What do the Swiss think about electric cars?

06.02.2025

A representative survey conducted by the YouGov research institute on behalf of AutoScout24 provides insights into attitudes towards electric cars among people in Switzerland. Although electric vehicles became more affordable in 2024, there remain reservations and needs that have an influence on car purchases.

The willingness to buy an electric car within the next two years is significantly higher among men (52%) than among women (29%). It is notable that people aged between 18 and 29 still prefer petrol engines (88%), while hybrid vehicles are in greater demand in the 30 to 59 age group. At 53%, homeowners are more interested in electric vehicles than apartment owners (32%). At the same time, people aged between 60 and 79 are becoming more environmentally conscious: 54% of respondents in this age group cite “environmental friendliness” as the main reason for buying an electric vehicle. In comparison, this figure is just 34% among 18 to 29-year-olds, 38% among 30 to 44-year-olds and around 43% among 45 to 59-year-olds.

Advice and income are key

Advice when buying an electric car is particularly important for people aged between 60 and 79, while buyers aged between 18 and 44 are less likely to say this. Income also influences the choice of drive: in the last two years, 66% of people with an income of under CHF 6,000 have opted for petrol vehicles and only 6% for electric cars. With an income of over CHF 10,000, however, the proportion of purchasers of battery-powered electric cars rose to 22%.

Level of information requires improvement

While 28% of survey participants conduct cost research online, 32% prefer direct contact with retailers. Car manufacturers’ websites and recommendations from friends and family are the most popular sources of information. At the same time, around a third of women say they are yet to seek information about electric cars – while this proportion is only 17% for men. According to the survey, the most important factors when using an electric car are access to a home charging point, running costs and the vehicle’s ability to schedule charging stops intelligently and independently. On the other hand, a wide selection of different models, access to a workplace charging station and rapid charging are considered less important.

Range and charging infrastructure act as obstacles

The limited range of battery-powered electric cars remains a barrier for 58% of respondents. Other challenges include the problematic disposal of batteries, high acquisition costs and the lack of charging infrastructure. The survey shows that government measures are considered to be pivotal for the breakthrough of electromobility. Overall, 44% of respondents call for support programmes in cities and municipalities, such as charging stations in blue parking zones. People aged between 60 and 79, in particular, believe there is potential here. Meanwhile, 38% consider support for research and development to be important.

AutoScout24 is committed to promoting electromobility

The AutoScout24 EV Hub provides car buyers with comprehensive information, tips and recommendations regarding electromobility. Various applications make decision-making easier: the range calculator shows how many miles an electric car can cover before the battery needs recharging. The cost calculator can be used to calculate the annual operating costs of an electric car. The charging time calculator provides information on how long it takes for an electric vehicle to be fully charged. In addition, the AI chatbot “E-Scouty” is on hand to answer any questions regarding electromobility. 

 

Dataset

The survey was conducted in November 2024 among people aged between 18 and 79 from German and French-speaking Switzerland. A total of 600 respondents participated, who all hold a driving licence (category B) and have either bought or leased a car in the last two years or plan to do so in the next two years.

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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