Social Cognitive Skills in Electric Vehicle Sales: Understanding Empathy, Trust, and Decision-Making in Sustainable Mobility Markets

Abstract

The transition to electric mobility requires salespeople to go beyond technical expertise and develop advanced social–cognitive skills that shape consumer decision-making. This study examines how empathy, perspective-taking, and trust influence interactions between salespeople and potential buyers of electric vehicles (EVs). Through a systematic literature review and bibliometric analysis, we identify the key cognitive and emotional competencies that enable sales professionals to interpret customer intentions, manage uncertainty, and guide rational yet emotionally influenced purchase decisions. Findings suggest that successful EV sales rely on understanding consumer beliefs about sustainability, risk, and technology, as well as on the salesperson’s ability to align messages with these cognitive frames. Based on this analysis, we propose a competency development framework that emphasizes empathy-driven communication, adaptive reasoning, and the integration of social cognition into training strategies. This perspective contributes to the broader understanding of how social–cognitive processes affect human judgment and decision-making in the emerging electric vehicle market.

1. Introduction

Understanding human judgment and decision-making in the context of sustainable consumption increasingly depends on social–cognitive processes such as empathy, trust, and perception of others’ intentions. In sales interactions, these mechanisms shape how individuals interpret persuasive messages, evaluate technological innovations, and form purchase intentions. On the other hand, electric vehicles (EVs) are increasingly recognized as an important component of the global effort to achieve the Sustainable Development Goals (SDGs) set by the United Nations (Omahne et al., 2021). The drive towards EV adoption not only redefines the nature of the product but also transforms market dynamics and, consequently, the seller’s role (Lam & Mercure, 2020). Although electric vehicles (EVs) are a potential solution for decarbonizing the transport sector and contribute to the fulfillment of the SDGs, their social acceptance is a key factor that warrants further research (Omahne et al., 2021). This paper analyzes the key competencies sales professionals must possess to succeed in the emerging electric vehicle market. This sector, characterized by disruptive technology, new forms of consumption, and customers with different expectations, requires a reconfiguration of commercial strategies and an adaptation of salespeople’s skills (Totlani, 2023). Defining these skills is especially important, given that information on the role and competencies of EV marketers is almost nonexistent. Therefore, there is a significant gap in practical knowledge that could contribute to the adoption of EVs by developing EV salesperson competencies.

The objectives of this work are as follows: First, we identify, through a literature review (scoping review), the competencies and skills that salespeople across different industries should possess in order to determine their applicability to the EV industry. This objective contributes to the study of competencies, as an updated literature review is necessary to advance knowledge of salesperson competencies in general. The second objective of this article is to create a framework for developing key competencies and skills for EV salespeople. This point is critical given that EV adoption has experienced stagnation in several regions over the past year (Irle, 2024). This fact, coupled with the disparity in EV adoption across regions, signifies a growing problem for EV sales. Thus, this study aims to address that problem by developing key competencies for EV salespeople.

2. Background

2.1. Adoption of Electric Vehicles

The transition to sustainable mobility is a global imperative in the fight against climate change (Cruz-Jesus et al., 2023), and electric vehicles (EVs) are a key component of this transition (Adnan et al., 2017). Therefore, addressing technological, financial, and infrastructure barriers, while promoting their environmental benefits, is critical to accelerating the transition to electric mobility (Pamidimukkala et al., 2023). To maximize its impact, a holistic approach is needed that includes the aforementioned dimensions: infrastructure, public policies, environmental awareness, and user considerations regarding green identity. The adoption of EVs represents not only a technological breakthrough but also a cultural and social shift towards more environmentally friendly practices (Pamidimukkala et al., 2024).

On the other hand, innovative features of EVs, such as technological compatibility and relative advantages, along with perceptions of risk, significantly influence purchase intention. Fashion consciousness, environmental consciousness, and price consciousness are lifestyle aspects that modulate the relationship between innovative features and risk perception (Xie et al., 2022).

2.2. The Role of the Dealership

The dealership has been fundamental in the marketing of automobiles. Their function was centered on product presentation, price negotiation, and after-sales management. However, the irruption of electric vehicles, together with the increasing digitalization of the market, is modifying this scheme (Genzlinger et al., 2020). The technological complexity of the product, the need for advice on charging infrastructure, and the new online purchasing options demand a more specialized salesperson profile with skills that go beyond the traditional ones (Anderson et al., 2022).

Hence, it is clear that the EV sales process is a significant aspect in the adoption and penetration of EVs in the market, and in that aspect, car dealers are key players in this process, since it is in their facilities that the interaction of sales staff with the end customer takes place (Matthews et al., 2017; Tromaras et al., 2017). Although technology, infrastructure and government policies are important, the personal shopping experience between the potential buyer and the salesperson can be a decisive factor in convincing consumers, as dealers and their staff must carry a very clear idea of the goodness of EVs and their technology, and their approach to the sales process can significantly influence the consumer’s perception and purchase decision (Matthews et al., 2017).

The academic literature has approached the transformation of the automotive sector from various perspectives.

