STAR PLAYBOOKS

1:1 ABM ACCOUNT PLAYBOOK - Bridgestone

2026 Strategic Account Target

Prepared for: STAR Trade Shows & Events
www.engagestar.com
January 2026 | Version 1.0

Table of Contents

  • Executive Memo: Dear STAR Leadership
  • Section 1.0: Introduction to Account Playbook for Bridgestone
  • Section 2.0: Account Overview
  • Section 3.0: Strategic Initiatives and Technical Footprint
  • Section 4.0: Addressable Market, Key Personas, and Competitive Analysis
  • Section 5.0: Brand Position and Marketing Priorities
  • Section 6.0: Where Are the Opportunities for STAR?
  • Section 7.0: Strategic Themes for 2026 - STAR & Bridgestone (WIP)
  • Section 8.0: 2026 Bridgestone Execution Plan for STAR (WIP)

Executive Memo

Dear STAR Leadership,

Context
IntroContext
This Account Playbook represents a breakthrough in 1:1 Account-Based Marketing at STAR. Built using our new agentic AI research framework, this document delivers comprehensive intelligence on Bridgestone—a $29 billion global tire and mobility solutions leader with significant North American presence and complex organizational dynamics.
Why This Matters Now
OpportunityWhy Now
Bridgestone appears to be a net new prospect for STAR, representing an enormous opportunity to establish a strategic partnership with one of the world's most recognizable brands. With $12 billion in North American revenue, 34,300 U.S. employees, and 2,200+ company-owned retail stores, Bridgestone operates at a scale that demands sophisticated, multi-channel experiential marketing solutions.
What Makes This Playbook Different
DifferentiatorsWhat’s Different
What makes this playbook different:
  • AI-powered research across 300+ data points completed in days instead of weeks
  • Integration of proprietary intent signals with comprehensive public intelligence
  • Business unit-specific insights spanning tire manufacturing, retail operations, and solutions businesses
  • Analysis of recent leadership restructuring (January 2025) and strategic implications
  • Actionable recommendations for coordinating marketing, sales, and account management efforts
How This Supports Teams
EnablementHow To Use
Every section has been designed to support your team's success—whether you're preparing for executive meetings, crafting personalized outreach, coordinating multi-channel campaigns, or positioning STAR as the experiential marketing partner for their premium brand elevation strategy. The intelligence is comprehensive. The opportunities are clearly identified. The path forward is actionable.
Leadership Restructuring & Implications
Org ChangeWEST/EAST
Bridgestone recently underwent major leadership restructuring effective January 1, 2025, implementing a new "BRIDGESTONE WEST/EAST" global management model. Scott Damon now leads BRIDGESTONE WEST (Americas/Europe) as Executive Vice President while also serving as Global Chief Digital Transformation Officer. This transformation creates significant opportunity for STAR to position as a strategic partner during a period of organizational change and renewed growth focus.
Living Document & Feedback Loop
OperationsLiving Doc
This playbook is a living document. As Bridgestone's trade show commitments, organizational structure, and strategic priorities evolve, our agentic systems will flag updates for review and incorporation. Your feedback on this iteration will help refine both this specific playbook and the AI frameworks powering future account research at enterprise scale.
Sign-off
SummarySign-off
Let's win together. The Fairway ABM Team
📋 SUMMARY: Executive memo frames Bridgestone as a net-new, at-scale opportunity; highlights AI-powered research, WEST/EAST org change with CDXO leadership, and positions the playbook as a living, actionable guide for STAR leadership.

