Open-top cars on the decline: Is a lifestyle icon turning into a luxury item?

22.05.2025

For years, convertibles symbolised freedom, summer vibes and the joy of driving. But the reality on today’s car market tells a different story: open-top vehicles are losing popularity – both among manufacturers and buyers. An analysis by AutoScout24 reveals that supply and demand for convertibles have declined across Switzerland in recent years, even though prices have gone up.

While around 6’300 convertibles were registered in Switzerland in 2019, this figure dropped to just about 3’000 in 2024 – a decrease of more than 50 per cent. A similar trend can be observed on the online platform AutoScout24: last year, the supply of new convertibles was down by approximately 46 per cent compared to five years ago, while the number of used models declined by around 10 per cent. There are multiple reasons for this downward trend. On the one hand, well-known carmakers such as Opel, Renault, Nissan and Volkswagen have discontinued their convertible models. On the other, consumer buying habits have shifted. „Today, many drivers opt for practical everyday vehicles or SUVs that offer more space and flexibility”, says Alberto Sanz de Lama, Managing Director of AutoScout24 at SMG Swiss Marketplace Group. Among the five most listed new convertibles over the past twelve months were the Fiat 500, the Mini Convertible, the Mazda MX-5, the Porsche 911 and the BMW M440. In the used car segment, the Porsche 911, Mini Convertible, Fiat 500, BMW Z4 and Porsche Boxster were particularly sought after.

Electrification pushes convertibles aside
Developing and manufacturing convertibles is technically complex and costly – especially in the age of electrification. Electric vehicles pose new challenges for developers: the heavy battery located in the vehicle floor requires a particularly rigid chassis. For convertibles, which lack a fixed roof, this means additional reinforcements – negatively affecting weight, range and cost. It’s no surprise then that there are still only a few electric convertibles on the market. However, the open-top driving experience hasn’t been written off entirely: the fully electric Mini Cooper Convertible was launched in Switzerland at the beginning of the year, and the Polestar 6 Convertible is expected to follow in 2026.

From lifestyle item to luxury good
AutoScout24 data shows that convertibles are becoming rarer and more expensive – the vehicle type is increasingly evolving into a luxury item. This is reflected in search behaviour on the platform, where used convertibles are significantly more in demand. In the first four months of 2025, searches for used convertibles rose sharply by 33 per cent compared to the same period last year, while interest in new convertibles plummeted by 81 per cent. Average prices for used convertibles also climbed: while they stood at CHF 29’800 in 2019, they exceeded CHF 37’000 in 2024. Those looking to enjoy the summer with the top down shouldn’t wait too long. „The supply of convertibles is limited, and demand typically rises in spring and summer”, says Alberto Sanz de Lama. On AutoScout24, prospective buyers will find a wide selection of open-top vehicles to suit every taste and budget.

Data Basis
The analysis is based on listing data and user search behaviour on autoscout24.ch for passenger cars between 2019 and 2025 (01.01.2019 – 30.04.2025). The data was filtered by vehicle type, condition (new/used) and price. Only search queries that explicitly used the „convertible” filter were included in the demand analysis – meaning only those specifically looking for convertibles were considered.

Saskia Iten
PR & Communications Manager
[email protected]

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Marta Andreoni

Head of Design for Automotive

Introduce yourself and your role at SMG

I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience. 

In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.

 A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.

What helps you feel empowered and confident in your role?

If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved. 

Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about. 

What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?

In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.

That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing. 

Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?

Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.

Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?

There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.

One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.

 

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