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Automotive Insights from JD Power Research

In an era of record-high vehicle prices and extended ownership periods, the decision-making process for purchasing a vehicle is more complex than ever. To explore strategies for standing out in this competitive landscape, Frank Hanley, senior director of auto benchmarking at JD Power, shared his perspective on empowering shoppers to make informed decisions, the importance of highlighting dependability and driving EV adoption. These insights can help to inform or shape automotive marketing strategies in 2026. 

Why Access to Unbiased Information is Critical for Today’s Consumer 

Today’s automotive shoppers face overwhelming choices, making unbiased and reliable information more valuable than ever. 

While vehicle shoppers can access countless online reviews and editor ratings, these sources often fail to capture the full picture, relying on feedback from a small, unrepresentative sample of consumers. 

JD Power’s approach is different: 

• We collect data from more than 6 million consumers annually, delivering insights grounded in real-world experiences.
• The research behind our rankings is independently funded and based on feedback from a large, representative sample of verified customers—not testers, editors, or so-called experts.
• We identify areas of satisfaction and common problems, helping consumers make better-informed decisions. 

This unbiased data empowers shoppers to make their choices with confidence and select a vehicle that genuinely aligns with their needs and expectations. 

The Importance of Promoting Long-Term Dependability 

Consumers are keeping vehicles longer than ever—on average, 12 years or more¹— beyond the typical 3-year/36,000-mile warranty period. Unsurprisingly, expected reliability has become the top reason buyers choose one model over another. ² The JD Power 2026 U.S. Vehicle Dependability Study highlights this growing customer focus on dependability, underscoring the fact that not all vehicles age equally.

• While some brands see a reduction in problems from 90 days of ownership to three years by as much as 12%, others experience as high as a 39% increase in problems during this period.
• The average rate of increase in problems from 90 days to three years is 6% for the industry. 

Marketers promoting makes and models with strong dependability have powerful messaging opportunities that meet the expectations of modern car buyers. 

Rethinking EV Marketing to Drive Adoption 

As electric vehicles (EVs) gain momentum, marketers face unique challenges in connecting with consumers. Current marketing often emphasizes aspects of the EV experience, like advanced technological features, that don’t resonate as well with first-time EV buyers. 

To maximize resonance, EV marketing should focus on: 

• Convenience: Highlight the benefits of home charging and reduced trips to refuel.
• Performance: Emphasize the smooth, powerful driving experience of electric engines.
• Range: Consumers might be promised a 350-mile range on a single charge, but real-world conditions—such as driving style, HVAC use and temperature—can have a significant effect on their overall range. Be transparent about range variability due to factors like driving style and weather to build trust.

By addressing shopper pain points and focusing on practical benefits, automakers can accelerate EV adoption while aligning with shoppers’ needs. 

Final Thoughts 

As the automotive market evolves, understanding shifting shopper expectations is essential for standing out in 2026.

1. Empower consumers with reliable information: When featuring third-party information in marketing, ensure that it comes from a credible, independent source.
2. Highlight vehicle dependability: Emphasize vehicle reliability in marketing and advertising, recognizing that consumers are keeping their vehicles for longer periods.
3. Focus on EV benefits: Emphasize key aspects of the EV experience, including convenient home charging, realistic range, and the high-performance driving experience. 

By leveraging these data-driven insights, marketers can better connect with today’s automotive customers and stand out in a highly competitive market.  

Learn more about these automotive awards:

U.S. Vehicle Dependability Study^SM

U.S. Electric Vehicle Experience (EVX) Ownership Study^SM

U.S. Customer Service Index (CSI)^SM

U.S. Electric Vehicle Experience (EVX) Home Charging Study^SM

 

¹JD Power 2026 U.S. Vehicle Dependability Study^SM

²JD Power 2026 U.S. Sales Satisfaction Index (SSI) Study^SM 

Financial Health of U.S. Consumers Improves, But Spending Changes Hint at More Struggles to Come

• The total share of financially unhealthy consumers in the U.S. fell to 68%, a 4-percentage-point improvement from January
• One-third of consumers say their financial situation will worsen in the next three months

• The vast majority of consumers have changed spending habits, with many purchasing less expensive grocery items and even purchasing less food for their households

   

As holiday bills continue to be paid off and tax refunds get set to hit consumers’ bank accounts, the number of consumers in the U.S. classified as financially unhealthy^[1] is 68%, as measured by JD Power. That marks an improvement from 72% last month, but it hardly spells widespread relief.

