Author: Andrea Degregori
Date: 03-07-2026

A quantitative survey of 294 respondents, including 278 complete cases used for the cluster analysis, shows that BYD has already entered the set of brands considered by Italian consumers. However, to turn interest into a purchase decision, the brand must strengthen trust and make the after-sales experience more credible.

Introduction

The entry of Chinese brands into the European and Italian automotive market is no longer a marginal phenomenon. The transition to electrification, rising prices and the growing centrality of batteries and software are changing the competitive dynamics and the way consumers evaluate the purchase of a car.

Among these brands, BYD is one of the most interesting cases. The brand entered the Italian market with a broad proposition: electric cars, plug-in hybrid models and generous standard accessories. Its positioning focuses mainly on the balance between price and technological content. Its consolidation, however, is not automatic. Italian consumers remain selective, and the entry of a new brand requires recognition, credibility and reassurance.

The main objective of the analysis is to understand whether BYD has already entered the consideration set of Italian consumers and which conditions can turn this initial presence into a real purchase option.

Research objective

The research analyses the conditions that can support BYD’s entry into the consideration set of Italian consumers. The focus is not limited to brand awareness, but concentrates on the transition from initial knowledge to concrete evaluation, taking into account both perceptions of BYD and the broader context of electrification.

To explore these aspects, a quantitative questionnaire was designed and administered to Italian respondents. The survey considered five main areas: spontaneous recall of electrified vehicle brands, car purchase criteria, experience with the vehicle in use, openness to electric cars, plug-in hybrids and Chinese brands, and finally BYD-specific awareness and consideration.

Before analysing brand awareness in detail, it is useful to observe the decision-making context in which BYD is positioned, considering which alternatives consumers say they would consider for their next purchase.

Plug-in hybrid as an entry point

Openness to purchase alternatives shows a clear result: plug-in hybrid is the option most frequently considered in the sample, with 59.1% positive responses. It is followed by Chinese car brands, with 58.8%, and fully electric vehicles, with 47.0%.

These results do not indicate a refusal of electrification, but rather the search for a solution perceived as more flexible. Plug-in hybrid makes it possible to use the electric component in everyday trips, while maintaining the combustion engine for longer journeys or for situations in which charging is not immediately available.

Figure 1. Plug-in hybrid receives the highest share of positive responses. Fully electric vehicles, although relevant, appear more polarising.

This is a scenario in which BYD is positioning itself effectively. Market results for 2025 show that the brand has already gained visibility in both plug-in hybrid and pure electric vehicles. Seal U DM-i is the PHEV model with the highest number of registrations in Italy, while Dolphin Surf ranks among the best-selling BEV models.

The DM-i plug-in range allows BYD to reach consumers interested in electrification, but still attentive to flexibility of use. Fully electric vehicles, by contrast, may have a lower impact on immediate sales, but remain important in strengthening the brand’s technological image. The positioning is therefore built on a balance between commercial practicality and innovation.

BYD is visible, but familiarity remains incomplete

The presence achieved by BYD in Italy is significant, especially considering that the brand entered the national market only in summer 2023. For this reason, beyond commercial results, it is useful to understand how much the brand is actually known by Italian consumers.

The first signal comes from spontaneous recall. In the electric car segment, BYD ranks second only to Tesla. In plug-in hybrids, it also ranks second, behind Toyota, but is mentioned less often than in pure electric vehicles. Spontaneous brand recall is therefore already present, but appears stronger in electric cars than in plug-in hybrids.

Figure 2. BYD emerges as the second spontaneously mentioned brand in electric cars, behind Tesla. In plug-in hybrids, it remains second behind Toyota, but with a lower frequency of mentions than in pure electric vehicles.

The picture becomes clearer when brands are presented directly. Among the Chinese brands included in the survey, BYD is the best known at least by name, ahead of MG, Omoda/Jaecoo, Lynk & Co/Geely and Leapmotor. Among the new Chinese manufacturers, therefore, BYD already emerges as one of the most recognisable brands in the sample.

