Car Sales

AUTOMOTIVE: The Autotrader Deal Builder Double Whammy

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A sharp, forecourt-level look at how Autotrader’s Deal Builder and the rise of Zero Click behaviour are squeezing used car dealers from both sides, eroding autonomy, visibility and buyer engagement in a fast-shifting digital marketplace.

Autotrader Deal Builder


Autotrader’s Deal Builder isn’t just another product tweak. It’s a disruptive structural shift in how used cars are bought and sold online and dealers can feel the ground moving under their feet. For years Autotrader played a fairly neutral host, the marketplace where dealers paid increasingly handsomely for leads but kept ownership of the tango between buyer and seller. Deal Builder flips that. It pulls negotiations, finance steps, part-exchange valuations and the vital early dealer-customer chat into Autotrader’s own funnel adding a new commission to variable costs.

Dealers are no longer shaping the first conversation. They’re reacting to it.

At a glance that might simplify the process for the buyer – even more appealing to some? But for dealers it means the nuances that make a sale happen; gauging buyer intent, framing the value of the car, uncovering their real needs, building rapport, have already been flattened by a scripted online journey. Price becomes the headline act. Specification, condition and service history become afterthoughts. The sales wizard on the phone or forecourt who can turn a researching caller or hesitant browser into a committed buyer no longer gets to weave their magic until it’s far too late. Many dealers see that not as convenience but as a strangulation of their craft. No wonder this has become the straw that broke the camel’s back for already disgruntled dealers and Autotrader contracts have been cancelled.

But even with Deal Builder, removing yourself from Autotrader in 2025 is like stepping off the M25 at 8am weekdays and hoping the A-roads will deliver the same traffic. You cut yourself out of the busiest shop window in the country. That risk is amplified by the rise of so-called ‘Zero Click’ behaviour. To an increasing extent searchers are no longer hopping from platform to platform, comparing listings, digging into dealer sites or ringing up on a whim. They’re skim reading synthesised summaries generated by AI that sit above the results. If a car search query gets answered directly in a neat little paragraph; price ranges, typical condition, popular models, even directing them to the dealer with the greatest AI savvy, the user might never reach the listings at all.

This is the new hazard. It’s not simply that buyers won’t click through. It’s that discovery is now mediated by machines distilling the market down to a few tidy facts. Dealers who once relied on strong photography, punchy descriptions and a competitive price for that particular car now find their efforts abstracted into an AI-authored digest that doesn’t mention them, their car or their service. Even when shoppers do hit a listing page, in our ADHD world they’re being conditioned to make faster decisions with less context. Cars outside those first handful of ‘best fit’ results are ghosted before they’ve even had a chance.

Put Deal Builder and Zero Clicks together and the picture gets darker. Dealers leaving Autotrader lose control over a funnel they disliked, but they also lose access to the only marketplace still large enough to push past the AI summaries and land real eyes on stock. Meanwhile the secondary platforms they retreat to don’t have the critical mass to surface above the Zero Click fog. A dealer might regain their autonomy only to find there’s no-one left to talk to.

It isn’t terminal for the trade. Those who invest in their own digital presence; take social media seriously, craft richer websites and vehicle pages, create informative video walk-arounds, encourage reviews, restructure their websites to answer conversational searches, build first-party email lists and get serious about local search can carve out their own lane.

Community reputation, repeat custom and transparent after-sales support still matter in ways algorithms cannot capture.

But make no mistake. The combination of Autotrader centralising the sales journey and search engines becoming subordinate to AI search is a huge double whammy. Dealers will be squeezed from the marketplace side and the discovery side.

Navigating this reality will take sharper thinking than the industry has been asked for in years.

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Steve Coulter is a four decade Automotive Industry professional now running a creative agency specialising in AI Search, Digital Transformation and Brand Engagement.

BRAND POSITIONING: Ferrari’s Sweet Spot

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Ferrari stands apart in an industry obsessed with scale. While most manufacturers fight for volume, Ferrari has mastered a different discipline: limiting supply, elevating value and turning every car into a high-margin work of desire. This article explores how the company builds demand and preserves profitability, and what SME owners can learn from its approach.


How Ferrari Creates Demand and Delivers Exceptional Profitability.