Section 1.0: Introduction to Account Playbook for Bridgestone

What This Playbook Is
IntroAll Teams
This Account Playbook serves as the central intelligence hub for STAR's strategic pursuit of Bridgestone across all business units, geographic markets, and organizational levels. Designed specifically for marketing professionals, sales executives, account managers, and senior leadership, this document synthesizes comprehensive research into actionable strategies that drive engagement, build relationships, and create qualified pipeline opportunities.
Why Bridgestone, Why Now
IntroWhy Now
Bridgestone represents a unique strategic opportunity as a net new prospect. As one of the world's largest tire manufacturers with $29 billion in global revenue and significant North American operations ($12B revenue, 34,300 employees), they operate at a scale that requires sophisticated experiential marketing capabilities. However, there has never been a coordinated effort to deliver consistent, customized messaging to this global enterprise across their complex organizational structure.
What Changes with This Playbook
IntroChange
This playbook changes that dynamic entirely.
Purpose and Scope
PurposeScope
Every section of this playbook has been carefully crafted to provide the specific information and intelligence needed to understand Bridgestone's business, identify high-value opportunities, and execute targeted engagement strategies with precision. Whether you're preparing for an executive-level meeting, crafting personalized outreach sequences, coordinating multi-channel marketing campaigns, or developing proposals for Master Services Agreements, you'll find the intelligence and insights you need within these pages.
Measurable Goals
GoalsTargetsHigh
The goals of this playbook are clear and measurable:
  • Secure qualified meetings with decision-makers across Bridgestone Americas business units
  • Create and advance pipeline opportunities worth $750K+ in first-year contract value
  • Position STAR as the strategic partner of choice for premium brand elevation and experiential marketing
  • Establish long-term relationships that lead to Master Services Agreements across divisions
  • Provide referenceable success stories that accelerate future automotive and retail enterprise deals
How This Playbook Was Built
MethodologyHow
This document leverages Fairway's breakthrough agentic AI research framework—combining proprietary intent data with AI-powered intelligence gathering to deliver enterprise-grade account research at unprecedented speed and scale. Unlike traditional manual research processes that require weeks of analyst time, our AI agents analyzed hundreds of data points across multiple dimensions in a matter of days:
  • Financial reports (quarterly earnings, investor presentations, Tokyo Stock Exchange filings)
  • News coverage and press releases across business, automotive, and trade publications
  • Leadership announcements and organizational restructuring documentation
  • Strategic technology initiatives (ENLITEN technology, sustainability commitments)
  • Trade show participation history and experiential marketing initiatives
  • Competitive positioning within global tire manufacturing landscape
  • Brand portfolio analysis (Bridgestone, Firestone, retail operations)
  • Sustainability and ESG commitments (carbon neutral by 2050, circular economy)
Validation Philosophy
MethodologyValidation
Every insight has been validated against multiple sources. Every recommendation is grounded in actual behavior patterns and stated strategic priorities. This represents the future of 1:1 ABM—human expertise and strategic thinking augmented by AI precision and scalability.
📋 SUMMARY: This playbook provides comprehensive intelligence on Bridgestone ($29B global enterprise, $12B North American revenue, 34,300 U.S. employees) to support coordinated ABM engagement across STAR's marketing, sales, and account management teams. Goal: Secure qualified meetings, create $750K+ pipeline, and establish STAR as strategic partner for premium brand elevation and experiential marketing.

Section 2.0: Account Overview

2.1 Account Basics

Bridgestone stands as one of the world's largest tire and mobility solutions manufacturers, operating globally with a complex organizational structure designed to serve distinct market segments. The company recently underwent significant leadership restructuring in January 2025, implementing a new "BRIDGESTONE WEST/EAST" global management model. Here are the essential firmographics every STAR team member should know:

Account Basics — Context
FirmographicsBasics
This section provides comprehensive intelligence on Bridgestone as a global enterprise—covering firmographics, financial performance, organizational structure, and strategic initiatives. Understanding these fundamentals is essential for tailoring outreach and positioning STAR's value proposition effectively across all business units.
Attribute Table (Verbatim)
FirmographicsBasics
Attribute Details
  • Global Headquarters Tokyo, Japan (1-1, Kyobashi 3-Chome, Chuo-ku, Tokyo 104-8340)
  • U.S. Headquarters Nashville, Tennessee (Bridgestone Americas)
  • Technical Center Akron, Ohio
  • Founded March 1, 1931 by Shojiro Ishibashi
  • Primary Domains www.bridgestone.com (global), www.bridgestoneamericas.com (Americas), www.bridgestone.co.jp (Japan)
  • Industry / NAICS Automotive / Tire Manufacturing
  • Public/Private Status Public - Tokyo Stock Exchange: 5108, ADR: BRDCY (OTC Markets)
  • Stock Performance (90-day) Current: ~$23.10-23.68, 52-Week Range: $15.90-$24.54, Up 45% from 52-week low, Market Cap: ~$31.5B
  • Global Employees 121,000-129,000
  • U.S. Employees 34,300 across 24 locations including manufacturing plants, technical center, and 2,200+ company-owned retail stores
  • Business Units Core Tire Business, Integrated Businesses (BSRO Retail, Firestone Industrial, CFNA Credit), Solutions Businesses (Mobility, IT, Circular Economy)
  • Brand Portfolio Bridgestone (premium flagship), Firestone (secondary brand), various specialty brands by region/segment
  • Global CEO Shuichi Ishibashi - Member of the Board, Global CEO and Representative Executive Officer
  • BRIDGESTONE WEST CEO Scott Damon - Executive Vice President and Executive Officer, also Global CDXO (Chief Digital Transformation Officer). Promoted January 1, 2025
  • CMO (Bridgestone Americas) Sara Correa - Chief Marketing Officer (joined July 2021). Nearly 20 years B2B technology experience, previously VP at TE Connectivity
  • NPS Score Not publicly disclosed
Scale & Relevance
FirmographicsBasicsExec
Bridgestone's scale and market position make them an ideal strategic account for STAR. With 34,300 U.S. employees, $12 billion in North American revenue, and operations spanning tire manufacturing, retail operations (2,200+ stores), and mobility solutions, they represent significant opportunity across multiple points of entry.
📋 SUMMARY: Bridgestone: $29B global leader, $12B North American revenue, 34,300 U.S. employees, 3 business units (Core Tire, Integrated Businesses, Solutions), Tokyo Stock Exchange: 5108, headquartered in Tokyo with U.S. operations in Nashville. Recently restructured leadership (Jan 2025) with new WEST/EAST global model. Owns Bridgestone and Firestone brands plus 2,200+ retail stores. Ideal strategic account with multiple entry points.

