding to insights drawn from the experts [1, 3, 4, 6, 8].

 

5. Consider using bullet points to present key results more succinctly.

Respond 5: Thank you for your suggestion. To enhance clarity and readability, we have used bullet points to present the key findings more succinctly in Sections 3.2.1 to 3.2.4 and 3.3.1 to 3.3.4.

 

6. Generally, the writing of the entire paper should be improved. For example, ensure consistent use of terminology throughout the paper, avoid switching between “used EVs” and “UEVs”. A language and grammar review is recommended.

Respond 6: Thank you for your suggestion. We have reviewed the grammatical writing throughout the text and avoided different expressions of the same noun.

Thank you again!

Reviewer 2 Report

Comments and Suggestions for Authors

In this manuscript, the authors performed a SWOT and TOWS analysis combined with expert interviews to study marketing strategies aimed at enhancing consumers’ willingness to purchase used electric vehicles. The manuscript is interesting and well-prepared. However, I have identified several points that need to be addressed before it can be considered for publication. Please see my review below:

1. Please briefly describe the novelty of this research in the abstract.

2. In the Introduction section, the literature review should be expanded. The authors should clearly highlight what has already been done and what gaps remain in the literature.

3. Why did the authors include only eight experts in the interviews? Additionally, all of them belong to the same association. Could this not introduce redundancy or bias into the responses? Please justify this choice in the text.

4. Table 5: In my opinion, it would be preferable not to include the names of the experts in the manuscript.

5. The authors should strengthen the discussion around battery degradation. Replacing the battery pack is an expensive solution, often costing 10–20% of the price of a new vehicle. Please discuss this issue in more detail and suggest possible solutions.

6. In general, the authors mainly discussed the points raised by the experts. However, they should examine all aspects in greater depth, particularly the technical issues related to batteries and charging infrastructure.

7. In the Discussion section, the authors should more clearly articulate their contributions to this manuscript and to the broader research field.

8. The manuscript is quite dense and challenging to read, as it includes only text and tables. I strongly recommend adding some figures to help readers better understand the main points.

Author Response

Thank you for your suggestions. I have revised the paper according to your suggestions. Please check the revision process and responding 

Review 2 & Respond：

In this manuscript, the authors performed a SWOT and TOWS analysis combined with expert interviews to study marketing strategies aimed at enhancing consumers’ willingness to purchase used electric vehicles. The manuscript is interesting and well-prepared. However, I have identified several points that need to be addressed before it can be considered for publication. Please see my review below:

1. Please briefly describe the novelty of this research in the abstract.

Respond 1: Thank you for your suggestion. We have rewritten the abstract and pointed out the innovation of this paper in the abstract as follows (highlighted part):

Abstract: Based on SWOT and TOWS analysis 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 strengths and opportunities (SO) strategy, it is recommended that enterprises strengthen marketing and brand building, customized 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), it emphasizes 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 used electric vehicle companies to enhance consumer trust and purchase willingness and promote the industry's sustainable development.

2. In the Introduction section, the literature review should be expanded. The authors should clearly highlight what has already been done and what gaps remain in the literature.

Respond 2: Thank you for your suggestion. We have rewritten the introduction and pointed out the innovation of this paper in the introduction as follows (highlighted part):

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 (EVs) 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 [7–11]. 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 (e.g., [12, 13, 21–23]), comparatively little research has been devoted to the used EV market, which is emerging as a critical component of the sustainable mobility ecosystem. Used EVs offer affordability, enable circular economy practices by extending product lifespans, and support the transition to a low-carbon transportation system [14–18].

Several recent studies have touched upon aspects of used EVs, such as resale value prediction [24], battery health evaluation [25], and trust-related barriers in secondhand transactions [26]. However, few works have comprehensively investigated the marketing strategies necessary to stimulate consumer purchase intention for used EVs, especially in the context of integrating qualitative expert insights with strategic planning tools like SWOT and TOWS analysis. 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 used electric vehicles by developing a set of targeted marketing strategies. Drawing upon SWOT [19] and TOWS [20] 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 used EV market, particularly in China.

The remainder of the paper is organized as follows: Section 2 introduces the theoretical foundations, including SWOT analysis and the TOWS matrix. Section 3 details the methodology and data, covering the research method, sampling strategy, data collection, and content analysis. Section 4 presents the results, focusing on marketing strategies derived from SWOT and TOWS analyses. Section 5 discusses the findings in relation to literature and practice. Section 6 concludes the study by summarizing contributions and suggesting directions for future research.

3. Why did the authors include only eight experts in the interviews? Additionally, all of them belong to the same association. Could this not introduce redundancy or bias into the responses? Please justify this choice in the text.