Muratori et al. (2021) argue that the automotive sector has moved towards a sustainable model through the integration of electric vehicles (EVs) and the convergence with renewable energies. This transformation is materialized, according to the authors, through new mobility models, such as shared transport, which optimizes vehicle use and reduces the need for individual ownership, and automation, which promises greater energy efficiency and road safety. The electrification of transportation, driven by advances in batteries and the expansion of charging infrastructure, reduces dependence on fossil fuels and greenhouse gas emissions. Furthermore, the author stresses that synergy with renewables, through smart charging and the integration of EVs into the grid, enables more efficient energy use and better management of intermittency from renewable sources.

On the other hand, Ahmadi et al. (2023) state that the advent of Industry 4.0, with its emphasis on digitization and interconnectivity, has revolutionized the way automakers interact with consumers. No longer relying solely on traditional advertising and interaction with salespeople, companies are leveraging data analytics, online platforms, and personalized digital experiences to connect with potential buyers. In addition, the growing focus on sustainability influences marketing narratives, highlighting environmentally friendly features and manufacturing processes to appeal to eco-conscious consumers. This shift towards digital, data-driven, and sustainable marketing practices is essential for automakers to remain competitive amid evolving consumer demands and technological advances.

Precisely with respect to technological advances, Sterk (2024) concludes that this evolution has transformed the automotive sector by driving the development of connected vehicles. This fact has enabled data collection, opening the door to new business models based on smart services such as predictive maintenance and personalized insurance. In addition, connectivity has facilitated the development of functions such as traffic assistance and parking, changing consumer preferences, and requiring traditional manufacturers to adapt. At the same time, increasing digitalization poses challenges for privacy and data sharing, requiring a balance between monetization and the protection of user information.

2.3. The Marketer’s Role and Competencies

In this new scenario, the salesperson must evolve from a transactional to a consultative role (Paesbrugghe et al., 2020). The role of the salesperson has undergone a continuous evolution, reflecting changes in market dynamics and technological advances. From the traveling salesman of antiquity to today’s sophisticated e-commerce strategies, the core function remains the same: to connect the product with the consumer. Historically, in the automotive industry, this connection was forged through a predominantly transactional approach (Corsaro & Maggioni, 2022). The salesperson, often operating within the confines of a dealership, focused on highlighting product features, negotiating price, and facilitating after-sales service. This model, effective in an era of relative product homogeneity and limited consumer access to information, positioned the salesperson as a knowledge gatekeeper (Singh et al., 2015).

However, the advent of the internet and the rise of e-commerce platforms have fundamentally altered the consumer journey. Shoppers now arrive at the dealership armed with extensive product knowledge gleaned from online reviews, comparisons, and virtual showrooms (Bacher & Manowicz, 2020). This shift has diminished the salesperson’s traditional informational advantage, necessitating a reassessment of their role and skill set. The transition to electric vehicles further accelerates this transformation. The inherent complexity of electric vehicle technology, coupled with concerns around range, charging infrastructure, and battery life, demands a more consultative and advisory approach. The salesperson must now navigate a landscape of changing consumer expectations, acting not just as a conduit for transactions but as a trusted advisor, able to address complex technical questions and provide customized solutions for individual mobility needs. This evolution requires a deeper understanding of the technology, the market, and the changing needs of the EV consumer (Zarazua de Rubens et al., 2020).

Ultimately, this paper seeks to identify the competencies and soft skills essential to the success of electric vehicle (EV) marketers in the context of the evolving automotive industry. Considering the unique characteristics of EVs, changing consumer expectations, and new marketing tools, we will analyze the transition from a traditional sales approach based on technical specifications to a consultative model. This new model prioritizes a deep understanding of customer needs and provides the keys to developing sales personnel’s skills and competencies, thereby impacting the EV industry and marketing. Therefore, we will explore how the salesperson’s role adapts and redefines itself to drive sustainable industry growth and customer satisfaction in this emerging paradigm.

2.4. Social–Cognitive Skills

Social–cognitive skills are psychological abilities that help individuals understand and respond to others’ emotions, intentions, and viewpoints. Recent studies show that these skills, such as perspective-taking, interpersonal accuracy, and the inference of mental states, are vital for effective social interactions, especially in complex and uncertain professional settings, where perspective-taking ability is associated with greater social ability (McGarry et al., 2021). In decision-making scenarios where customers encounter technological or informational uncertainties, strong social–cognitive skills enable professionals to identify concerns early, tailor their communication, and foster interactions that promote understanding and reduce cognitive effort (Falk & Bassett, 2017).

On the other hand, empathy is increasingly seen as a vital part of social–cognitive skills, especially in roles requiring interpersonal influence and delicate emotional communication. Unfortunately, the varying definitions of empathy have adversely affected both research and practice (Cuff et al., 2016). In this sense, modern psychological theories differentiate between cognitive empathy (viewing things from another’s perspective) and affective empathy (feeling with another), each playing a unique role in effective interactions and resolving issues. Thus, it is relevant to understand that real-life empathic goals span a broad spectrum, sometimes involving worsening the targets’ affect or opposing their wishes to enhance their well-being, which can be effectively linked to interpersonal emotion regulation (Zaki, 2020). Accordingly, cognitive empathy particularly enhances customer communication, fosters relational harmony, and helps create shared understanding during complex service interactions. These insights show that social–cognitive abilities are not only measurable but also cultivable through structured training and reflection.

