New Zealand’s marketing sector, particularly within vehicle retailing, has experienced a year of adaptation and opportunity amidst a changing economic and technological landscape. Key regulatory changes—such as the introduction of road user charges for electric vehicles and the arrival of new car brands—have reshaped how marketing teams approach strategy, timing, and workload distribution.

Despite increased demand and tighter deadlines, some organisations report stable staff retention. Passionate, product-driven teams are helping companies navigate market changes without significant turnover. Yet the pressures on marketing departments have undeniably grown, driven by evolving consumer habits and broader market uncertainty.

Notably, the average consumer is now holding onto vehicles longer, influenced by both economic constraints and the competitive edge offered by extended warranties. This trend presents a challenge for marketers trying to drive frequent engagement or generate leads through traditional sales messaging.

Meanwhile, the continued rise of artificial intelligence has changed content creation expectations. As AI-generated content becomes more difficult to differentiate from human-made work, marketers face a growing need to reinforce brand authenticity. Strategies now include a greater emphasis on regular, personal content and user-generated material that builds trust and emotional connection with audiences.

“As AI evolves… there’s the opportunity to incorporate regular, authentic content into your long-term strategy.”

In a discussion with Aiden Boast, Temporary Specialist Recruitment Team Leader at people2people, Karl Sullivan, Marketing Manager at Ingham Motor Group, reflected on the major shifts in marketing practices within New Zealand’s automotive sector.

Sullivan noted the rollercoaster nature of the past year. “Especially in New Zealand with the addition of road user charges on electric vehicles and plug-in hybrids… it’s definitely keeping things interesting and the team busy,” he said. Despite these disruptions, Sullivan reported strong retention: “There haven’t been any changes in the staff turnover.” The key, he explained, lies in passion—his team remains engaged through their connection to the products and brands they support.

One of the most pressing challenges, Sullivan explained, is consumer behaviour. “Consumers are holding onto their vehicles for longer,” he noted. This shift is attributed to both the economic climate and the increasingly attractive long-term warranties being offered by competitors. For marketers, this means adapting strategies to engage a slower-moving buyer cycle.

On the opportunity front, Sullivan sees AI’s emergence as a double-edged sword. While the technology can enhance content generation and efficiency, it also raises concerns about credibility. “As AI evolves and becomes more challenging to distinguish from the human-created content,” he said, brands must focus on staying authentic. One solution: “User-generated content, which is a powerful tool.”

This emphasis on authenticity is especially important in industries where brand trust is critical to long-term success. Sullivan advocates for a shift in marketing focus—from volume to value—and building strategies that integrate real customer experiences and feedback.

Marketing teams, especially in retail sectors like automotive, are learning to balance the new opportunities AI provides with a renewed focus on personalisation, brand voice, and connection. The message is clear: authenticity is not just a preference, but a competitive advantage in an increasingly automated digital space.

Practical Takeaways for Marketing Teams in New Zealand



• Navigate regulatory shifts with agile marketing strategies and adaptable campaign timelines.

• Focus on long-term customer engagement strategies to counteract longer product cycles.

• Use AI responsibly, complementing it with human oversight to maintain brand tone and quality.

• Integrate user-generated content to enhance authenticity and build trust with audiences.