Figure 3. BYD is the Chinese brand most widely known at least by name in the sample, ahead of MG, Omoda/Jaecoo, Lynk & Co/Geely and Leapmotor.

However, there is still a limit in the degree of familiarity with the brand. Among those who say they have already heard of BYD, more than half state that they still know little about it.

Figure 4. The chart includes only respondents who say they know BYD at least by name. Familiarity remains mostly intermediate: only a limited share says they know the brand very well.

This limit is also reflected in the final part of the funnel. Among respondents who may purchase a car in the next few years and do not rule out a Chinese brand a priori, 54.9% would consider BYD. In the same sample, however, only 38.2% see it as a possible final choice.

BYD is therefore already present in consumers’ minds, but it has not yet reached a level of familiarity sufficient to be evaluated with full confidence.

The objective therefore becomes to transform this initial awareness into more concrete knowledge. To do so, it is necessary to stimulate curiosity, make information about the brand more accessible and create opportunities for direct contact with the product. In parallel, communication should focus on the elements that reduce uncertainty and can turn initial interest into a final purchase decision.

Car choice remains driven by pragmatic criteria

To understand the key criteria, it is useful to observe the aspects respondents use when evaluating the purchase of a car. The analysis of mean importance scores shows a very concrete orientation. On a scale from 1 to 9, the top positions are occupied by build quality and reliability, range and consumption, purchase price, comfort and warranties. Safety, spare parts availability and service network follow immediately after.

Figure 5. The most important purchase criteria mainly concern quality, reliability, range, price, warranties, safety, spare parts and service network. The choice of an electrified vehicle therefore appears more pragmatic than symbolic.

Brand selection is not driven only by brand appeal or technological novelty. In a phase of industry change, consumers give priority to what reduces perceived risk: reliability, predictable costs, continuity of use and after-sales support.

The central role of functional aspects also emerges from the analysis of satisfaction with the car currently used. In the regression model on overall satisfaction, quality and reliability are the main drivers. They are followed by technology and connectivity, range and consumption, design, spare parts and repair times. The ownership experience therefore depends on the balance between product, everyday use and continuity of support.

Figure 6. Percentage contribution of the drivers included in the final regression model on overall satisfaction with the car currently used. The stepwise multiple linear regression model includes positive coefficients, with R² equal to 0.543 and adjusted R² equal to 0.535.

More symbolic elements, such as brand prestige, are less central than one might think. For BYD this is a relevant result. On the one hand, it reduces the implicit advantage of the historical reputation of traditional manufacturers. On the other hand, it requires the brand to quickly demonstrate solidity, service quality and the ability to accompany the customer over time.

Where distrust toward Chinese brands comes from

Part of BYD’s communication must also be aimed at reassuring those who currently exclude or cautiously evaluate the purchase of a Chinese vehicle. This distrust, in fact, stems from the same elements that emerged in the previous sections and is not only linked to the country of origin. Above all, it is driven by elements related to the ownership experience: quality and reliability, spare parts, repair times, service network and residual value.

Figure 7. The main barriers toward Chinese brands concern quality and reliability, spare parts and repair times, service network and residual value. The country of origin weighs less than operational aspects of after-sales service.

Consumers do not simply ask whether a Chinese car is technologically valid, but whether the brand will be able to support them over time, guarantee spare parts, protect the vehicle’s value and ensure a reliable ownership experience.

Levers to increase consideration of BYD

The levers that would help consumers seriously consider BYD respond directly to the barriers just observed. A more competitive price is confirmed as the main factor, but it does not work alone. Stronger warranties, nearby authorised workshops, positive reviews from real customers and clear timelines for spare parts and repairs also matter. The point is clear: trust is built above all by reducing uncertainty after purchase.

Figure 8. A more competitive price is the main lever, but warranties, service support, real reviews and clear timelines for spare parts and repairs confirm that BYD must above all reassure consumers.

For BYD, this means shifting part of its communication from the product itself to features and services that help convert perceived risk into trust: service network, intervention times, spare parts availability and battery warranties must become an integral part of the brand’s positioning.

