How the bargaining position of fleet customers vis-à-vis automakers will change in 2026

The years 2020–2023 presented fleet managers with an unprecedented challenge. Semiconductor shortages, production outages, extremely long delivery times, and rising vehicle prices significantly weakened the bargaining position of corporate customers. Automakers dictated the terms, limited fleet discounts, and favored the retail segment with its higher margins.

In 2026, the situation is different—though not quite a return to the “old days.” The market has stabilized, production capacities have returned to normal, but at the same time, regulatory pressures are increasing (emissions standards, mandatory BEV quotas), the structure of demand is changing, and automakers are shifting to agency sales models. Fleet managers are thus entering a new phase where it’s no longer just about vehicle prices, but about the comprehensive terms of fleet contracts, flexibility, residual value guarantees, and TCO management.

So how is the bargaining power of fleet clients changing? Where are the new opportunities, and where, conversely, are the risks? Let’s take a systematic look at current trends.

The Return of Fleet Discounts—But Selectively

Although fleet discounts are gradually returning, they are not universal. Car manufacturers now differentiate based on:

• contract volume,
• powertrain mix (ICE vs. BEV),
• the client’s strategic value (international vs. local),
• the ability to guarantee long-term cooperation.

Fleet managers no longer negotiate merely a percentage discount off the list price of vehicles. The key is to understand where the automaker has its own strategic interests—for example, quickly meeting emissions targets through the sale of electric models.

Electrification as a New Negotiating Tool

The transition to electric mobility is fundamentally changing the structure of fleet contracts.

Automakers need fleets to meet CO₂ targets

EU regulations are pushing manufacturers to reduce fleet emissions. Corporate fleets account for a significant portion of new vehicle registrations. This creates new room for negotiation:

• higher discounts on BEV models,
• preferential service packages,
• extended battery warranties,
• support for building charging infrastructure.

A fleet manager who is prepared to increase the share of electric vehicles gains a stronger negotiating position than one who insists exclusively on internal combustion engines.

Residual Value Risk as a New Factor

For electric vehicles, uncertainty regarding residual value is a key TCO parameter. Rapid technological advancements can reduce the resale value of older models.

That is why it is important today to negotiate:

• a buy-back value guarantee,
• contract flexibility (early termination),
• transfer of residual value risk to the leasing partner.

The fleet client’s negotiating position is shifting from “lower the price of the vehicles” to “let’s optimize the total cost of ownership.”

The Agency Sales Model and Its Impact on Fleet Contracts

Several automakers are switching to the agency model, in which the vehicle price is set not by the dealer but centrally by the manufacturer.

Less Room for Local Negotiation

In the agency model, there is less room for individual discounts through the dealer. The fleet manager must:

• negotiate directly with the importer or corporate headquarters,
• work with framework agreements at the group level,
• engage international bidding structures.

This increases the importance of professionally prepared RFP processes and data-driven arguments (actual volume, historical registrations, service costs).

Greater Emphasis on Transparency and Long-Term Sustainability

On the other hand, the agency model offers:

• greater price transparency,
• consistent terms across markets,
• more stable conditions throughout the term of the fleet contract.

The fleet manager thus gains a more predictable environment, but must work more strategically.

TCO as a Fleet Manager’s Key Negotiating Tool

By 2026, vehicle price will no longer be the only or even the main factor. TCO (Total Cost of Ownership) will be the deciding factor.

What factors contribute to TCO today?

• purchase price,
• financing (interest rates),
• service and maintenance,
• tires,
• insurance premiums,
• energy/fuel consumption,
• residual value.

A fleet manager who works with accurate data on the fleet’s actual costs has a significantly stronger negotiating position than one who relies solely on list prices.

The selection of a suitable vehicle model also plays a significant role. For employees who primarily take city and regional business trips, the Škoda Octavia, for example, may be a suitable choice in terms of fuel economy, operating costs, and comfort .

Data as a Negotiation Tool

Today, automakers respond to hard numbers:

• average annual mileage,
• actual service costs,
• vehicle downtime,
• actual fleet CO₂ scores.

Transparent data analysis makes it possible to negotiate better fleet contracts and justify the desired terms.

Market fragmentation and pressure from Chinese brands

Another factor strengthening the bargaining position of fleet customers is the entry of new players, particularly from Asia.

Alternatives to traditional brands

Chinese and other new brands offer:

• aggressive pricing,
• high-end standard equipment,
• and intense pressure on established automakers.

For fleet managers, this means greater competition among suppliers. Although new brands may not be suitable for every fleet, the mere existence of alternatives increases bargaining power against traditional OEMs.

How should a fleet manager respond in 2026?

Fleet clients’ bargaining position has improved compared to the crisis years, but it has become more complex.

Recommendations:

1. Diversify brands —don’t become dependent on a single OEM.
2. Negotiate TCO, not just vehicle prices.
3. Use electrification as a strategic lever.
4. Prepare for the agency model—professionalize your RFP processes.
5. Work with data and market benchmarks.

The fleet manager is no longer just a “car buyer,” but a mobility strategist.