Trust formation, a key process linking social–cognitive skills to behavioral results, has gained renewed interest in recent organizational studies. Trust develops when individuals see their interaction partner as both capable and benevolent, perceptions that are heavily influenced by social–cognitive skills such as empathy, interpersonal sensitivity, and clear communication. Research shows that trust influences both intra- and interpersonal functioning and overall well-being, with these relationships being mediated by the mind (Petrocchi et al., 2021). Other recent findings also reveal that psychological safety precedes trust and collectively increases individual job satisfaction (Mitterer & Mitterer, 2023), which helps explain why employees with higher social–cognitive skills are more adept at engaging in adaptive communication, building stronger customer relationships, and reducing uncertainty in high-stakes decisions. This finding underscores the importance of social–cognitive competence as a psychological foundation for trust development in modern service and sales environments.

2.5. Research Gap

While there is a growing body of literature on electric vehicle marketing and, separately, on the competencies required for selling in general, there is a glaring research gap at the intersection of these fields, specifically regarding the competency mix (both hard and soft), the ideal salesperson profile, and electric vehicle marketing. This gap limits the understanding of how specific salesperson skills, in conjunction with their personal and professional profiles, affect the effectiveness of marketing strategies in this emerging niche market. Consequently, the development of education and training programs that adequately prepare sales professionals to meet the challenges and opportunities presented by electric vehicle marketing is hindered.

The paucity of studies that integrate competencies, salesperson profiles, and marketing for electric vehicles has significant implications for both the automotive industry and academic research. For the industry, this lack of knowledge hinders the optimization of salesperson selection, training, and performance evaluation processes, thereby impacting sales efficiency and customer satisfaction. From a research perspective, this gap represents a fertile area for exploration. Future studies should focus on identifying the most relevant soft and hard competencies for success in electric vehicle sales, as well as on defining the ideal salesperson profile, accounting for variables such as prior experience, academic background, and personality characteristics. It is also valuable to investigate how these competencies and profiles relate to different marketing aspects and to the different segments of electric vehicle consumers.

3. Methodology

It is important to note that systematic reviews provide a clear, rigorous framework for searching, selecting, and analyzing documents (Tawfik et al., 2019). In this regard, the present study uses a qualitative, descriptive, and secondary research method, relying on a systematic literature review to thoroughly analyze the social cognitive skills in EV sales (Hernández Sampieri et al., 2014). In other words, this systematic literature review aims to analyze scholarly research on social cognitive skills in EV sales, highlighting the benefits, costs, and opportunities associated with adopting technological innovations in the industry.

This study examines participation in sales-innovation and technological-transformation policies within the EV sector. It considers scientific articles, technical documents, reports, and theses that offer empirical evidence or insights on social cognitive skills in EV sales. The review covers publications from 2009 to 2025, capturing current technology, regulations, and sales practices. The literature search was limited to the Scopus and Web of Science (WoS) databases. These sources were chosen for their rigorous indexing, broad disciplinary coverage, and inclusion of high-impact, peer-reviewed journals. Their organized metadata and citation data ensure reliable and reproducible information for both quantitative and qualitative analysis. This approach aligns with standard practices in systematic and bibliometric research, ensuring methodological consistency and comparability with other studies.

To perform this systematic literature review, the following is an example of a Boolean algorithm used in the search process:

(“sale” OR “sell”)

AND

(“elect* vehic*” OR “EVs”)

AND

(“BEVs” OR “electric mobility”).

For filtered databases, keyword co-occurrence maps were created to identify thematic branches and connections between articles. The proximity of keywords on the map indicates a strong relationship, while greater distances suggest weaker links (van Eck & Waltman, 2010). Thematic analysis focused on identifying key recurring themes linking research on social cognitive skills in EV sales. The most important terms were recognized by their high co-occurrence, visualized as larger nodes in the bibliographic map (Garcés et al., 2025). Subsequently, interactions or clusters were examined to highlight the most significant relationships between themes and to understand the research field’s structure better. For the results analysis, the selected articles were coded and examined, with thematic analysis supported by word clouds, conceptual networks, and a coding matrix to help compare the findings and produce cross-referenced evidence.

4. Skills or Competencies for Selling Electric Vehicles

4.1. Search Process

Based on the previous methodology, a co-occurrence analysis of these three research areas is presented below:

• Competencies and skills (Keywords: competen* OR skill* OR abilit* OR trait*).
• Sales or Marketing (Keywords: sale* OR sell*)
• Marketing of Electric Vehicles (Keywords: “elect* vehic*” OR “EVs” OR “BEVs” OR “electric mobility”)

The choice of these keywords was made as broad as possible to ensure an exhaustive search and the possibility of results after analysis. The search for topics was conducted in both Scopus and Web of Science. However, in both cases, we found publications that used a different approach from the one required in the present research, as shown in Figure 1.

As we can see, although there is a genuine connection between sales and electric vehicles, no branch of this graph mentions skills, competencies, or capabilities. The articles are mainly concentrated on:

• Incentive Measures and Subsidies for Acquisition.
• Factors influencing purchase intention.
• Electric vehicle technologies and benefits
• Manufacturing engineering processes
• Environmental impact of EV adoption.