Ferrari occupies a position in the automotive world that most manufacturers can only admire from a distance. While mass-market brands chase volume and market share, Ferrari has built an entirely different model: one centred on scarcity, high margins and the careful cultivation of desire. The result is an output that is small in number yet immense in profitability, with profit per car that vastly exceeds that of other manufacturers.

Ferrari’s approach begins with the most basic principle of luxury: make less than people want. The company has long limited production to preserve exclusivity. This is not an afterthought but an intentional design. By keeping supply below demand, Ferrari ensures that its cars retain their status and that waiting lists remain part of the experience. The company does not allow the market to dictate volume. It sets its own pace, and customers follow.

This scarcity underpins Ferrari’s pricing power. Other manufacturers often rely on discounts, incentives and high-volume strategies to keep factories running. Ferrari has no need for any of that. Its prices are high because the brand has earned the right to command them, and because customers know that owning a Ferrari is not simply about buying a car but joining a very particular world.

Personalisation plays a major part in this. Each car can be tailored to an extraordinary degree, through bespoke colours, materials and technical options. These additions are not mere extras. They contribute a substantial share of Ferrari’s margins, turning each vehicle into a highly profitable commission rather than a standard product rolling off the line.

Financial results reflect this model. Ferrari consistently posts operating margins that resemble those of luxury fashion houses rather than car companies. In recent years its operating margin has approached levels that other manufacturers would consider out of reach. On a per-car basis its profitability is exceptional, far above that of both mass-market and premium brands. Where many manufacturers make modest earnings on each unit and rely on scale to survive, Ferrari achieves remarkable profitability from a relatively small number of cars.

The strength of the brand is central to all of this. Ferrari has built a mythology over decades of racing heritage, iconic design and uncompromising performance. The emblem alone carries weight that few other marques can match. Customers are not simply purchasing horsepower or engineering. They are buying history, identity and the sense of belonging to a long-established tradition.

This strategy also brings resilience. Because the business is not dependent on huge volumes, it is less vulnerable to the fluctuations that affect the wider automotive market. The company generates strong cash flow, allowing it to invest steadily in new technologies while maintaining the exclusivity that supports its market position.

Ferrari’s success offers a clear lesson for other industries. Growth does not always require expansion in numbers. A tightly controlled supply, supported by a strong brand and meaningful personalisation, can create a more stable and profitable model than sheer scale. It is a reminder that in certain sectors, demand is not simply found. It can be cultivated through patience, discipline and a clear sense of identity.

The Lesson For Business… especially micro-business and SME is not to imitate Ferrari’s glamour but to embrace its discipline. Look closely at where your real value lies, raise the standard of what you offer and consider whether scarcity, specialisation or personalisation could work in your favour. You do not need thousands of customers. You need the right ones who recognise the worth of what you do. Now is the moment to review your positioning, refine your offer and build a business that commands respect rather than chases attention.

If you would like to explore how these principles can be applied to your own business, get in touch with me. I can help you refine your positioning, strengthen your value proposition and build a model that supports higher margins and stronger demand. Reach out and let us develop this further for your organisation.

AUTOMOTIVE: Porsche Profits Apply The Big Stoppers

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Porsche, once the golden child of German engineering and luxury performance, has hit an unexpected crisis in 2025. After years of record profits and unmatched prestige, the carmaker has reported a devastating fall in earnings, with operating profit plunging by more than 99 percent. The decline raises urgent questions about Porsche’s electric strategy, global sales slump, and future in an increasingly uncertain automotive market.

There was a time when the air in Zuffenhausen smelled of success and the confidence of endless growth. Porsche was the brand that never stumbled, the company that made perfection seem routine. Yet this year the balance sheets told a very different story.

For the first time in living memory, Porsche has posted a loss. Not a minor dip or a brief misfire, but a full-blown financial skid. In the third quarter of 2025, the company recorded an operational loss of nearly one billion euros. Across the first nine months of the year, profits collapsed from around four billion to just forty million. The figures landed like a crash through the guardrail at La Source.

The roots of Porsche’s decline lie in its costly electric gamble. Determined to lead the luxury EV revolution, the company poured billions into its own battery programme and an ambitious range of electric cars. The goal was clear: by 2030, eighty percent of new Porsches would run silently rather than roar. The market, however, had other ideas.