Overall, 50% of consumers are buying fewer items to stay within a budget, and 25% say they are using savings to survive today. While consumers try to stay resilient in trying times – 38% have found new ways to earn extra income, for example – the struggles they are experiencing are becoming hard to ignore.

 

Financial Health Improves Slightly

In February, the total share of financially unhealthy consumers, defined as vulnerable, overextended or stressed, fell to 68%. That reflects a 4-percentage-point improvement from January. 

 

 

Still, despite that improvement, fewer than half of consumers feel financially stable or secure. In fact, 32% say that they worry their financial situation will worsen over the next three months. Overall, 65% of consumers say the price of goods is increasing faster than their income in February, a slight decline from the rate of the past six months.

 

The Slow Burn of Higher Prices

 

Bubbling under the surface of these overall financial health readings is a very real need for a capital infusion. Overall, 50% of consumers say they have changed the amount of goods that they purchase to fit a tighter budget, and 25% say they are using money from their existing savings to pay for their current expenses.

 

Overall, 86% of consumers say they have changed their spending habits, and not just their discretionary spending. A staggering 42% say they have purchased less expensive food items, while 34% say they have turned down their thermostat in their home, and 33% say they have switched to less expensive food options. 

 

Consumers are trying to find ways to combat these changes to their budgets. When asked what actions they’ve taken in the last three months to make more money available to manage increasing costs, 38% of consumers say they have found new ways to earn extra income, while 27% have changed how much they contribute to savings, and 17% have lowered debt payments. 

 

Consumers under the age of 40 are particularly aggressive in altering their habits, potentially sacrificing their future to improve their present financial situation. These consumers are twice as likely to reduce investing (21% vs. 12%), reduce retirement contributions (17% vs. 9%) and refinance existing debt (15% vs. 7%) than those over the age of 40 (7%).

 

 

 

Tax Return to the Rescue?

Tax season is here, and while some consumers are concerned they may owe more this year, others are banking on refunds. Almost half (49%) of consumers say they have the same level of anxiety about tax season than they did last year, while 23% have more anxiety than normal, and 8% have less. Overall, 20% say they have no anxiety about tax season. All of these levels are largely in line with 2025. 

 

 

When asked about their expected tax outcome, most consumers are cautiously optimistic. Just 16% said they expect to pay more than last year, down from 22%, and 21% say they expect to pay the same as last year, down from 24%. Meanwhile, 16% say they expect a bigger return from last year, up from 11%, while 27% say they expect the same refund as last year. 

 

 

 

Resilience in the Face of Hardship

Even if consumers do get a favorable tax outcome, the underlying metrics around financial health should give everyone pause. Yes, consumers are exhibiting resilience in the face of financial difficulties, finding ways to creatively patch together a tighter budget, but some of the spending cuts being made by a wide swath of consumers aren’t necessarily sustainable. 

About one‑third of consumers — and nearly half of those under 40 — have sought help affording everyday living. When it comes to financial advice, consumers are as likely to consult internet or social media sources as they are to talk to a bank (both 25%) and are twice as likely to ask family or a friend (54%). This is where banks could make inroads into building better relationships and offering the kinds of financial advice and spend management tools to help consumers navigate the current economy.

 

Find out More

This Banking and Payments Intelligence Report is based on responses from 4,000 consumers nationwide and was fielded in February 2026. It was authored by Jennifer White, senior director of financial services intelligence at JD Power. Please contact us at the numbers below to connect with Ms. White or to learn more about the underlying research.

 

Media Contacts
Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Joe LaMuraglia, J.D. Power; East Coast; 714-621-6224; [email protected]

[1] JD Power measures the financial health of any consumer as a metric combining their spending/savings ratio, creditworthiness, and safety net items like insurance coverage. Consumers are placed on a continuum from healthy to vulnerable.