4.2. Proposed Model: Dual Approach Analysis

Given the above, an analytical approach is proposed that examines two separate dimensions: on the one hand, competencies and skills, along with the general profile of the successful salesperson in today’s industries, and on the other, the particularities of electric vehicle sales and the specific demands of this market. This dual analysis allows, firstly, to establish a solid base of competencies and skills considered essential for success in sales, regardless of the product. Secondly, it facilitates the identification of the specific needs and challenges in marketing electric vehicles, such as technical product knowledge, understanding of new technologies, and the ability to address consumer concerns in this regard.

The conjunction of both analyses, salesperson competencies and skills, and the particularities of the EV market, provides the basis for projecting the profile of the ideal salesperson in this emerging sector. By contrasting the general competencies of the salesperson with the specific demands of electric vehicle marketing, it is possible to identify areas of convergence and areas requiring development or specialization. This process not only defines the technical skills and knowledge required but also helps understand how traditional competencies and skills need to be adapted and enhanced for optimal performance in this context. For example, active listening skills, fundamental in any sales process, take on a new dimension in the marketing of electric vehicles, where the salesperson must understand the customer’s specific needs and concerns related to electric mobility, such as anxiety about autonomy or the availability of charging points. In short, integrating both analyses allows building a comprehensive profile of the electric vehicle salesperson, combining essential sales skills with specialized knowledge of the product and the market.

5. Skills and Competencies of Salespeople in Different Industries

This section presents a review of the academic literature on the skills and competencies required for successful B2C salespeople. A systematic search of Web of Science and Scopus was conducted, selecting scientific articles, book chapters, and conference proceedings published in English since 2010. Only studies presenting quantitative or qualitative results on specific salespeople skills, competencies, or traits were included, discarding research on general marketing, market analysis, case studies without focus on individual salespeople skills, opinions, retractions, or studies on B2B, online, or other non-B2C sales channels. This approach allows for an in-depth analysis of the key competencies for successful B2C sales performance, offering a focused perspective on the development and optimization of human capital across different industries. The total number of articles analyzed is provided in Appendix A.1 of this article.

5.1. Search Strategy for Salespeople

For the search strategy, our objective is to define the skills, competencies, and traits that successful salespeople have. For that, we used a search strategy that limited the results to only articles that discuss the competencies, skills, and traits of salespeople.

• Publication indexed in Web of Science or Scopus.
• Search terms and Boolean operators:
  • Web of Science: TI = (sale* OR sell*) AND TI = (competen* OR skill* OR abilit* OR trait*)
  • Scopus: (TITLE ( “Sale*” OR “Sell*” ) AND TITLE ( competen* OR skill* OR abilit* OR trait* ) ) AND PUBYEAR > 2009 AND PUBYEAR < 2025 AND ( LIMIT-TO ( LANGUAGE, “English” ) ) AND ( LIMIT-TO ( DOCTYPE, “ar” ) OR LIMIT-TO ( DOCTYPE, “cp” ) OR LIMIT-TO ( DOCTYPE, “ch” ) ) )
• Year of publication greater than 2010
• Language English
• Is it an original article, conference paper, or book chapter

For both searches, we limited the results to articles with a publication year greater than 2010, in English, and that were original articles (journal articles), conference proceedings, or book chapters. The reason we limited the search to results with those words in the title is that, when we expanded the search to include the search words in the abstract or full text, both databases returned up to hundreds of thousands of results. This aspect is because the words “sales” and “skills” (for example) are applicable across many disciplines, and the results were inconsistent with our objective of examining only salespeople’s competencies, skills, or traits.

5.2. Inclusion Criteria for Salespeople

The following are the main criteria considered for inclusion analysis:

• Studies since 2010 in the English language.
• Studies that present results on salesperson skills, competencies, or traits.
• Studies that indicate the industry in which the study was conducted in relation to direct selling, business-to-customer (B2C).

5.3. Exclusion Criteria for Salespeople

The following are the main criteria considered for exclusion analysis:

• Opinion studies, retractions, conference proceedings with abstract only.
• Studies that do not specify specific skills, competencies, or traits of salespeople.
• Studies that do not specify the industries in which they were conducted.
• Studies on B2B (business-to-business) sales, online sales, or sales through channels other than B2C.

5.4. Flowchart for Salespeople

Based on the previous inclusion and exclusion analyses, the flowchart shown in Figure 2 was selected for the literature review process.

5.5. Co-Occurrence Analysis (Sales Force + Competencies)

In addition, we present the co-occurrence analysis of both databases, where we can clearly see the key issues addressed by these studies (Figure 3), which will be analyzed in later paragraphs:

5.6. Analysis and Discussion of Sales Force Competencies and Skills

Sales force competencies and skills play a valuable role in the business performance of organizations. By analyzing 26 relevant publications, it is possible to identify common patterns and key competencies that emerge in the literature on the subject.

