Practical buyer
Treats a car as everyday mobility. Compares purchase and ownership costs, service availability and the clarity of the warranty.
OSHAN / FOCUS GROUPS
Oshan: building trust in an unfamiliar car brand
Six focus groups exploring why modern design, technology and an attractive price do not automatically translate into a purchase decision.
01 / INTEREST02 / TRUST03 / CHOICE
6focus groups
B2Cautomotive market
6key findings
3recommendation horizons
01 / CONTEXT
An unfamiliar brand. A high-stakes purchase.
Oshan is an automotive marque associated with Changan. The study examined how buyers perceived an unfamiliar brand, from initial awareness and model comparisons to expectations of the dealer, warranty and ongoing maintenance.
The project concerns the Russian automotive market and prospective buyers in 2024. Its focus was not technical vehicle testing, but how people interpreted the brand proposition and the risks they associated with buying.
An unfamiliar car brand needs more than a compelling photograph. Buyers consider an expensive purchase over several years: who will service the vehicle, whether parts will be available and what will happen if they make a warranty claim.
Separate interest in the product from confidence in ownership
The research question was which product attributes generated interest, what stopped buyers and which evidence could move them from curiosity to serious consideration. Product, price, communications and service were therefore examined as parts of the same purchase decision.
02 / QUESTIONS
What the research needed to answer
- 01
What associations does Oshan trigger?
Establish whether people recognize the marque, which brands they confuse it with and what they expect before seeing a particular model. This separates low awareness from a negative brand image.
- 02
What are buyers prepared to pay for?
Explore design, vehicle category, specification, multimedia, driver assistance and price. The aim is to understand their role in an actual choice, rather than simply collect a list of attractive features.
- 03
How do attitudes toward Chinese brands affect the choice?
Identify persistent concerns about quality and longevity, and the experiences that reinforce or change those beliefs.
- 04
Where do dealers and service arrangements lose buyers’ trust?
Clarify expectations of warranties, workshop access and spare parts. Identify unanswered questions along the purchase journey.
- 05
Which communications support consideration?
Understand which messages and visuals feel credible, which promises need evidence and why emphasizing a low price alone can undermine the brand.
03 / METHODOLOGY
Explore decision logic through discussion
Focus groups made it possible to explore how opinions about an unfamiliar brand formed and differed: which arguments resonated, what prompted doubt and which questions emerged after discussing price and specification. The research design combined discussion with concept evaluation and a review of the buyer journey.
The design prioritizes in-person sessions, with online groups as an option for hard-to-reach profiles. Research materials include consent-based recordings, transcripts and thematic coding. Concept comparisons should use consistent stimuli and capture individual reactions so that the discussion does not replace a participant’s initial evaluation.
6–8target participants per group
100–120minutes: session framework
Six groups are the project scale reported in the case materials. The 6–8 participant group size, age criteria and agenda below describe the research design. A separate verified total attendance figure is not reported.
Young family
Considers shared journeys, safety, space and predictable expenses. An unfamiliar marque is assessed against the prospect of long-term ownership.
Technology-oriented buyer
Pays attention to multimedia, connectivity, digital features and assistance systems. Interested in innovation, while still questioning reliability and support.
04 / RECRUITMENT
Recruit people with relevant experience
The recruitment framework covered drivers aged 25–55 with at least one year of driving experience, ownership experience in the B/C/SUV categories and a foreseeable purchase intention. Budget, considered marques and life circumstances matter alongside demographic characteristics.
Relevant experience
Confirm a driving licence, driving history and the vehicle currently owned.
Purchase intention
Check the purchase horizon—within 12 months or one to two years—along with budget and considered alternatives.
Differences within the audience
Compare the 25–34, 35–44 and 45–55 age bands, the role of a car in daily life and purchase priorities.
Professional exclusions
Exclude direct employment in automotive, research and marketing roles so that expert knowledge does not replace a buyer’s response.
Previous research participation
Check focus group participation within the past six months and reduce the risk of recruiting habitual professional participants.
Informed participation
Agree the session length, recording arrangements and confidentiality in advance. Incentives are budgeted separately according to recruitment difficulty.
05 / SESSION
From first impressions to purchase conditions
Example 120-minute agenda. Module timing is adjusted to the discussion, with room for transitions and follow-up questions.
10 minIntroduction and ground rules
+
Explain the format, confidentiality and recording. Create room for participants to voice concerns and disagree safely.
10 minOwnership experience
+
Use short stories about journeys and car use to move from abstract preferences to real situations.
15 minBrand associations
+
Collect first associations with Oshan and Chinese marques before presenting detailed materials. Separate spontaneous perceptions from stimulus-driven reactions.
15 minCompetitive perception map
+
Discuss four alternative-brand cards, price references, expected quality and value. Explore where people place Oshan and why.
20–25 minConcept evaluation
+
Present two or three concepts: vehicle images, specifications, price cards and advertising messages. Capture individual evaluations before the group discussion.
15 minDealer, warranty and service
+
Discuss purchasing and support scenarios. Identify the documents, timelines and dealer actions that reduce uncertainty.
15 minBuyer journey
+
Trace the steps from awareness to servicing. Mark where people look for information, compare alternatives or withdraw from consideration.
10 minClosing reflection
+
Revisit the strongest arguments for and against. Ask what changed participants’ views, what remains unanswered and what needs further validation.
Neutral moderation is essential
The moderator does not defend the brand or seek agreement with a product idea. Their role is to maintain focus, invite quieter participants in, manage dominant voices and probe reasons. Asking what specifically concerns someone is more useful than trying to convince them that the concern is unfounded.
06 / STIMULI
Discuss concrete propositions
Models and specifications
Photos, key characteristics and equipment lists to anchor discussion in a concrete offer.