Buyers loved the Taycan’s design and speed, but hesitated at the price and limited range. High costs and lukewarm demand forced Porsche to retreat. The battery division was scrapped, new electric SUVs cancelled, and the firm took a three billion euro write-down. The pivot back to hybrids and combustion engines restored a little sanity, but the damage was done. Investors saw indecision. Customers saw confusion.

External pressures made things worse. In America, new tariffs on European luxury cars have already cost Porsche hundreds of millions of euros. Prices have risen, and demand has fallen. Across the Pacific, China’s once-booming market for Western prestige cars has cooled sharply. Sales dropped by more than twenty-five percent as domestic electric brands took centre stage.

Europe offered no comfort either. Economic fatigue and tighter emissions laws have hit the high-end market. Even the 911, the timeless heartbeat of Porsche, faces an uncertain future in a world determined to phase out petrol. Volkswagen Group, Porsche’s parent company, has reported its own steep drop in profit, much of it linked to this turmoil in Zuffenhausen.

The response has been fast and severe. Around four thousand jobs have already gone, and restructuring costs have topped three billion euros. Meetings that once celebrated lap times now focus on cost savings. Michael Leiters, Porsche’s new chief executive and a former McLaren man, has inherited the unenviable task of restoring confidence while steering a bruised and bewildered company back to growth.

Behind the scenes, engineers are refocusing. Porsche will rely on its most loyal strengths: craftsmanship, performance, and the feel of quality that no algorithm can reproduce. Future cars will blend petrol and electric power rather than replace one with the other. The idea is to rebuild gradually, balancing innovation with identity.

For decades, Porsche was defined by certainty. Every car, from the 911 Turbo to the Macan, carried the same message of precision and purpose. But the modern world is no longer so simple. Customers expect luxury, performance and sustainability in a single package. Governments demand cleaner cars. Markets demand profit. Somewhere in that storm, Porsche lost its footing.

Yet history suggests the brand knows how to recover. In the early Eighties, Porsche faced a similar reckoning. Sales were weak, costs were high, and purists feared the end of the 911. The company survived by listening to its engineers rather than its accountants. It rediscovered its essence. That may be the lesson Zuffenhausen needs again today.

If Porsche can blend its heritage with a clearer, more measured path to electrification, it could regain its balance. The 911 remains a global icon, and the Taycan, for all its struggles, proved that electric Porsches can still thrill. What the brand needs now is consistency and patience. The next great Porsche story will not be written in spreadsheets but in steering feel, design integrity and engineering bravery.

For now, though, Porsche’s halo has dimmed. The numbers are harsh, the markets unforgiving, and the pressure immense. Yet if any marque can turn a loss into a lesson, it is the one that made imperfection an art form.

What Porsche Could Do Next?

– Refocus the product line: Build hybrids and performance models that maintain the emotional core of the brand while easing customers toward electric power.
– Control production costs: Simplify supply chains, delay unnecessary launches, and invest only in platforms that deliver profit and flexibility.
– Strengthen brand storytelling: Reignite the emotional link between car and driver through heritage design cues and motorsport engagement.
– Win back key markets: Adjust pricing and marketing strategies in the United States and China to match shifting buyer sentiment.
– Prepare for the long term: Develop a steady, sustainable EV roadmap that doesn’t gamble the company’s identity on unproven demand.

If Porsche manages to balance its heart with its head, it will emerge stronger. The figures may be grim today, but the brand’s legacy of resilience remains intact. The brand is used to the smell of victory.

AUTOMOTIVE: Red Alert – The Chinese EV Disruptors

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2025 Chinese EV Biggest Sellers in EU and UK

The numbers don’t lie: Chinese Electric Vehicles (EV) now command over a quarter of Europe’s electric vehicle market, up from virtually nothing in 2020. This isn’t just market disruption – it’s a complete rewriting of automotive rules. I investigate how European manufacturers are responding to the challenge of a lifetime, and what it means for the future of legacy manufacturers and motoring.

If someone had told you in the days of driving a Ford Cortina with a ten-day holiday in the Costas that by 2025, European roads would be bustling with fully electric cars bearing names like BYD and XPeng, you’d have assumed they’d been at the sherry. Yet here we are, witnessing one of the most dramatic shifts in automotive history. Chinese electric vehicle manufacturers haven’t just entered the European market, they’ve fundamentally altered it.

