The Challenge

Quick Summary: 

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  EV adoption was slower than expected despite investment
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  The company had limited influence on vehicles or pricing
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  Needed to understand how to make an impact with the tools it did have

Over the years, my company invested heavily in electric vehicle programs and incentives. But despite the effort, adoption numbers remained underwhelming. Leadership wanted to know what was holding customers back. The assumption was simple—cost was the main barrier, and bigger rebates would solve it. But price was only one piece of the puzzle. And we could not control the vehicle market. We could not build new models. We could not force dealers to stock EVs. So the real question was this—where can we actually make a difference?     

My Approach

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  Used multi-year research to build a full picture of EV adoption barriers
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  Combined surveys, conjoint, interviews, and fieldwork over time
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  Focused on understanding both customer needs and system constraints

This was not a one-time study. It was years of work, layered together. 

I fielded multiple customer surveys to track attitudes, behaviors, and misconceptions as the market evolved. I ran conjoint studies to measure tradeoffs—cost, range, charging, brand, incentives—and how those shifted by segment. 

I followed that with in-depth interviews to explore why certain beliefs stuck and why others changed. I used mystery shopping to understand what customers were hearing at the dealership level, which became one of the most revealing insights of all.
  
By connecting each wave of research, I was able to build a long-term picture of where EV programs were falling short—and where new opportunities were hiding in plain sight.  

Key Findings

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  Cost mattered, but it was not the primary issue for most people
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  Range anxiety and lack of charging access were bigger, more emotional barriers
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  Customers held onto outdated beliefs about EVs, including false info about maintenance and weather performance
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  Dealerships were often disengaged or poorly informed, limiting the effectiveness of utility programs at the point of sale
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  Different segments had different needs. Early adopters led with values. Mainstream customers needed proof

The Turning Point
Through this body of research, one thing became clear: the most effective role my company could play was not trying to replicate automakers or compete with major federal incentives. It was education. We had the platform, the trust, and the ability to fill critical gaps in knowledge. More importantly, we could support the sales channel. Dealerships were the first real point of contact between potential EV buyers and the product—and they were being overlooked.  

 The Solution

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  Reframed EV strategy from pushing rebates to building confidence
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  Designed education campaigns for both customers and dealerships
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  Focused messaging on total cost of ownership, charging confidence, and day-to-day life with an EV
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  Shifted infrastructure investments toward visibility and ease of access
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  Supported dealerships with tools and materials to better communicate benefits and programs

The Result
The shift was not dramatic overnight, but it was real. Outreach became more relevant. Investments made more impact. Internal teams had a clearer understanding of their role. Instead of trying to do everything, the company began to excel at what it was actually positioned to do—build trust, close knowledge gaps, and support the customer journey.   

Why It Matters
Real strategy means knowing what you can influence and focusing there. Over time, research helped us stop chasing solutions that weren’t working and start investing where it counted. When you play the long game, the insights compound. And the impact does too.   

Not sure where your programs are falling short—or how to make a real impact with what you have?
I can help you connect the dots across customer data, research, and operational constraints to find the role your team is meant to play. Let’s talk.