Short demonstrations
Feature, multimedia and safety videos to test whether the benefits of technology are clear.
Price and alternatives
Comparable price cards and offer options to uncover expectations beyond a response to discounts.
Warranty scenarios
Service package options and support conditions to discuss evidence of dependable ownership.
Dealer experience
An expectations checklist spanning first contact, test drives, purchase and servicing.
Discussion of price ranges informs hypotheses. A group-based price exercise does not replace a quantitative pricing study or demand estimate.
07 / ANALYSIS
From individual comments to a pattern of barriers
The analytical logic connects perception, its underlying reason and the consequence for the decision. The steps below explain how to interpret the qualitative findings in this case.
Separate first reactions from arguments
Compare spontaneous associations, individual evaluations and the closing discussion. Distinguish prior beliefs from responses to the materials or other participants.
Group recurring themes
Organize comments about price, design, technology, quality, warranties, parts and service. Within each theme, separate experience, expectation, concern and assumption.
Compare decision logic
Look beyond common motivations to differences between profiles: who prioritizes digital features, who needs family practicality and who focuses on predictable expenses.
Connect a finding to an action
Link each barrier to a brand response, a touchpoint and a subsequent validation method. A useful recommendation specifies what to change and how to evaluate the change.
08 / KEY FINDINGSThe car creates interest.
The car creates interest.
Ownership confidence builds trust.
Awareness is limited
Participants were not very familiar with Oshan and could confuse it with other Chinese marques. More specific knowledge appeared among people who follow new car brands.
BUSINESS IMPLICATION
Explain what the brand stands for and where its offer fits before relying on recognition. A logo or name alone cannot be expected to supply that context.
Affordability does not establish trust
An attractive price coexisted with concerns about longevity. Being perceived as an affordable Chinese car did not automatically create a favorable brand image.
BUSINESS IMPLICATION
Support the value proposition with tangible evidence: clear ownership terms, independent testing and real service experience.
SUVs provide a stronger product anchor
The X5 and X7 prompted positive reactions to design and specification, while responses to MPVs and sedans were more restrained.
BUSINESS IMPLICATION
Build a clear SUV proposition around recognizable use cases. This is a qualitative positioning insight, rather than a forecast of model sales shares.
A low price attracts and raises questions
An appealing deal generated interest but could also suggest compromises in quality, followed by concerns about repairs and spare parts.
BUSINESS IMPLICATION
Explain value and offer composition rather than cheapness alone. Help buyers compare equipment and support alongside the purchase price.
The main barrier lies beyond the purchase
Parts availability, maintenance quality and understandable warranty terms affected willingness to consider the brand. Without confidence in support, product appeal might not lead to the next step.
BUSINESS IMPLICATION
Make service part of the pre-sale proposition: show workshop locations, parts supply arrangements, warranty processes and dealer responsibilities.
Technology creates interest without removing risk
Younger participants responded positively to multimedia, assistance systems and digital features. These benefits did not eliminate concerns about quality and servicing.
BUSINESS IMPLICATION
Connect technology to everyday benefits and ongoing support. A modern product promise needs a credible explanation of how the features will keep working over time.
09 / RECOMMENDATIONS
Three horizons for building trust
Recommendations are organized by implementation horizon. They describe proposed directions, rather than a confirmed client implementation schedule.
Make the promise verifiable
- Evidence of reliability
Use independent tests, real servicing stories and owner experience. Pair each promise with specific supporting evidence.
- A clearer value message
Shift the emphasis from cheapness to technology, specification and sensible value. Avoid making positioning a list of discounts.
- Transparent conditions
Explain warranty conditions, claim procedures, service access and parts supply on the website and at dealerships.
Align the proposition with the experience
- Consistent service standards
Standardize reception and support at dealerships, using a checklist and a clear communication process.
- Lower perceived ownership risk
Evaluate a five- to seven-year warranty or an initial service package. These are options for commercial assessment and testing, not implemented terms.
- Technology communications
Develop messages for technology-oriented buyers that demonstrate everyday benefits of multimedia, connectivity and assistance features.
Support trust with infrastructure
- Service presence
Improve access to workshops and parts in priority locations, informed by customer geography and network capacity.
- An SUV focus
Build a coherent proposition around accessible, technology-led crossovers and connect it to product demonstrations.
- An owner community
Develop community activities, events, test drives and experience-sharing formats that give prospective buyers real reference points.
10 / VALIDATION
How to evaluate the recommendations
The next analytical step is to turn recommendations into testable hypotheses. This is a proposed measurement framework, not a set of achieved project metrics.
Brand understanding
Check whether people can explain what Oshan is and how its proposition differs from alternatives.
Purchase consideration
Compare willingness to shortlist the brand after exposure to different messages and evidence.
Support comprehension
Test whether buyers understand the warranty, service route and what to do when a problem occurs.
Dealer experience
Assess whether buyers receive complete answers, consistent follow-up and an explanation of unresolved concerns.
The next action
Measure enquiries and test drives in communication tests while accounting for channels, audiences and other changes to the offer.
11 / OUTCOME
The central insight: sell a credible ownership experience alongside the car
Design, specification and digital features give people a reason to notice Oshan. Moving that interest toward serious consideration requires evidence of reliability and clear after-sales support. Service, warranty and parts communications are therefore part of the product’s value, rather than secondary information at the bottom of a website.
PERCEPTIONBARRIERSACTIONS
The case provides qualitative findings and recommendations. They describe participant perceptions, rather than population-level brand awareness or demand estimates. The materials do not establish implementation, sales uplift or conversion gains. Those outcomes require separate research or an experiment.
FROM INSIGHT TO ACTION
What stops customers choosing your brand?
Design a perception study, evaluate concepts and explore the customer journey from first impressions to the purchase decision.