Vehicle Configuration Complexity and Strong Used-Vehicle Market Wreak Havoc on Auto Insurance Valuation Models and Carrier Profitability 

• Vehicle configuration complexity has increased exponentially over the last 10 years, primarily driven by a shift from mechanical systems to “software-defined” architectures, with over 600,000 unique vehicle configurations sold in North America in the 2025 model year
• Average used-vehicle retail prices have risen 20% in the past five years
• Auto insurance actuarial models built on incomplete vehicle identification data could be off by upwards of $15,000 per vehicle

 

Henry Ford famously said that customers “could have a Model T in any color they want—so long as it was black.” Today’s automotive market could not be more different. Vehicle customization has exploded over the past decade as automakers compete to meet increasingly specific consumer preferences. For example, in the large pickup truck segment, the Ford F-150 currently has upwards of 100,000 unique build configurations and, market-wide, more than 600,000 unique vehicle configurations were sold in the United States in the last year alone, according to JD Power data.

While this level of customization has benefited consumers and automakers, it has created a growing challenge for auto insurers. Many actuarial models used to price and underwrite policies still rely on simplified vehicle identification data that cannot fully capture the configuration and replacement value of modern vehicles. At the same time, volatility in used-vehicle pricing and rising repair costs are further complicating valuation models that were built for a far more predictable market.

This combination of vehicle complexity and market volatility is creating a widening gap between the values insurers assume during underwriting and the costs they ultimately face when repairing or replacing vehicles after a claim.

This Insurance Intelligence Report explores key data points gathered from JD Power studies and proprietary market data to offer a data-driven perspective on the current state of insurance industry vehicle valuations.

 

Widespread MSRP Variability Within the Same Trim

One of the most significant challenges insurers face today is the dramatic variability in vehicle pricing—even among vehicles that appear nearly identical on the surface. Automakers now offer a wide range of factory-installed options, packages and custom features that can dramatically affect a vehicle’s price. From advanced driver assistance systems (ADAS) and upgraded powertrains to premium interiors and specialty paint packages, two vehicles with the same year, make, model and trim can have vastly different original values.

For example, a 2024 Ford F-150 Lariat 4WD SuperCrew with a 5.5-foot bed could have been sold for approximately $69,630 with standard options, while a fully optioned version of the same vehicle could reach $84,465, according to JD Power data. 

For insurers, this creates a consequential underwriting blind spot. Unless they have access to the full 17-digit vehicle identification number (VIN) and the corresponding OEM build data tied to that VIN, they may not know which configuration they are actually insuring—creating up to $14,835 in unknown price variability.

Many insurers rely on a shortened VIN identifier—often referred to as a “squish VIN”—when building underwriting models or quoting policies. While this truncated VIN provides basic information such as year, make, model, and sometimes trim level, it lacks the detailed configuration data needed to accurately assess a vehicle’s full replacement value.

As vehicle configuration complexity continues to increase, reliance on simplified vehicle identification methods can introduce significant pricing inaccuracies into underwriting models.

The Great Used Vehicle Price Reset

Vehicle complexity is only part of the challenge. The used-vehicle market has also undergone significant structural changes over the past several years.

The average used-vehicle retail price is now $29,488, reflecting a more than 20% increase over the past five years, according to JD Power data. Much of this increase can be traced to supply shortages caused by pandemic-era production disruptions, which limited the availability of late-model used vehicles entering the market.

 

For insurers, this volatility creates another modeling challenge. Traditional valuation models have long relied on the assumption that most mass-market vehicles depreciate roughly 20% per year. However, recent market dynamics have disrupted those historical depreciation patterns.

Take the earlier example of the 2024 Ford F-150. Today, that vehicle is worth approximately $50,965, representing a 28% decline from its original MSRP. Under traditional depreciation models, insurers might have estimated the vehicle’s current replacement value at roughly $55,165, resulting in a $4,200 gap between projected and actual value.  EV’s are further complicating traditional valuation models as EVs are projected to lose 59% of their value over five years, compared to an industry average of 46% for all vehicle types, according to JD Power data.

Across millions of insured vehicles, valuation discrepancies like this can meaningfully impact claims severity and insurer profitability.

 

More Tech, More Problems

Another major factor complicating insurance valuation models is the rapid expansion of vehicle technology. Modern vehicles increasingly include ADAS such as automatic emergency braking, adaptive cruise control, lane-keeping assistance and collision avoidance technologies. While these features improve safety and help reduce the likelihood of severe accidents, they can significantly increase repair costs when collisions occur.

