Driving EV Adoption: Strategies for Employee Advocacy and Dealer Engagement
Electric Vehicle adoption is vital for tackling climate change and the development of sustainable mobility, whilst EV sales are essential for the successful business models and corporate responsibility of vehicle manufacturers. Over the past few years, the growth in EV sales share has surged but recently there are concerns that the initial growth is plateauing, leading to questions of whether successful EV adoption is under threat. In some markets this weakening is limited to the private sector, with fleet continuing to develop, in others the slow-down is more general.
There are multiple factors behind these initial headwinds from reducing government incentives, concerns about infrastructure, and even campaigns of misinformation.
This article is promoting the role of advocacy to overcome these challenges. But who are the key players? Enter vehicle manufacturers’ employees and dealer teams. They can be our champions in driving EV adoption.
As a starting point, let’s borrow insights from the diffusion of innovations theory by E.M. Rogers. At its most basic level this theory categorises audiences based on their adoption behaviour:
Innovators – the first 2.5% to adopt an innovation, have a high tolerance for risk and are motivated by change.
Early Adopters – the next 13.5% to adopt are visionaries who embrace change as they like experiencing the new.
Early Majority – the following 34% are pragmatists, who prefer to wait till they see the innovation is successful, they respect the opinions of early adopters.
Late Majority – this 34% are sceptics who only adopt an idea once it is proven.
Laggards – the final 16% are adverse to change and value tradition.
Each of these audiences requires a different communication approach. The real challenge is crossing the chasm that exists between the ‘early adopters’ and the ‘early majority’. ‘Early adopters’ like to be approached as thought leaders, having the unique features and benefits of the innovation explained to them. Whereas the ‘early majority’ need to understand the value of the innovation, its cost, reliability and ease of use. Most of all they need social proof that the innovation works.
This ‘chasm’ is known to be a critical point in the success of an innovation. It is arguably where the EV market resides, so vehicle manufacturers must adapt their communications to suit. Social proof is a key aspect of the communication strategy for the ‘early majority’, requiring customers to hear about EV success stories from people they can relate to. One way to achieve this would be for Manufacturers to seek advocates amongst fleet users. Still, a more robust approach is by empowering their employees and those of their retail networks to become true EV advocates.
There is of course a challenge. The innovation of diffusion theory applies to everyone. It is not just ‘early majority’ vehicle buyers that manufacturers need to convince, it is also their ‘early majority’ employees and retail teams. How can these people sell electric vehicles to the ‘early majority’ customers unless they are true advocates?
So as a precursor to communications targeting the early majority, manufacturers must address the advocacy of their own stakeholders using change management and communication to grow a supportive culture in their customer-facing teams. A good way to consider this is through the ADKAR model (Prosci founder Jeff Hiatt):
Awareness: Ensure your stakeholders and people understand the benefits of EVs both as a usable technology, their contributions towards sustainable mobility and as a driver of their business’ success
Desire: Are teams excited about electric vehicles, do they believe in EV technology in general, in the manufacturer’s strategy and in the quality of the vehicles they are selling? Are they understanding and engaging with the potential of EVs?
Knowledge: Address employee knowledge of EVs and Charging through learning and development programmes and certification. This must include experiencing EVs and Charging, not just seeing them as a digital asset.
Action: Many of your people have grown up with happy memories of family adventures in a petrol or diesel car. Consider how you can reassociate these emotional and social connections with EVs. Encourage teams to take test drives. Make it attractive for teams to get their own EV. Create referral programmes. Vitally, include fun activities and team challenges that allow people to associate enjoyment and excitement with EV driving.
Reinforcement: Identify passionate EV advocates across your network and empower them to communicate. Celebrate individual and team advocacy achievements through reward and recognition programmes.
Many dealers perceive EVs as a threat, regardless of whether they believe in the technology or not. EVs come with different sales and aftersales models that challenge dealers to adapt traditional business channels. This challenge is also an opportunity for collaboration, working together to understand how to maximise this opportunity for all stakeholders, whether through incentives, aligned messages or something entirely different. A partnership approach will help dealer teams align with EV advocacy far faster than simply educating them.
Any partnership approach requires communication and Manufacturers and their NSCs must create a regular dialogue with their ‘advocacy’ stakeholders. This should include communications such as company newsletters, intranet, and town halls to share EV-related news such as success stories and forthcoming initiatives. It should also include opportunities for two-way communications through Q&A sessions and webinars with experts. It is two-way communication which changes the relationship from dictatorial to partnership and encourages advocacy for the manufacturer’s EV strategy.
As with managing any process, measuring progress is essential. The great thing about advocacy is that it can be closely linked to engagement:
How engaged are employees and network teams with the learning and communications produced?
If experiential learning is being used, how much engagement is there with any activities and the post-activity communications?
If monitoring social media, is there an increase in advocacy posts on franchised dealer channels?
Key performance indicator measurements may also be possible. For instance, tracking how dealers are performing in customer satisfaction or understanding how successfully dealers are encouraging current customers to transition into EVs.
As we navigate the EV landscape, understanding our stakeholders’ feelings becomes paramount. Surveys and feedback from network coaches and performance managers provide valuable insights. But beyond data, there’s a deeper truth: Ensuring the success of electric vehicles isn’t just about business models; it’s about shaping a sustainable future.
The recent slowdown in EV sales isn’t a sign of failure; it’s an invitation to recalibrate our approach. We must shift our focus to a different customer audience - the early majority. These pragmatic buyers seek more than innovation; they crave reliability, cost-effectiveness, and social proof.
Manufacturers, NSCs and dealers hold the key. By working collaboratively and fostering advocacy, we can create momentum that supports other marketing messages. Remember, it’s not just experts who matter. Ordinary people - your employees and dealers - are the heart of this movement. If they believe in EV technology, they’ll persuade and guide others on their own journey to sustainable mobility.
So, let’s bridge the chasm, inspire trust, and drive EV adoption together. Our climate - and our business models - depend on it.