One of the most recurrent findings is the importance of interpersonal skills, which were highlighted by the publications of Agnihotri et al. (2012, 2016). In their studies, they emphasize that empathy and the ability to build relationships are critical to sales success, especially in competitive markets such as India and Brazil. These skills enable salespeople to effectively connect with customers, understand their needs, and build trust, which inevitably translates into higher customer satisfaction and, ultimately, better sales results.

Another aspect highlighted in various publications is the need for specific skills tailored to particular sectors. Ahmad et al. (2010) note that, in the telecommunications sector, sales skills are especially critical for managing the complexity of the products and services offered. This finding is complemented by the studies of Kimura et al. (2019) and Kazén et al. (2013), who argue that the adaptation of skills to the demands of the sales context can be determinant for success. Here, there is consensus that skills should evolve and be tailored to the sales environment, enabling better resonance with consumers.

Mindfulness is also mentioned as a central competency, particularly in the studies of Charoensukmongkol and Pandey (2021). This finding is groundbreaking, as it suggests that a salesperson’s ability to be fully present in the interaction may be as important as his or her technical skills. Mindfulness can improve communication quality and the effectiveness of customer interactions, leading to positive sales outcomes.

In addition, several studies, including those by Das et al. (2018) and Hsiao (2012), suggest that analytical thinking and politeness are competencies that not only improve sales performance but also enhance real-time problem-solving skills. A salesperson’s ability to analyze situations and adapt quickly to customer needs is essential, especially in high-pressure situations. These skills allow for a more holistic view of the customer experience, which is effective in closing deals.

At the motivational and personality levels, the findings of Lilford et al. (2014) highlight that traits such as conscientiousness and extroversion are vital for success in sales, a point also supported by the research of Mostafa and Kasamani (2022). A salesperson’s personality can influence his or her ability to connect with the customer, as well as his or her resilience and persistence in challenging environments. These traits, along with intrinsic motivation, determine a salesperson’s level of commitment and ability to meet or exceed sales goals.

Effective communication and listening skills are another area of consensus in the analyzed publications. Omar (2017, 2018) highlight that clear communication and active listening are essential elements in sales interactions. Understanding customer concerns through active listening enables salespeople to tailor their approach and respond more effectively to customer needs.

Finally, it is noted that sales competencies are not static. Studies by Phongkhajeerathibha et al. (2023) and Rantala et al. (2020) emphasize the need for continuous training and the identification of new competencies as the market evolves. In an ever-changing sales environment, adaptability and continuous learning are essential to remain competitive and successful.

6. Complexity of Electric Vehicle Marketing and Sales

This second section presents a review of the academic literature on the particularities of electric vehicle (EV) marketing and sales. To ensure the review’s relevance and focus, a search strategy was implemented in Web of Science and Scopus, focusing on original articles, conference papers, and book chapters published in English since 2010. The selection was based on keywords related to commercialization, the sales process, and key factors for EV adoption, excluding studies focused on government incentive policies, technical or engineering aspects, and environmental impact. This approach allows for an in-depth analysis of the specific challenges and opportunities faced by vendors in this emerging market, offering a focused perspective on commercial and consumer dynamics. The total number of articles analyzed is provided in Appendix A.2 of this article.

The search strategy, along with inclusion and exclusion criteria, is described as follows.

6.1. Search Strategy for EV Marketing and Sales

We used a search strategy that limited results to articles that discuss electric vehicles, electric mobility, adoption, sales, and selling.

• Publication indexed in Web of Science or Scopus.
• Search terms and Boolean operators:
  • Web of Science: (TI = (“electric vehicl*” OR “EVs” OR “BEVs” OR “electric mobility”) AND (TI = (adoption)) AND (TS = (“sale*” OR “sell*”)))
  • Scopus: (TITLE (“Electric Vehicl*” OR “EVs” OR “BEVs” OR “Electric Mobility”) AND TITLE-ABS-KEY ( “SALE*” OR “SELL*” ) AND TITLE ( adoption ) ) AND PUBYEAR > 2011 AND PUBYEAR < 2025 AND ( LIMIT-TO ( DOCTYPE, “ar” ) OR LIMIT-TO ( DOCTYPE, “cp” ) OR LIMIT-TO ( DOCTYPE, “ch” ) ) AND ( LIMIT-TO ( LANGUAGE (“English”) ) )
• Year of publication greater than 2010
• Language English
• Document is an original article, conference paper, or book chapter.

6.2. Inclusion Criteria for EV Marketing and Sales

• The research focuses on electric car marketing, sales process, and/or key factors in adoption.

6.3. Exclusion Criteria for EV Marketing and Sales

• Deals with government subsidy and incentive policies.
• Technical, industrial, or engineering issues
• Addresses the environmental impact of EV adoption.

6.4. Flowchart for EV Marketing and Sales

Based on the previous inclusion and exclusion analyses, the flowchart shown in Figure 4 was selected for the literature review process.

6.5. Co-Occurrence Analysis for EV Marketing and Sales (Sales Staff + Competences)

In addition, we present the co-occurrence analysis of both databases, where we can clearly see the key issues addressed by these studies (Figure 5), which will be analyzed in later paragraphs:

6.6. Analysis and Discussion on the Dynamics of Purchase and Adoption of Electric Vehicles

In Appendix A.2, we find the details of all the reviewed articles, together with a summary of the main findings. The analysis of this literature reveals several recurring and problematic themes that are critical to understanding the new paradigm facing salespeople in this sector.