Respond 3: Thank you for your suggestion. We have rewritten Section 3.2 to explain the reasons for the small number of samples and the concentration of expert sources, and to demonstrate the rationality and scientific of this approach. The rewritten part (highlighted) is as follows:

3.2. Expert Selection and Justification

In the qualitative stage of this study, semi-structured interviews were conducted with eight industry experts to support the SWOT and TOWS analyses. The expert pan-el included three specialists in consumer behavior, three in electric vehicle sales, and two in electric vehicle technology. All participants were affiliated with the Jiangsu Automobile Dealers Association. This association is composed of automotive manufacturers, dealers, service providers, and individual professionals engaged in business management and technical operations across the automotive industry. It represents a broad and active cross-section of stakeholders within the sector.

The sample size of eight was determined based on the core principles of qualita-tive research, which emphasize the depth and relevance of insights rather than the pursuit of large-scale representation. In expert-based studies, meaningful conclusions can often be drawn from a small group of experienced individuals, particularly when the discussions begin to reveal repeated patterns and consistent viewpoints.

Although the experts shared a common organizational affiliation, their profes-sional backgrounds were diverse. They represented multiple functional areas including marketing, policy research, technical evaluation, and after-sales service. This diversity ensured that the interviews captured a range of perspectives relevant to the challenges and opportunities facing the used electric vehicle market. Differences in professional experience and seniority were also considered to avoid narrow or repetitive feedback.

The use of the SWOT and TOWS analytical framework helped organize the find-ings and provided structure to the strategic recommendations. This approach not only enhanced analytical clarity but also reduced the influence of individual bias. While this selection ensured the internal relevance and coherence of the study, future research may benefit from involving experts from other institutions or organizations with consumer advocacy perspectives to further enrich the findings. A detailed overview of the expert panel is presented in Table 4.

4. Table 5: In my opinion, it would be preferable not to include the names of the experts in the manuscript.

Respond 4: Thank you for your suggestion. We have deleted the real name in Table 5 (Now, it is Table 6) and replaced it with “Expert Code”.

5. The authors should strengthen the discussion around battery degradation. Replacing the battery pack is an expensive solution, often costing 10–20% of the price of a new vehicle. Please discuss this issue in more detail and suggest possible solutions.

Respond 5: We thank the reviewer for highlighting the importance of battery degradation as a key issue in the popularization of used electric vehicles. In the revised manuscript, we have expanded the Discussion section and added Section 4.5.1 to explore this issue in more detail:

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 purchase 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. Imple-menting these strategies would help address consumer concerns surrounding battery reliability and strengthen trust in the used EV market.

 

6. In general, the authors mainly discussed the points raised by the experts. However, they should examine all aspects in greater depth, particularly the technical issues related to batteries and charging infrastructure.

Respond 6: Thank you for your valuable suggestion. We agree that a deeper examination of technical issues—especially battery degradation and charging infrastructure—is essential to enrich the discussion and better reflect the practical challenges faced by used EV consumers. In the revised manuscript, we have expanded the Discussion section and added Section 4.5.2 to explore this issue in more detail:

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 re-al-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 used EVs. 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 used electric vehicles.

7. In the Discussion section, the authors should more clearly articulate their contributions to this manuscript and to the broader research field.

Respond 7: Thank you for your comments. We have added content to the Discussion section to clearly explain the theoretical contributions and practical significance of this study. The added content is as follows:

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 sys-tematically develop marketing strategies specific to the used electric vehicle sector. While prior research has largely focused on new electric vehicle adoption, there has been limited systematic investigation into critical challenges faced by the used EV market such as battery degradation, pricing, and consumer perceptions. Our work fills this gap and expands the application of traditional strategic analysis tools to sustaina-bility and second-hand electric vehicle domains.

Practically, the findings provide actionable guidance for used EV dealers, policy-makers, 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 used EV markets like China, where technical and infrastructural challenges persist.

8. The manuscript is quite dense and challenging to read, as it includes only text and tables. I strongly recommend adding some figures to help readers better understand the main points.

Respond 7: Thank you for your suggestion. This article is a qualitative article, so it uses a lot of text and tables for explanation. Based on this suggestion, this article adds the following necessary pictures:

 

Figure 2. Word cloud based on expert interviews highlighting key themes.

Thank you again!