The numbers tell a remarkable story. The market share of Chinese-built EVs (including foreign brands such as Tesla) rose from 3.5% in 2020 to 27.2% of all EVs sold in the EU in the second quarter of 2024. Naturally there are country differences, but across Europe in total that’s not a gradual market entry, it’s a seismic shift that’s left traditional European manufacturers scrambling to respond.

What’s driving this transformation? It’s a combination of competitive pricing, impressive technology, and strategic timing. Chinese manufacturers have leveraged their domestic market scale to achieve manufacturing efficiencies that European competitors are struggling to match. China’s BEV market share hit 27% in 2024, far ahead of the EU (13%) and U.S. (8%).

Take BYD, now a household name in many European markets. Their vehicles consistently undercut European alternatives whilst offering sophisticated infotainment systems, advanced driver assistance features, and impressive safety ratings. The company has demonstrated that affordable doesn’t mean compromised, a lesson that’s resonating strongly with European consumers facing cost-of-living pressures.

In the EU, the new BYD Dolphin Surf is available from €22,000. Compare that to the latest Renault 5 E-Tech EV starting at €27,000 and the Peugeot e-208 at €28,000. With car finance around €30 per month per thousand borrowed, that could mean a €150 per month saving to a cost-conscious family.

The appeal extends beyond mere affordability. These vehicles often feature over-the-air updates, AI-enhanced driving systems, and battery technology that delivers competitive range figures. Chinese manufacturers have essentially leapfrogged traditional automotive development cycles. They’ve moved straight to the latest technologies without the burden of legacy systems.

To meet production the Chinese brands are scrambling to sign up franchisees across the continent to meet sales and after-sales demand. BYD alone is seeking 1,000 service facilities across EU markets this year. Chinese cars adopt the familiar CCS2 charging standard, enabling easy charging at third-party facilities between 65kW and 85kW – not ground breaking but offering acceptable charge times. Manufacturer warranty at six years/150,000km for the car and eight years/200,000km for the battery makes the cars competitive on peace of mind.

European manufacturers haven’t been sitting idle. Stellantis, Renault-Nissan and Volkswagen, along with prestige German brands, are all accelerating their electrification programmes. They’re investing heavily in battery technology and manufacturing capabilities. However, they’re operating from a different starting point, retrofitting existing business models rather than building from scratch around electric-first principles.

The structural advantages Chinese manufacturers possess run deep. They benefit from integrated supply chains, significant government support for the EV transition, and a domestic market that provides both scale and testing ground for new technologies. European manufacturers are now having to navigate this new ultra-competitive landscape whilst simultaneously managing the transition away from internal combustion engines – still in real demand from a population weighing up the EV pros and cons in a media landscape that is fairly hostile to EV in general. Luddite is too strong a word, but the ICE demand is strong due to a Western pro-carbon fuel sentiment and the convenience of familiarity, legacy infrastructure and no range anxiety.

In Europe, BEVs are expected to account for 16.8% of total light vehicle sales this year (compared to 14.1% in 2024). This growth is driven by policy pressure and localised battery production. It’s occurring against a backdrop of intensifying competition that’s forcing down prices and tightening margins across the industry.

The European Union’s response has been swift and decisive. The EU has imposed tariffs ranging from 7.8% for Tesla to 35.3% for SAIC, on top of the standard 10% car import duty. These measures, implemented in October 2024, represent the EU’s largest trade case to date and signal genuine concern about market distortion.

The tariffs are specifically designed to address what the European Commission views as unfair subsidies provided by the Chinese government to domestic manufacturers. However, early evidence suggests these measures may have limited impact. BYD managed to outperform Tesla in European EV sales despite facing higher tariffs, indicating that the competitive advantages run deeper than just pricing.

There’s also ongoing discussion about replacing tariffs with minimum price agreements. These would establish floor prices for Chinese EVs whilst allowing market competition to continue. This approach might prove more effective than blanket tariffs, though negotiations remain complex.

