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The resale market is no longer outside the retail system.

For decades, brands focused almost exclusively on the first transaction. A product was sold. The commercial relationship effectively ended there. What happened to the product afterward largely took place in secondary markets beyond the brand’s visibility.

That structure is beginning to change.

In a recent EVOLVE expert session, an operator described how the Covid period accelerated customer interest in resale and second ownership models. At the same time, brands had very limited infrastructure to participate directly in that market.

“There were very few tools that allowed brands to manage the resale relationship with their own customers.”

Historically, the pre owned economy developed independently through marketplaces and peer to peer platforms. Brands supplied the products but rarely had operational involvement in the subsequent lifecycle.

The implication is strategic.

If the resale market continues to expand, value creation will increasingly occur beyond the original point of sale. Brands that lack visibility into this secondary circulation risk losing both data and customer proximity.

Resale therefore becomes more than a sustainability narrative.

It becomes a structural question about where brands participate in the lifecycle of their own products.

“The pre owned market is no longer external to retail. It is becoming part of the business model.”

Circular retail models allow companies to remain present across multiple ownership cycles. This changes how inventory, customer relationships and product longevity are understood inside the business.

Circularity, in this context, is not primarily a communications theme.

It is an operational shift in how retail systems are designed.

AI will not fix broken systems.

It will scale them.

In a recent EVOLVE session, the discussion moved away from speculation and toward operational reality. Artificial intelligence is already embedded in forecasting, risk modelling, supply chains and financial infrastructure.

Its impact is measurable.

But one principle became clear.

AI amplifies existing systems. It does not repair them.

If incentives are misaligned, AI accelerates misalignment.
If governance is weak, AI increases exposure.
If data quality is poor, AI scales flawed inputs into confident outputs.

The technology is not self-correcting. It reflects the structure into which it is deployed.

This has direct implications for leadership teams.

When predictive accuracy improves, accountability increases.
When automation expands, oversight must mature at the same speed.
When decision support systems become more powerful, clarity of responsibility becomes more important, not less.

AI strengthens capability. Governance determines direction.

Organizations that treat AI as a solution will be disappointed.
Organizations that treat it as an amplifier will redesign the system before scaling it.

The relevant question is no longer whether AI works.

It is whether the underlying system is worth amplifying.

That's where the EVOLVE Commerce Club comes in.

With over 80 ambassadors spanning multiple markets and boasting diverse subject matter expertise, we're fostering a community where members can forge invaluable connections, support one another, and cultivate international relationships.

Will it work?
Frankly, I can't say for certain.

However, I firmly believe that bringing together exceptional individuals increases the odds of success in any venture.

If you're interested in learning more, feel free to send me a direct message.

The Brazilian Electric Vehicle (EV) Market is entering a robust growth phase, with projections indicating a significant compound annual growth rate (CAGR) of approximately 17% from 2022 to 2028.

Heightened demand for EVs in Brazil's urban centres signifies a clear shift towards cleaner mobility options, driven by escalating gasoline prices and the government's steadfast commitment to mitigating greenhouse gas emissions.

Notably, the market's progress is bolstered by supportive regulatory frameworks such as tax incentives and subsidies, alongside advancements in battery technology and charging infrastructure.

Brazil's South/ Southeast regions are distinguished market contributors, where population density and a robust charging network cater to a growing segment of environmentally conscious consumers.

Companies that are making strong moves into the EV market in Brazil include:

BYD
Volkswagen Group
Renault
Nissan
BMW
JAC Motors
CAOA Chery

On my recent trip to São Paulo, I spoke to several taxi or Uber drivers who shared some of the incentives that companies like UBER offer to shift from regular to electric cars.

According to the Brazilian Association of Electric Vehicles, Brazil just surpassed 100k Electric Vehicles.

According to reports, the public charging network in Brazil went from 1,000 to 2,800 units between 2021 and 2022 – that's one charging spot for every 14 vehicles.

In the U.S., it's one for every eight cars, so Brazil is catching up fast.

This is a major trend that I have seen firsthand in Brazil, and there is no sign of going back.

I have adapted the text above from the following sources:
Research and markets (dot) com
Quatro rodas(dot) com

Want to develop strategic partnerships in Brazil?
Ping me for more :)