Reviewer 3 Report

Comments and Suggestions for Authors

The authors proposed a series of marketing strategies to enhance consumers’ willingness to purchase used electric vehicles (UEVs). In terms of strengths and opportunities (SO) strategy, it was recommended that enterprises strengthened marketing and brand building, customized services and special services, used price advantages and environmental awareness to attract specific groups, provided convenient charging services, gave full play to technical support advantages, and expanded channels through cooperation with the government and manufacturers. I have some comments about the proposed work:
1. The study uses qualitative approaches, which may restrict its generalizability. Qualitative data provides depth but may not highlight broader trends like quantitative data. This constraint may limit the results' applicability to more consumers.
2. The paper examines consumer willingness components, however it may not cover everything. External economic conditions, technology advances, and automotive market competitive dynamics may also be important but are not fully investigated.
3. Expert interviews may bias insights. Experts' viewpoints and experiences may influence results. This reliance may limit the study's viewpoint variety.
4. The study focused on Chinese customers, who may not be representative of other locations. Cultural, economic, and legislative differences in other countries may affect used electric vehicle (UEV) customer behavior.
5. The publication calls after-sales service constraints a major obstacle for UEV enterprises. It may not adequately examine how to overcome these limits or how service levels affect consumer trust and willingness to buy.
6. The study notes that many used electric vehicle companies lack cutting-edge technology. However, it does not examine how this technical difference influences consumer perceptions and decisions.
7. Without quantitative evidence to corroborate qualitative results, conclusions may be weaker. Consumer behavior and preferences may be better understood with quantitative data.

Author Response

Thank you for your suggestions. I have revised the paper according to your suggestions. Please check the revision process and responding 

Review 3 & Respond：

The authors proposed a series of marketing strategies to enhance consumers’ willingness to purchase used electric vehicles (UEVs). In terms of strengths and opportunities (SO) strategy, it was recommended that enterprises strengthened marketing and brand building, customized services and special services, used price advantages and environmental awareness to attract specific groups, provided convenient charging services, gave full play to technical support advantages, and expanded channels through cooperation with the government and manufacturers. I have some comments about the proposed work:

1. The study uses qualitative approaches, which may restrict its generalizability. Qualitative data provides depth but may not highlight broader trends like quantitative data. This constraint may limit the results' applicability to more consumers.

Respond 1: Thank you for your comment. Indeed, qualitative methods prioritize depth over breadth. Our study was designed to explore under-researched areas in used EV marketing strategies by drawing on expert perspectives, which are valuable for identifying emerging patterns and generating actionable insights. To acknowledge this limitation, we have now added the following sentence in the Conclusion section:

"While the study offers valuable insights, the qualitative design, based on a small number of expert interviews, may restrict the generalizability of the findings."

In future research, we plan to incorporate quantitative surveys to validate and generalize the themes identified here across broader consumer populations.

2. The paper examines consumer willingness components, however it may not cover everything. External economic conditions, technology advances, and automotive market competitive dynamics may also be important but are not fully investigated.

Respond 2: Thank you for your comment. Our study primarily focuses on marketing strategies as perceived by industry experts. While macro-level factors like economic cycles and technological change are indeed influential, they were beyond the immediate scope of this study. We have acknowledged this limitation in the Conclusion section, stating:

"Some influential factors—such as broader economic conditions, rapid technological innovation, and market competition—were not explored in depth."

This opens a valuable avenue for future research to extend the TOWS analysis to macroeconomic and technological indicators.

3. Expert interviews may bias insights. Experts' viewpoints and experiences may influence results. This reliance may limit the study's viewpoint variety.

Respond 3: Thank you for your comment. We recognize the potential for bias in expert interviews due to their subjective nature. To mitigate this, we ensured diversity in our expert sample, including individuals from different sectors (e.g., manufacturers, retailers, policy advisors). Nonetheless, we acknowledge this as a methodological limitation and have explicitly noted in the revised Conclusion section:

"Expert-based qualitative studies are inherently limited by the perspectives and experiences of the participants, which may constrain viewpoint diversity."

Future work will include consumer interviews and quantitative validation to complement the expert-derived findings.

 

4. The study focused on Chinese customers, who may not be representative of other locations. Cultural, economic, and legislative differences in other countries may affect used electric vehicle (UEV) customer behavior.

Respond 4: Thank you for your comment. We fully agree. The geographic scope of this study was deliberately limited to China due to the country's rapid EV market expansion and unique policy environment. This context provides valuable insights but may not be transferable to other regions. We now state this clearly in the Conclusion section:

"As the research focused exclusively on the Chinese market, cultural and regulatory differences in other regions may affect its wider applicability."

A cross-cultural comparative study is planned as part of future research to test the generalizability of the proposed strategies.

5. The publication calls after-sales service constraints a major obstacle for UEV enterprises. It may not adequately examine how to overcome these limits or how service levels affect consumer trust and willingness to buy.

Respond 5: Thank you for your comment. In response, we have added further discussion in Section 3.2.4 regarding actionable strategies to overcome after-sales limitations, such as the introduction of extended warranties, professional maintenance support, and customer feedback loops. Moreover, we now highlight in the Conclusion that:

"Although the study highlights constraints such as after-sales service shortcomings, it does not systematically examine their impact on consumer perception or behavior."