Sensors, cameras and radar modules are often embedded in bumpers, mirrors, windshields and body panels. Even minor accidents can require expensive sensor replacements and complex recalibration procedures.

Accurately modeling this risk requires insurers to know precisely which safety technologies are installed on each vehicle they insure. Without accurate, detailed VIN-level configuration data, insurers may not have visibility into which vehicles contain these systems and which do not—introducing further uncertainty into repair cost projections.

 

AI Transformation

As insurers increasingly adopt AI-driven underwriting, claims automation and pricing optimization tools, the importance of accurate foundational data becomes even greater. Artificial intelligence models are only as effective as the data used to train them. Without precise vehicle configuration and valuation inputs, AI systems risk amplifying inaccuracies rather than improving decision-making.

Insurers that modernize their vehicle data infrastructure will be better positioned to price risk accurately, control claims severity and maintain profitability in an increasingly complex automotive landscape.

 

Cracking the Code

With the average new-vehicle transaction price now exceeding $46,000, insurers should expect continued upward pressure on vehicle repair and replacement costs. However, rising costs do not necessarily mean insurers must accept greater pricing uncertainty.

Insurance has always been about accurately measuring and pricing risk. In today’s competitive environment, doing so requires more precise data about the vehicles being insured.

As vehicle complexity has accelerated, insurers need to be able to track more detail than what’s currently available in “squish vin” datasets. Access to full 17-digit VIN configuration data, OEM build information, real-time vehicle valuation insights and feature-level vehicle attributes can help insurers build more accurate underwriting models, improve claims severity forecasting and better align pricing with actual risk. 

 

What Lies Ahead

For an insurer, moving from generic VIN decoding to precise, configuration-level data transforms the business from reactive to surgical. As vehicles have become “computers on wheels,” with significant price variations, knowing the exact build data—not just the year, make, and model—is the difference between profitability and a loss ratio spike.

After years of record rate increases and now that pricing issues have been resolved, auto insurance carriers are pulling out all the stops to grow.  By shifting from broad vehicle categories to precise, VIN-level configuration data, insurers are gaining the pricing confidence needed to aggressively target new growth opportunities by selling to a broader set of consumers with varying degrees of risk.

 

Find out More

This Insurance Intelligence Report was authored by James Vecchio, Head of VIN Products at JD Power. The analysis draws on JD Power studies, proprietary market data, and VIN‑level configuration and valuation intelligence, including insights derived from the JD Power StudyPrice 2.0 tool, which decodes the full 17‑digit VIN to reflect a vehicle’s exact build profile.

JD Power Specialty Vehicles provides P&C insurance carriers with advanced decoding and valuation products for powersports, marine, recreational vehicles, classic cars, commercial trucks, and manufactured housing. Available via subscription, our data is the most accurate and robust in these industries—trusted by more than 90% of the market.

To learn more about the research, underlying methodology, or vehicle valuation capabilities available to insurers, please contact the JD Power Insurance Intelligence team.

Media Contacts
Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Joe LaMuraglia, JD Power; East Coast; 714-621-6224; [email protected]

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How Wealth Management Firms Can Stay Ahead of the Advisor Shortage

As more veteran financial advisors prepare to retire and younger investors increasingly begin seeking professional guidance, many wealth management firms are entering a period of supply-demand imbalance. The number of experienced advisors is declining just as demand for advice is rising. According to the newly released JD Power 2025 U.S. Financial Advisor Satisfaction Study, firms that want to remain competitive need to act now to address advisor recruitment, productivity and retention.

“Roughly 26 percent of advisors today are over the age of 65, and 20 percent say they plan to retire within five years,” said Mike Foy, Managing Director of Wealth Intelligence at JD Power. “At the same time, we’re seeing a shift in investor behavior. Many younger, self-directed investors are beginning to seek out professional advice.”

This creates a critical moment for firms to rethink how they attract, support and retain advisor talent.

 

Retaining Advisors Starts with Leadership

The study found that advisor satisfaction is strongly influenced by leadership behavior and culture. Foy identified three attributes that matter most to advisors: strategic direction, accountability, and transparency.

“Advisors want to know the firm has a clear and smart strategy that prioritizes both the client and the advisor,” said Foy. “They also expect leaders to create an environment where performance is recognized and rewarded appropriately. And they want honest, timely communication.”