First, a central theme that emerges from the findings is the high initial cost associated with electric vehicles (EVs). According to Abas and Tan (2024), this represents a significant barrier to widespread adoption. This finding is supported by Anosike et al. (2023), who note that the high initial price creates considerable uncertainty about the long-term value of EVs. This negative perception can hinder consumers’ willingness to invest, posing a challenge that marketers must address through educational and consultative strategies. The customer experience must be transformed through an approach that prioritizes demonstrating the long-term savings and environmental benefits that EVs offer.

In addition to cost, the limited range of EVs is another recurring finding. This concern, noted by Abas and Tan (2024), is intimately connected to the need for marketers to understand the product’s technical characteristics. The range of an EV is a significant concern for consumers. As indicated by Bjerkan et al. (2016), limited autonomy can generate apprehensions in potential buyers, who fear not having enough charging options during their commutes. Barter et al. (2015) also reinforce this view by noting that an understanding of autonomy and its manageability are paramount for the salesperson to influence consumers’ purchase decisions effectively. Salespeople must be equipped with robust technical information to effectively answer these questions and compare with internal combustion vehicles, indicating a shift in the skill profile required of today’s salesperson.

Another key finding is the reflection on the charging infrastructure. Mpoi et al. (2023) and Munshi et al. (2022) agreed that fiscal incentives, such as purchase tax exemptions, play a key role in EV adoption. However, the success of these policies also depends on the availability and accessibility of charging infrastructure. This aspect highlights the need for vendors not only to focus on the act of selling, but also to offer comprehensive solutions that address consumers’ charging needs for their vehicles. This includes information on loading locations, associated costs, and times required for loading.

Effective communication is also critical in this new paradigm. Research has shown that consumers often prioritize knowledge about the benefits and limitations of EVs from marketers. According to Lim et al. (2015), consumers primarily seek lower levels of anxiety and greater support during the purchase process. Nian et al. (2019) highlight that the new model requires the dealer to take a proactive role, emphasizing the importance of clear and effective communication. Wangchuk et al. (2024) add that a positive attitude toward electric vehicles significantly influences consumer receptivity, reinforcing the need for salespeople to possess well-developed interpersonal skills to build trusting relationships. This finding reinforces the importance of developing soft skills not only for selling but also for building long-term customer relationships.

Finally, the increasing digitization of the marketplace is an aspect salespeople must skillfully manage. As consumers increasingly use digital platforms to inform themselves and compare options before making a purchase, marketers will need to adapt to this trend. Li et al. (2023) highlight the importance of online interactions, including the perceived convenience and aesthetics of automotive companies’ digital platforms and the appeal of social media, as factors contributing to functional experience value (FEV). The research highlights the need for automotive companies to develop robust and engaging digital platforms that provide comprehensive information and a positive user experience to maximize their impact on purchase decisions.

There is ample evidence that challenges and opportunities exist for EV marketers. They must evolve to address cost and range concerns, provide information on charging infrastructure, and master social competencies that facilitate the consumer experience. A deep understanding of the product and the ability to build a consultative relationship with the customer are key to success in electric vehicle marketing today and in the future.

7. Skills and Competency Development Strategy for Electric Vehicle Marketers

We know that the automotive industry is undergoing a profound transformation with the irruption of electric vehicles (EVs). This transition, driven by the need for sustainable mobility (Adnan et al., 2017; Cruz-Jesus et al., 2023) and the growing concern about climate change (Pamidimukkala et al., 2023), redefines not only the product itself but also the market dynamics and the seller’s role (Lam & Mercure, 2020). Despite the potential of EVs for transport decarbonization and for meeting the Sustainable Development Goals (SDGs) (Omahne et al., 2021), their adoption faces significant barriers, including high upfront costs (Abas & Tan, 2024; Anosike et al., 2023), limited autonomy (Barter et al., 2015; Bjerkan et al., 2016), and a lack of charging infrastructure (Mpoi et al., 2023; Munshi et al., 2022).

This complexity demands a more specialized salesperson profile (Anderson et al., 2022; Genzlinger et al., 2020). The traditional sales approach, focused on the transaction, is no longer sufficient. Consumers arrive informed, comparing options and looking for comprehensive solutions (Bacher & Manowicz, 2020; Singh et al., 2015). The salesperson must evolve into a consultative role (Paesbrugghe et al., 2020), understanding individual mobility needs and offering customized solutions (Zarazua de Rubens et al., 2020). These areas of empowerment will not only improve sales efficiency but will also contribute to sustainable EV market growth and customer satisfaction. The buying experience, mediated by the salesperson-customer interaction, can be decisive in convincing consumers (Matthews et al., 2017; Tromaras et al., 2017).

7.1. Skills to Develop and Their Application in the Marketing of Electric Cars

Based on findings from various research, several key competencies that electric car marketers need to develop are identified. These findings are grouped into different categories.