The current situation represents more than just increased competition, it’s a fundamental reshaping of the automotive industry. Chinese brands were responsible for 62% of EV global sales in 2024, demonstrating their dominance extends far beyond Europe.

For European consumers, this shift has brought tangible benefits: more choice, better value, and accelerated adoption of electric vehicle technology. The increased competition is also spurring innovation among traditional manufacturers, ultimately benefiting the entire market.

The industrial implications are significant. European manufacturers are being forced to reconsider their entire approach to vehicle development, manufacturing, and market positioning. Some are forming partnerships with Chinese companies, others are investing heavily in their own capabilities, and all are grappling with the new competitive reality.

This transformation isn’t slowing down. Chinese manufacturers continue to expand their European presence, with many establishing local manufacturing facilities and service networks. They’re also diversifying their offerings, moving beyond basic models to premium segments that directly challenge European luxury brands.

The success of Chinese EVs in Europe reflects broader changes in global automotive manufacturing. It’s a story of how quickly established market positions can shift when new technologies create opportunities for disruption. European manufacturers, once confident in their engineering prowess and brand heritage, are discovering that in the electric age, different rules apply.

Of course, with anything China there’s a darker undertone to all this. Some of the continental boffins are fretting about data privacy. Chinese firms are obliged to share data with state security if asked, and that has set off alarm bells in Brussels and beyond. Imagine your car knowing not just where you’ve been but who you’ve been with, and that information possibly ending up in a CCP filing cabinet. Orwell, anyone?

Some defence ministries have already banned the use of Chinese EVs on or near sensitive infrastructure. One assumes that if your Tesla can dance, your BYD might be able to whistleblow.

Ultimately what we’re witnessing isn’t just a market shift, it’s a case study in industrial transformation. The question now isn’t whether Chinese EVs will continue to gain market share in Europe, but how European manufacturers will adapt to this new reality. The answers will shape the automotive industry for decades to come.

The electric revolution has arrived, and it’s powered by competition that’s forcing everyone to raise their game. For consumers, that’s undoubtedly good news. For the traditional European automotive establishment, it’s the challenge of a lifetime.

 

NEWS: Pro-Motor: A Smarter Way to Sell Your Car in West Sussex

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After more than four decades in the automotive industry and many years as a digital marketer, I am excited to launch Pro-Motor – a new service designed to help car owners in West Sussex sell their vehicles faster and achieve significantly better returns.

Why Pro-Motor?

Selling a car today can feel like a choice between two extremes:

  • Accepting a quick but low-value offer from “instant buy” sites
  • Or struggling to create a listing that attracts serious buyers

That’s where Pro-Motor comes in. With 45 years of experience in automotive sales and marketing – right up to manufacturer level – I know exactly what buyers look for and how to showcase a car to its best advantage.

By combining that industry knowledge with modern digital marketing expertise, Pro-Motor offers something unique: a professional car selling service that achieves on average 30% more for clients than quick-sale disruptors.

What the Service Includes

From only £250, Pro-Motor provides:

  • A pre-sale valet to ensure your car looks its best
  • High-quality photography and video
  • Professionally written copy tailored to engage buyers
  • Your own Sales Manager for advice throughout sale
  • Advertising on national platforms for maximum reach
  • Local, personal service for sellers within one hour of Littlehampton

The Difference Professional Marketing Makes

Presentation is everything. Buyers are more confident and willing to pay more when a car is clean, photographed beautifully, and described with care. My background in digital marketing ensures your listing isn’t just well presented – it’s strategically placed to reach the right audience at the right time.

A Local Service with National Reach

Based in Littlehampton, Pro-Motor is designed for sellers across West Sussex. While I work closely with local clients to prepare and market their cars, the adverts themselves reach buyers nationwide.

Sell Smarter, Not Cheaper

Pro-Motor is all about creating value. Instead of underselling your car for the sake of speed, this service combines professional presentation with targeted marketing to deliver stronger offers.

If you’re based in Southern England* and thinking of selling your car, I’d love to show you how Pro-Motor can help you achieve the best result.

📞 Call 07407 038877 or e-mail steve@stevecoulter.co.uk

* A practical service for anyone within one hour of Littlehampton, West Sussex, so includes Hampshire, Kent and Surrey.

Steve Coulter Pro-Motor Up To 30% More For Your Car!