Retention is not just about compensation. It is about building confidence and connection between advisors and the firm’s long-term vision.

 

Autonomy Is a Competitive Advantage

Top-performing firms in both the employee and independent channels share a common trait: they empower advisors to build their business with flexibility.

“Whether advisors are W-2 or independent, they want to feel trusted to manage their client relationships and operate their practice in a way that works for them,” said Foy. “Even firms with more structured employment models, like Stifel, Edward Jones, and Raymond James, are successful because they offer autonomy within that structure.”

Creating an entrepreneurial culture—one that values advisor input and respects how they work—is essential to attracting and keeping top talent.

 

Technology Must Be Strategic, Not Overwhelming

Technology continues to play a significant role in shaping the advisor’s experience, but many firms are struggling to strike the right balance.

“Advisors are split,” Foy explained. “Some say the technology is behind and needs to move faster. Others feel overwhelmed by constant updates and change. The challenge is to modernize without creating friction.”

The firms that are most successful are those that invest in the right capabilities, roll them out with thoughtful training, and align tools with what advisors actually need to grow their business.

 

Invest in the Next Generation of Advisors

The industry is not just facing a retirement wave. It is also facing an advice renaissance, especially among younger investors.

To meet this demand, firms must expand their pipelines. That means actively recruiting new advisor talent, offering structured onboarding, and building mentorship programs that help early-career professionals succeed in an evolving client landscape.

Clients today are looking for holistic, goals-based advice delivered with digital ease. Advisors need to be equipped to meet that standard.

 

What Firms Should Do Now

To stay competitive, firms should focus on three core areas:

• Support succession. Help experienced advisors plan and execute smooth client transitions.
• Strengthen leadership. Build trust and loyalty through communication, strategic clarity, and cultural alignment.
• Simplify the advisor’s experience. Ensure technology, processes, and support systems are enablers, not obstacles.

“This is an inflection point for the industry,” said Foy. “The firms that invest in the advisor experience today will be the ones that lead it tomorrow.”

The full results from the JD Power 2025 U.S. Financial Advisor Satisfaction Study are now available. To explore the rankings and findings, view the press release below.

Read the press release

Contact our team

 

Timely Insights You Won’t Find Anywhere Else

The JD Power Financial Services Intelligence Update podcast delivers quick, data-driven insights into the trends shaping banking, payments, wealth, and lending. Hosted by industry experts, each episode breaks down findings from JD Power’s latest studies

Showing Resilience: Consumers Forge Ahead with Summer Travel Plans Despite High Prices

Average Household Utility Costs Rise 41% in Last Five Years 

Utilities Intelligence Report

Quarterly Share of Wallet Tracker: Residential Electric, Gas and Water

Q2 2025

 

Average Household Utility Costs Rise 41% in Last Five Years 

As part of its ongoing analysis of customer experience with residential utilities, JD Power tracks the average prices customers pay for electric, gas and water services nationwide. This average price data is tracked in four waves over the course of the year, which are roughly in line with calendar quarters. The following are key highlights from the Q2 2025 analysis.

Key Findings

Average Monthly Household Utility Costs Up 41% Since Q2 2020: The average amount paid for residential electric ($184.00), gas ($141.00) and water ($99.00) is $424.00 through the second quarter of 2025. That’s an increase of 5% ($19) since Q1 2025 and an increase of 41% ($122.43) since the second quarter of 2020 in total residential utility costs. 

Gas Prices Up 60% in Five Years: The average amount paid for a monthly residential gas utility bill is $141.00 through Q2 2025. That is $15.00 per month more than the average price paid in Q1 2025, and $53.00 more than Q2 2020 figures, a 60% increase over the past five years.  

 

 

Total Share of Wallet
Monthly utility bills have come to occupy a significant share of consumers’ recurring household expenses. Based on a median annual household income of $80,610^[1], monthly electric, gas and water bills now account for 6.3% of utility customers’ household income, up from 4.5% in Q2 2020.

Any incremental movements on a quarterly or annualized basis can have a material effect on not only customers’ overall satisfaction with their utility providers, but also their purchasing power. While most residential utility customers are now seeing declines from some of the sharpest increases in utility bills experienced during 2023, the longer-term trend in price increases shows just how significant a portion of monthly consumer outlay utilities have come to represent.