This will be a key focus in a subsequent consumer-focused empirical study.

6. The study notes that many used electric vehicle companies lack cutting-edge technology. However, it does not examine how this technical difference influences consumer perceptions and decisions.

Respond 6: Thank you for your comment. In the revised text (Section 3.1.2), we have expanded our discussion on how technological gaps—such as the absence of advanced driver assistance systems or smart infotainment—may negatively shape consumer expectations. Additionally, the Conclusion now reflects this point explicitly:

"Although the study touches on technological limitations, it does not systematically examine how such differences influence consumer decision-making."

Future work will involve consumer perception surveys that specifically assess the role of technology features in purchase intentions.

7. Without quantitative evidence to corroborate qualitative results, conclusions may be weaker. Consumer behavior and preferences may be better understood with quantitative data.

Respond 7: Thank you for your comment. The qualitative nature of the current study provides rich, exploratory insights but does not establish statistical generalizability. This is now clearly addressed in the Conclusion section:

"The absence of quantitative data to support the qualitative findings limits the empirical robustness of the conclusions."

Thank you again!

Round 2

Reviewer 1 Report

Comments and Suggestions for Authors

In general, the revisions have addressed my concerns and improved the manuscript. Below are my comments on the revised version. Once these comments are addressed, I would recommend acceptance.

1. In Section 2.2, Expert Selection and Justification, please provide a stronger rationale for the effectiveness of interviewing specialists, sales representatives, and technicians. It would be helpful to clarify, with references if possible, whether there are examples in the literature where interviewing industry experts has been used to explore consumers’ perceptions and attitudes. Specifically, please explain how experts in EV technology can provide insights into consumers’ willingness to purchase, and why the opinions of technical experts are important for understanding consumer attitudes.
2. Please add a reference for Braun and Clarke’s six-step framework.
3. In the second paragraph of Section 3.1, Analysis Procedure and Theme Development, please briefly outline the twelve themes to help readers better understand the sub-categorizations under the four strategic dimensions. You described five themes in Table 5—are these parts of the twelve themes? How these five themes relate to the four strategic dimensions.

Author Response

Thank you for your suggestions. I have revised the paper according to your suggestions. Please check the revision process and responding in the attached word document.

Review 1 & Respond:

1. In Section 2.2, Expert Selection and Justification, please provide a stronger rationale for the effectiveness of interviewing specialists, sales representatives, and technicians. It would be helpful to clarify, with references if possible, whether there are examples in the literature where interviewing industry experts has been used to explore consumers’ perceptions and attitudes. Specifically, please explain how experts in EV technology can provide insights into consumers’ willingness to purchase, and why the opinions of technical experts are important for understanding consumer attitudes.

Respond 1: Thank you for your suggestion. We have rewritten Section 2.2 to explain the reasons for the small number of samples and the concentration of expert sources, and to demonstrate the rationality and scientific of this approach. The rewritten part (highlighted) is as follows:

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 eco-system. 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 in-sights 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.

Reference:

Egbue, O., & Long, S. (2012). Barriers to widespread adoption of electric vehicles: An analysis of consumer attitudes and perceptions. Energy policy, 48, 717-729.

Möser, G., & Bamberg, S. (2008). The effectiveness of soft transport policy measures: A critical assessment and meta-analysis of empirical evidence. Journal of Environmental Psychology, 28(1), 10-26.

Sovacool, B. K., Axsen, J., & Sorrell, S. (2018). Promoting novelty, rigor, and style in energy social science: Towards codes of practice for appropriate methods and research design. Energy research & social science, 45, 12-42.

Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field methods, 18(1), 59-82.

2. Please add a reference for Braun and Clarke’s six-step framework.

Respond 2: Thank you for your helpful comment. We have now added the appropriate reference for Braun and Clarke’s six-step thematic analysis framework in Section 3.1. The citation has also been included in the reference list. The rewritten content is as follows:

 

3. In the second paragraph of Section 3.1, Analysis Procedure and Theme Development, please briefly outline the twelve themes to help readers better understand the sub-categorizations under the four strategic dimensions. You described five themes in Table 5—are these parts of the twelve themes? How these five themes relate to the four strategic dimensions.

Respond 3: Thank you for your suggestion. We have revised Section 3.1 to briefly introduce the twelve themes under the four strategic dimensions (Strengths, Weaknesses, Opportunities, and Threats), clarifying the sub-categorization structure. We have also explained the relationship between the five key themes presented in Table 5 and the broader thematic framework.

3.1. Analysis Procedure and Theme Development

Semi-structured interviews were transcribed verbatim and analyzed using the-matic 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 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 ad-vantage,” “transparency,” “after-sales,” and “charging infrastructure.” These high-frequency terms correspond with 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.

Thank you again!