7.1.1. Analytical Thinking and Scrupulousness for Objections Management

The main barrier to EV adoption is their high initial cost and limited autonomy (Abas & Tan, 2024; Anosike et al., 2023; Barter et al., 2015; Bjerkan et al., 2016). The development of analytical thinking (Das et al., 2018; Hsiao, 2012) and scrupulousness (Lilford et al., 2014; Mostafa & Kasamani, 2022) enables the marketer to analyze individual customer needs, presenting detailed comparisons between initial cost and long-term savings, considering factors such as energy costs and reduced maintenance. Scrupulousness will enable an honest and transparent presentation of information, build trust, and minimize uncertainty about long-term value by effectively responding to customer objections about price and autonomy.

7.1.2. Extroversion and Effective Communication Skills for Proactivity

Lack of charging infrastructure is a significant concern (Mpoi et al., 2023; Munshi et al., 2022). Extroversion (Lilford et al., 2014; Mostafa & Kasamani, 2022) and effective communication skills (Omar, 2017, 2018) enable the salesperson to proactively address the charging concern by providing detailed information on charging station locations, charging plans, and customized solutions for each customer. Effective communication will enable this information to be conveyed clearly and understandably, dispelling doubts and building trust. Extroversion facilitates proactive interaction with the customer and anticipates their needs.

7.1.3. Empathy and Active Listening Skills for Customer Connection

Consumers seek complete information and support during the buying process (Li et al., 2023; Lim et al., 2015; Nian et al., 2019; Wangchuk et al., 2024). Empathy (Agnihotri et al., 2012, 2016) and active listening skills (Omar, 2017, 2018) are essential to understand individual needs and concerns. These skills help build a trusting relationship with the customer, creating a positive experience that influences the purchase decision.

7.1.4. Adaptability and Continuous Learning for Innovation: Adaptability and Continuous Learning for Expert Advice

The EV market is dynamic and requires constant adaptation to changes, and a deep understanding of EV technical characteristics, including autonomy, charging times, battery types, propulsion systems, and charging technologies, is critical (Barter et al., 2015; Bjerkan et al., 2016). Adaptability and continuous learning (Phongkhajeerathibha et al., 2023; Rantala et al., 2020) are fundamental to staying up-to-date on new technologies, regulations, and market trends. This technical knowledge enables the salesperson to accurately answer customer questions, allay technology-related fears, and provide expert advice, building trust and facilitating purchase decisions.

7.1.5. Mindfulness and Courtesy for Customer Experience

Mindfulness (Charoensukmongkol & Pandey, 2021) enables the salesperson to be present in the interaction, offer personalized service, and be attentive to the customer’s needs, thereby generating a positive experience that influences the purchase decision. Politeness (Das et al., 2018; Hsiao, 2012) ensures a positive and professional interaction across all communication channels, contributing to an exceptional customer experience. Consequently, based on the findings of the present research, a competency development strategy for EV salespeople has been developed and shown in Figure 6.

7.2. Discussion on the Dealership Role in EV Sales

Building on the study’s focus on social–cognitive skills in sales and on the competency development strategy for EV salespeople shown in Figure 6, this section examines how dealerships encourage EV adoption through practices that activate key psychological mechanisms, such as empathy, adaptability, trust-building, and perspective-taking.

7.2.1. Training

Dealerships need to shift their training approach from solely transactional product and price scripts to a blended curriculum. This finding should combine EV technical knowledge, such as range, charging, battery life, and total cost of ownership, with social–cognitive skills like empathy, active listening, and consultative questioning. The present study emphasizes that, given the technological complexity of EVs and customers’ concerns about range and charging, salespeople must be able to provide honest, expert explanations and personalized cost comparisons. Training programs should therefore include: technical modules covering charging behavior, home versus public charging, and interoperability; role-plays to build empathy and perspective-taking; objection-handling with analytical total cost of ownership tools; and short, practical drives to help reduce experiential anxiety. Continuous investment in upskilling and refresher modules is crucial, given the rapid evolution of the EV market and infrastructure. This training supports psychological models of social–cognitive functioning because skills such as empathy, adaptability, active listening, and mindful perspective-taking improve a salesperson’s capacity to understand customer needs, which aligns with studies on mentalizing and interpersonal skills in sales performance (Agnihotri et al., 2012; Omar, 2017, 2018).

7.2.2. Experience (Customer and Salesperson Experience)

The study emphasizes that hands-on experience with EVs, such as test drives, demonstrator units, and short experiential events, significantly boosts purchase consideration. Additionally, a knowledgeable and attentive salesperson enhances customer trust and reduces anxiety. Dealerships should create in-store experiences that showcase charging connectors, offer simulated route-range calculations, and include brief test drives focused on everyday use. To improve salesperson expertise, rotate staff through technical workshops and visits to charging stations, enabling them to speak from personal experience rather than just technical specifications. Lastly, design the showroom to encourage low-pressure exploration, such as a charging demo area and clear comparison charts, to foster positive and engaging experiential learning for customers. This focus on experiential encounters is reinforced by psychological theories that demonstrate adaptability, trust, emotional attunement, and perceived authenticity develop through direct interpersonal interactions, which are supported by empathy and mindfulness as shown in sales research (Charoensukmongkol & Pandey, 2021; Omar, 2018).