Methodology 

This JD Power Quarterly Share of Wallet Tracker for residential utilities is based on data and insights drawn from the JD Power U.S. Electric Utility Residential Customer Satisfaction Study, the JD Power U.S. Gas Utility Residential Customer Satisfaction Study and the JD Power U.S. Water Utility Residential Customer Satisfaction Study.

Find out More

This report was compiled by the utilities intelligence team at JD Power. Please contact us at the numbers below to learn more about the underlying research.

Media Contacts

Brian Jaklitsch; East Coast; 631-584-2200; [email protected] 

Geno Effler, JD Power; West Coast; 714-621-6224; [email protected]

 

[1] United States Census Bureau https://www.census.gov/library/publications/2024/demo/p60-282.html 

Top Credit Card Issuer Trends In 2025: What’s Happening Now and What’s Next

 

In the latest episode of the JD Power Financial Services Intelligence Update podcast, John Cabell, managing director of payments intelligence at JD Power, shares key credit card trends from the JD Power 2025 U.S. Credit Card Satisfaction Study. His analysis highlights major trends affecting credit card issuers today and what they can expect moving forward.

 This episode answers:

• The financial health of today’s cardholders
• Affluent customers’ preferences
• BNPL adoption’s effect on credit card usage
• The negative impact of surcharges
• Innovation and AI opportunities for credit card issuers. 

Effectively navigating these cardholder trends is essential for issuers to differentiate their offerings and capture market share in a rapidly changing industry.

 

Economic Uncertainty and Consumer Financial Health Impact Satisfaction

Adapting to the shifting financial realities of consumers remains a significant challenge for issuers. Cabell points to rising financial difficulties among cardholders:

“We’re seeing an uptick in the average of financially unhealthy consumers among cardholders in the United States in 2025,” he said. Although some recent improvements have been observed, Cabell warns that “the economy has been uncertain and consumers have really been watching their budgets in ways that are unforeseen.”

This volatility influences credit card satisfaction, making it critical for issuers to adjust their strategies to retain consumers who are more cautious with spending and credit usage.

 

Empowering Consumers with Financial Tools

Cabell emphasizes the importance of providing cardholders with tools to better manage their finances.

“The key is to help provide financial tools and resources that can help consumers navigate uncertainty and really understand and track their finances,” he said.

With more than half of U.S. consumers carrying revolving credit card debt, personalized financial guidance is essential to building trust and reducing credit risk.

 

Winning the Affluent Cardholder Segment

Another standout trend in 2025 is the continued strength of premium credit cards targeted at affluent consumers.  

“Premium cardholders score higher in terms of their satisfaction. They’re willing to accept a hefty annual fee in exchange for overall what they think is good value in terms of rewards and benefits.”

Issuers must focus on delivering compelling rewards and benefits to justify premium pricing.

 

The Impact of Buy Now, Pay Later 

BNPL Later services continue to grow, increasingly competing with traditional credit cards. Cabell shares:

• 20% of consumers have used BNPL in the last year from a different lender.
• 37% say they will likely use BNPL from a different lender in the coming year.

This trend suggests issuers need to reconsider their offerings and explore integrating flexible payment options to maintain market share.

 

Surcharging and Card Usage Friction

For the first time, surcharges on credit and debit transactions were measured in the Credit Card Satisfaction Study, revealing significant consumer pushback.

• Most cardholders report experiencing surcharges.
• When faced with a surcharge, 81% have chosen an alternative payment method instead of using their credit card.

Surcharging negatively affects perceptions of ease of use and overall satisfaction. This metric is important for credit card providers to monitor, as surcharges can significantly reduce customer satisfaction and lead to increased attrition.

 

Innovation and AI in Credit Cards

Artificial intelligence offers new ways to improve credit card experiences, especially in fraud protection and optimizing rewards. Cabell said, “Consumers have said they would like to see AI used for fraud protection, helping them optimize rewards and benefits.” 

Despite this interest, many issuers have not clearly communicated how they use AI. Those that do can stand out and better meet what consumers expect.

 

What’s Ahead for Credit Card Issuers?

The 2025 credit card landscape is defined by economic uncertainty, evolving consumer needs, and technology-driven innovation. As Cabell sums up:

“Issuers must balance offering financial tools, tailoring premium rewards, navigating BNPL competition, addressing surcharges, and embracing AI innovation to meet cardholder demands and drive satisfaction.”

