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Mercedes selling its chargers proves carmakers shouldn't run them

Handing 47 fast-charging stations to Electra isn't a retreat from EVs. It's a sober admission that charging is a utility business, and that partnering beats building.

Published
November 4, 2026
Reading time
3 min
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EVs & hybrids

Photo: G. Edward Johnson / Wikimedia Commons (CC BY 4.0)

Is it embarrassing for a luxury brand to sell off the fast-charging network it once talked up in the thousands? We'd argue the opposite: it may be the most sensible thing Mercedes-Benz has done with its EV strategy in a while.

Here is what happened. In its third-quarter report, Mercedes said it is parting with its European fast-charging stations. As Presse-Citron reports, the network amounts to 374 fast chargers across 47 stations, 31 of them in Germany and six in Austria. The buyer is Electra, a French operator founded in 2020. Mercedes drivers get discounted rates across Electra's network of more than 5,000 chargers at 800 stations, and Electra becomes a Premium Partner right behind Ionity.

The timeline is what stings. Mercedes had set a goal of 10,000 fast chargers worldwide by the end of the decade. Numerama puts the reversal at less than four years after that promise. Another report says the stations joined Electra's network on November 1, 2026.

Charging is a utility business, and carmakers are bad at utilities

A car company's skills are design, engineering, manufacturing and brand. Running a charging network is something else: siting, grid connections, uptime, payments, signage, customer support and, above all, utilization. A charger earns money only when someone plugs into it, and that depends on how many cars from how many brands can find it.

That is the structural problem with a carmaker-only network. Presse-Citron describes the fleet as limited for customers and costly for Mercedes. Our reading is that 47 stations is too few to be a differentiator and too many to be a rounding error on the cost sheet. A specialist like Electra, with 81 sites in Germany after absorbing these (up from 50, per Clubic), can spread the same operating overhead over far more locations. That's scale doing what scale does.

The "premium experience" argument was always thinner than it sounded

The pitch for brand-owned chargers was that luxury buyers want a seamless, branded experience. Maybe. But drivers choose a station by whether it's on their route, working and reasonably priced, not by whose logo is on the canopy. The hardware also isn't a secret sauce: Presse-Citron notes that Mercedes' chargers come from Alpitronic and are rated at 400 kW. Good kit, and in our view nothing that only a carmaker could deploy.

Meanwhile the ceiling keeps rising. Presse-Citron points out that BYD's 1,500 kW chargers are being installed in Europe. A carmaker that wants to stay at the front on charging power would be signing up for a permanent capital race against dedicated players, in a business that isn't its core. We think that's a race it didn't need to enter.

What Mercedes should do now (and what drivers should expect)

The smart version of this deal is a pure partnership: let the specialists build and run the hardware, and keep the car-side value, meaning good charging curves, route planning and preferential tariffs. The discounted Electra rates are exactly that. If Mercedes treats the network as a perk delivered through partners, it keeps the benefit and sheds the capex.

Drivers should watch a few practical things. Card payment terminals are being replaced with Electra's systems and the signage will change, so expect a transition period. And whether the promised discounts actually make charging cheaper than the going rate is something only real price lists will answer; we wouldn't take it on faith.

There is a caveat for the opposite camp. Tesla is the usual counterexample of a carmaker that built its own network, and this deal doesn't tell us whether that model can be copied. But our takeaway is that the lesson isn't "never build," it's "don't build late and small."

Our verdict: this looks less like a failure of Mercedes' electric ambitions than a correction of an overreach. Other carmakers eyeing their own proprietary networks should read it as a warning. Partner with operators, negotiate tariffs and access, and spend the saved money on the thing that actually sells cars: the car.

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