These levers do not carry the same weight for everyone. Segmenting the sample helps to understand how to use them.

Four demand profiles

Cluster analysis makes it possible to interpret the sample in more actionable terms, distinguishing four demand profiles based on the different weight attributed to car purchase criteria. These profiles should be read mainly in the context of electrified vehicles.

Travellers prioritise equipment and ease of use. For them, technology, safety, range, consumption, charging speed and everyday practicality matter. Demanding consumers represent the most complete profile. They seek reliability and after-sales support, but also equipment, comfort, affordability and functional practicality. Savers mainly look at the economic sustainability of the choice, therefore price, comfort and value retention over time. Enthusiasts maintain a stronger link with the emotional dimension of the car: brand, performance and design. For them too, however, reliability and support remain relevant.

Figure 9. The k-means cluster analysis on 278 complete cases identifies four demand profiles, which differ in weight and purchase priorities.

These profiles show that demand cannot be treated as a single block. BYD’s offering can take on different meanings depending on the target. For Travellers, who are more open to the electrified transition but sensitive to practicality, the message should focus on credible range, consumption, charging management and product trials. Equipment remains a further element of reassurance. For Demanding consumers, who are closer to BYD and Chinese brands, the plug-in range, equipment, strong warranties, credible dealers and after-sales support become central. For Savers, the distance is mainly economic and linked to perceived risk. Accessible models, simple purchase options and reassurance on long-term value are therefore needed. For Enthusiasts, who are more attached to the traditional car and less immediately open to electrification and Chinese brands, test drives, technical reviews, design, performance and perceived quality matter instead.

Segmentation therefore makes the transition from evidence to action more concrete: not all consumers ask for the same reassurances, nor do they react to the same messages.

Managerial implications and conclusion

The results indicate that BYD’s main challenge in Italy is to leverage its growing brand awareness by strengthening its credibility during purchase evaluation. For this reason, communication should not be limited to price and technology, but should more clearly include the elements concerning the post-purchase experience.

In this direction, it would be useful to make the service network more visible, explain warranties in simple terms and communicate more clearly the timelines for spare parts and repairs. The reference to the Blade Battery, covered for 8 years or 250,000 km, can also strengthen the message of reliability, especially for those who evaluate BYD but still have doubts about vehicle durability and after-sales service.

Direct product experience remains equally important. Test drives, local events and roadshows can reduce the distance between curiosity and purchase decision, especially among consumers who need practical confirmation before changing brand or powertrain. In parallel, BYD could make greater use of word of mouth: among owners of Chinese brands the NPS is +37.5 points, compared with -3.8 points for traditional European brands. Real reviews, testimonials and referral programmes can therefore help turn the experience of satisfied customers into a reassurance tool for new potential buyers.

The range should also be read from this perspective. Plug-in models, especially DM-i solutions, can help convert more cautious consumers because they offer a more flexible form of electrification that is less dependent on charging. Fully electric models, by contrast, can continue to strengthen the brand’s technological image.

Overall, BYD can grow in Italy if it succeeds in combining affordability, innovation and service reliability, making the brand not only interesting, but also credible and reliable over time.

Concluding note: the role of foreign markets for BYD

After the research was completed, some market developments made the BYD case even more interesting. The group is facing a more complex phase in the Chinese market, marked by a slowdown in sales and increasingly intense price competition. However, international sales remain an area of strong growth: the group has expressed confidence in achieving its objective of 1.5 million units sold outside China in 2026.

For this reason, Europe, and Italy in particular, is becoming a decisive competitive arena. In its domestic market, BYD must defend volumes and margins. In foreign markets, by contrast, it can build positioning, brand recognition and trust among consumers who are still forming their perception of Chinese brands. The challenge will not only be to sell more cars, but to transform industrial advantage into commercial credibility.

From this point of view, direct control over battery technology is a central strategic lever. The Blade Battery, together with the integration of battery technology, vehicle architecture and electric and hybrid platforms, allows the group to present itself not only as a new automotive manufacturer, but as an integrated industrial operator.