Credit card issuers who align their strategies with these trends will be best positioned to grow customer loyalty and strengthen their portfolios in a changing market.

The full results from the JD Power 2025 U.S. Credit Card Satisfaction Study are now available. To explore the rankings and findings, view the press release below.

 

Read the press release

Contact our team

 

Timely Insights You Won’t Find Anywhere Else

The JD Power Financial Services Intelligence Update podcast delivers timely, data-driven insights on trends shaping banking, payments, wealth management, and lending. Hosted by industry experts, each episode breaks down findings from JD Power’s latest studies.

 

As More U.S. Consumers Struggle with Rising Prices, Many Turn to Artificial Intelligence for Financial Advice

With prices on consumer goods increasing at the fastest rate in five months in July, the number of consumers in the United States classified as financially unhealthy¹ has climbed to its highest level in 12 months, as measured by JD Power.

As these struggling consumers increasingly seek guidance on a wide range of financial topics from budgeting to investing, many are turning to artificial intelligence (AI) tools for help.

 

Financial Health Shows Strain

After June showed the best financial health metrics in over a year, the proportion of consumers who are financially vulnerable rose to 40% in July. That increase brings the total share of financially unhealthy consumers, defined as vulnerable, overextended or stressed, to 64%.

 

 

The persistently high price of consumer goods is at the center of this trend. Overall, 71% of consumers say the price of goods is increasing faster than their income in July, up from 66% in June. Vulnerable (82%) and stressed (85%) consumers have notably higher levels of concern regarding inflation.  

 

 

AI Emerges as Consumer Financial Advice Tool

As consumers’ concerns about inflation persist, more than half (51%) say they are using AI to get financial advice or information. 

 

When asked about which AI tools or platforms they use, more than half (52%) say ChatGPT. That number gets even bigger for respondents under age 40 (63%). Google Gemini is also popular with consumers over age 40 (23% vs. 15% of those under age 40).

When asked what they are using these tools for, 13% of consumers say they use AI for banking and financial services on a daily basis. That is the highest percentage of daily users among all other AI use cases. However, 27% of respondents say they never use AI tools for banking and financial services, which suggests that consumer AI adoption rates vary considerably.

Consumers most frequently ask AI about saving strategies (45%) and credit scores or credit cards (41%). Investing in the stock market (36%), budgeting or managing expenses (36%), and general financial education (36%) were also among the most sought-after financial topics when using AI.

 

What Role Should Banks Play in this Evolution?

As consumers continue to grapple with market headwinds and economic volatility, and popular culture news stories continue to extol the virtues of AI as a tool to hack everything from a to-do list to a stock portfolio, consumers will undoubtedly experiment with AI-driven banking and financial advice solutions. While this analysis did not track the use of bank-branded AI tools, it establishes an important baseline of consumer interest in technology that should be noteworthy to retail banks. 

In times of economic uncertainty, consumers often turn to banks in the hopes of guiding them to solid ground. The current daily utilization of AI for banking and financial services tasks shows that consumers see value in these solutions. As banks hope to build better relationships with consumers, leveraging new technology and effectively building awareness behind it could be a key cog in building trust and might even help some consumers get a better handle on their financial health.

 

Find out More

This Banking and Payments Intelligence Report is based on responses from 4,000 consumers nationwide and was fielded in July 2025. It was authored by Jennifer White, senior director of banking and payments intelligence at JD Power. Please contact us at the numbers below to connect with Ms. White or to learn more about the underlying research.

 

Media Contacts
Brian Jaklitsch; East Coast; 631-584-2200; [email protected]
Joe LaMuraglia, JD Power; East Coast; 714-621-6224; [email protected]

 

[1] JD Power measures the financial health of any consumer as a metric combining their spending/savings ratio, creditworthiness, and safety net items like insurance coverage. Consumers are placed on a continuum from healthy to vulnerable.

Disasters Become a Fact of Life for Many U.S. Electric Utility Customers 

Utilities Intelligence Report
October 2025                  

 

Disasters Become a Fact of Life for Many U.S. Electric Utility Customers 
Extreme Weather to Blame for Half of all Outages Reported in First Half of 2025

Disasters, such as the Los Angeles wildfires and severe spring and early summer thunderstorms that caused flash floods throughout many parts of the United States, have contributed to more than $131 billion in global losses in the first half of 2025. They have also created a new set of challenges for the nation’s electric utilities—and their customers—who were already straining under the weight of rising costs, aging infrastructure and an uncertain economy.