7.2.3. Marketing

The review suggests that marketing should shift from just listing features to creating narratives that lower perceived risks and highlight long-term benefits, convenience (like charging solutions), and environmental identity tailored to different customer segments. Dealers ought to coordinate their digital and in-store messages by using clear websites and social media posts that detail local charging coverage and total cost of ownership (TCO) calculators, complemented by in-store materials such as infographics and short videos that reflect the online story. Tailoring messages for specific segments is crucial, for example, cost-saver packages for budget-conscious buyers, tech/comfort narratives for early adopters, and convenience bundles (including home charger and installation services) for mainstream consumers. Incorporating social proof, such as local owner testimonials and simple comparisons, can help build trust and address resale and range anxiety, as documented in existing research. Incorporating these social–cognitive components into marketing demonstrates that successful persuasion in EV contexts depends not only on providing information but also on the salesperson’s skill in understanding customer perspectives and establishing trust through transparent and empathetic communication (Mostafa & Kasamani, 2022; Omar, 2017).

7.2.4. Accessibility (Charging, Purchasing Channels, & Physical Access)

The study repeatedly emphasizes that accessible charging infrastructure and convenient access are key to encouraging adoption; therefore, dealerships should serve as connectors to accessibility rather than just sales points. This finding involves providing bundled solutions such as home charger procurement and installation, information from preferred public-charging partners, clear maps of local chargers, and financing or leasing options that include expected charging costs. Dealerships should also diversify purchase methods, adopting hybrid online-offline processes in which customers can research and begin paperwork online, while experiential steps like test drives and final consultations take place in the showroom. Lastly, ensure showrooms are physically and informationally accessible, with staff available for brief questions-and-answers sessions, simple charging setup guides, and multilingual or jargon-free materials for underserved communities. From a social–cognitive perspective, enhancing adaptability and accessibility not only boosts perceived support but also lessens uncertainty. This fact aligns with research showing that customer reassurance depends on the salesperson’s ability to provide empathetic guidance and perspective-taking (Lim et al., 2015; Nian et al., 2019).

7.2.5. After Sales (Service, Warranty, Resale Support)

After-sales support is highlighted in this review as essential for reducing concerns about EV resale value and reliability. Dealerships should provide transparent warranties for batteries, clearly outline maintenance schedules, and, when possible, offer resale-value guarantees or certified pre-owned options to ease concerns about future risks. Service teams need training in EV diagnostics and should communicate the lower maintenance costs compared to internal-combustion-engine vehicles to emphasize routine savings. Regular after-sales interactions such as battery health reports, charging advice, and software update summaries, along with quick responses to customer inquiries, will build trust and encourage positive word-of-mouth, especially in markets where social proof influences adoption. This focus on after-sales service aligns with psychological research indicating that long-term trust and perceived reliability in relationships are built through consistent empathic communication and continuous social–cognitive interaction between customers and salespeople (Charoensukmongkol & Pandey, 2021; Omar, 2018).

8. Conclusions: Industry Implications

The implementation of the EV salesperson competency development strategy described in this research will have a profound and multifaceted impact on the industry. It is not just an increase in sales, but a transformation in how this technology is perceived and adopted. First, the strategy will directly address key consumer concerns, such as high initial cost, limited autonomy, and availability of charging infrastructure. By equipping marketers with the skills to analyze individual customer needs, offer customized solutions, and allay fears with accurate and transparent information, greater confidence in electric vehicles will be generated. This confidence will translate into a significant acceleration in adoption rates, driving market growth beyond current projections.

In addition to the direct impact on sales, the strategy will substantially improve the customer experience. Personalized attention, effective communication, and expert advice from highly trained salespeople will create a positive, memorable shopping experience. This positive experience will not only increase customer satisfaction but will also foster brand loyalty and generate positive recommendations through word of mouth and social media. This multiplier effect is significant for the industry’s long-term success, as customer trust and satisfaction are key drivers of the widespread adoption of electric vehicles.

Beyond its effect on individual consumers, the strategy will help improve the overall image of the EV industry. The professionalization of the sales force, with its technical knowledge and communication skills, will help dispel the myths and negative perceptions that still persist around this technology. A more positive, trustworthy image will attract more consumers, accelerating the transition to electric mobility and consolidating its position as a viable and attractive alternative. This improved public perception will also attract additional investment to the industry, driving innovation and the development of new technologies.

This finding underscores the importance of recognizing that investment in sales training, while an initial cost, will generate significant returns in the long term. A highly trained sales force will be more efficient, reducing the costs associated with after-sales service and complaint management. In addition, lower staff turnover and higher customer satisfaction will contribute to the sector’s stability and profitability.

In summary, the dealership’s role in EV sales highlights that successful adoption requires more than just technical knowledge and product availability. It depends on a relational strategy rooted in social–cognitive skills, including empathy, adaptability, perspective-taking, and trust-building communication. Enhancing training, providing experiential opportunities, refining customer-focused marketing, improving access to charging and purchase options, and offering dependable after-sales support all hinge on these psychological competencies. As this study indicates, although some electric vehicles are sold through direct-to-consumer channels without salespeople, these skills are crucial for reducing customer uncertainty and creating positive EV purchase experiences, underscoring that the human element remains vital even amid advanced technological shifts in mobility.