In response to the increased frequency and severity of extreme weather events, JD Power expanded its U.S. Electric Utility Residential Customer Satisfaction Study methodology to better understand the impact of weather-related power outages and service disruptions on customers. This Utilities Intelligence Report dives into key data points gathered from JD Power studies to chart the scope of power disruptions throughout the first half of 2025 and identify strategies utilities can use to help mitigate the negative effects of extreme weather on their customers. Data collected in this report is from 2025 and includes weather events from 2024 and 2025.

Longer Outages Affecting More Regions of the Country

Overall, 45% of utility customers nationwide say they have experienced a power outage in the first half of 2025. Of those outages, 48% were due to extreme weather such as a hurricane, ice or snowstorm, thunderstorm, wind or tornado or fire. These extreme weather events were so violent that 17% of customers who were affected by a natural disaster say they had to evacuate their homes.

Accordingly, the average length of the longest power outage in the U.S. has increased in all regions since 2022. Customers in the South of the United States report the longest outages (18.2 hours), followed by the West (12.4 hours). 

Southern U.S. in the Eye of the Storm

The majority of customers who are affected by a recent disaster are in the South, double the national average. And when the South experiences a disaster, it has bigger energy ramifications than any other region. Customers in the South experienced more electricity loss than any other region (77%) in the aftermath of extreme weather events. Its average outage length when the outage is caused by extreme weather is 95.2 hours. They also had the most property damage (36%) and the second-highest rate of evacuation (17%).

Wildfire Plagues the West

In the West, 4% of the region experienced an outage due to fire. What’s more, 6% of the region experienced an outage due to a proactive shutoff by the utility.

Maintaining Customer Satisfaction Under Duress

The overall customer satisfaction scores for all electric utilities nationwide is 504 (on a 1,000-point scale) through the first half of 2025. Despite widespread outages, the South leads the nation with a score of 530—surpassing the national average and outperforming the East (477), Midwest (516), and West (481).

Strong customer satisfaction scores among utilities in the Southern U.S. are being driven by high marks in safety, reliability, ease of service, trust, and digital experience. Overall, more than half (57%) of customers feel their electric utility is the entity most responsible for educating the public on electric safety, and the region had the highest marks of customers receiving information from their utility on how to prepare for the disaster via text message (29%). This suggests that easy, accessible communication can move the needle on customer satisfaction, even in the face of loss of power, property and displacement.

Controlling the Controllables 

Given the increase in disasters, how can customer satisfaction stand up in times of increasingly frequent events and ensure service reliability and customer safety?  Utilities in the South have shown it can be done, provided utilities understand what customers truly value.

When extreme weather strikes, customers are on the hunt for reliable and accessible channels to get information. Many assume that electrical utilities will be that channel, as 44% of customers say they want electric safety information from their utility that will help them prepare for a storm/weather event, and 35% want to know what to do in the event of an extensive outage. What’s more, when a utility reaches out directly in the aftermath of an outage, customer satisfaction increases dramatically. 

The South is acting as a benchmark on how building trust, providing accessible digital tools and maintaining effective communication can positively impact customer satisfaction. While the South has plenty of weather variables to contend with, many of the region’s utilities have found a way to provide that guidance and boost overall customer satisfaction. With weather events as unpredictable as ever, utilities will need to find a way to control what they can. That starts with a better flow of information – before and after an extreme weather event.

Find out More

This Utilities Intelligence Report is based on insights from the JD Power U.S. Electric Utility Residential Customer Satisfaction Study, the JD Power U.S. Electric Utility Brand Appeal Index Study, the JD Power U.S. Utility Digital Experience Study and the JD Power U.S. Sustainability Index. It was authored by Mark Spalinger, director of utilities intelligence at JD Power. Please contact us at the numbers below to connect with Mr. Spalinger or to learn more about the underlying research.

 

Media Contacts
Brian Jaklitsch; East Coast; 631-584-2200; [email protected]

Joe LaMuraglia, JD Power; East Coast; 714-621-6224; [email protected]