2.2 Financial Performance & Strategic Overview

Understanding Bridgestone's financial performance is critical for positioning STAR's value proposition. Strong financial performance signals budget availability and growth mindset. Here's what the numbers tell us about where Bridgestone stands heading into 2026:

Consolidated Performance (2024 & 2025 YTD)
FinancialPerformance2024–2026
Consolidated Performance (2024 & 2025 YTD):
  • FY 2024 Global Revenue: ¥4.43T / $28.9-29.1B USD (up 2.7% YoY)
  • North America Revenue (2024): ~$12B (largest regional operation, approximately 41% of global revenue)
  • Adjusted Operating Profit (2024): ¥483.3B / $1.2B (9.9% operating margin)
  • 2025 Revenue Guidance: ¥4.33T (slight decrease due to business restructuring)
  • 2025 Operating Profit Guidance: ¥505B (margin improvement focus)
  • Stock Performance: Up 45% from 52-week low, demonstrating strong recovery trajectory
  • Dividend Strategy: Increased payout target from 40% to 50% of earnings
Key Financial Insights for STAR
FinancialInsights
Key Financial Insights for STAR: Bridgestone is navigating a period they describe as "Emergency and Crisis Management" focused on turning changes into opportunities. While global revenue guidance for 2025 shows slight decline (¥4.43T to ¥4.33T), operating profit is projected to increase (¥483.3B to ¥505B), indicating strong margin improvement focus. North American operations remain the largest and most profitable region, representing over 40% of global revenue at $12B annually. The company is simultaneously executing 'Defense' strategies (business restructuring in Europe/Latin America, plant closures like LaVergne TN) while pursuing 'Offense' strategies (premium product expansion, ENLITEN technology rollout, sustainability leadership). This balanced approach suggests they have budget for strategic investments that align with premium brand positioning and operational excellence—exactly where STAR's experiential marketing expertise adds value.
📋 SUMMARY: Bridgestone generated $29B global revenue in 2024 with $12B from North American operations (41% of total). Operating margin of 9.9% with improvement target for 2025. Stock up 45% from 52-week low. Company executing 'Defense' (restructuring) and 'Offense' (premium growth) strategies simultaneously. Budget exists for strategic investments in premium brand positioning and operational excellence—ideal fit for STAR's experiential marketing capabilities.

2.3 Corporate Structure & Organization

Understanding Bridgestone's organizational structure is essential for identifying the right entry points and decision-makers. The company operates through three distinct business groupings, each with its own P&L, leadership, and go-to-market approach.

Global Business Segments (5 Regions)
OrganizationStructure
Global Business Segments (5 Regions):
  • Japan - Premium tire, solutions, chemicals/diversified products
  • China, Asia & Oceania - Premium tire, solutions
  • Americas - Premium tire, solutions, diversified products ($12B revenue)
  • Europe, Russia, Middle East, India, Africa - Premium tire, solutions
  • Others - Specialty businesses and corporate functions
Americas Business Structure (Three Core Units)
OrganizationStructure
Americas Business Structure (Three Core Units):
  • 1. Core Tire Business
  • • Original Equipment (OE) tires for automotive manufacturers
  • • Replacement tires through dealer networks and retail
  • • Retread tires for commercial applications
  • • Segments: Consumer, Commercial Truck & Bus, Off-the-Road (OTR), Agriculture, Latin America
  • 2. Integrated Businesses
  • • BSRO (Bridgestone Retail Operations): 2,200+ company-owned retail stores across North America
  • • Firestone Industrial Products: Industrial applications and solutions
  • • CFNA (Credit First National Association): Consumer credit division supporting retail sales
  • 3. Solutions Businesses
  • • Mobility Solutions: Fleet management, telematics, service coordination
  • • IT Solutions: Digital transformation initiatives under Global CDXO leadership
  • • Circular Economy: Tire recycling, recovered materials, sustainability initiatives
Go-to-Market Model
OrganizationGo-to-Market
Go-to-Market Model:
  • B2C: Direct retail through 2,200+ BSRO stores plus extensive dealer network
  • B2B: OE partnerships with automotive manufacturers, fleet solutions, commercial accounts
  • Hybrid: Strong presence in both channels with sophisticated multi-touchpoint customer journey
Decision-Making Authority
OrganizationGovernance
Decision-Making Authority: Appears centralized at regional/Americas level for major strategic initiatives, with business unit autonomy for tactical execution. The new BRIDGESTONE WEST/EAST model (effective January 2025) suggests increased regional authority under Scott Damon's leadership as BRIDGESTONE WEST CEO.
STAR Engagement Strategy Implications
OrganizationSTAR Implications
Given this structure, STAR should pursue a dual approach: (1) Top-down engagement with Bridgestone Americas corporate marketing (Sara Correa, CMO) for enterprise-level partnerships and brand positioning, and (2) Bottom-up engagement with business unit leaders for specific trade show programs, retail activations, and product launch events. The 2,200+ BSRO retail stores represent a massive experiential marketing opportunity for local/regional activation programs.
📋 SUMMARY: Bridgestone Americas operates three distinct business units: Core Tire Business (OE, replacement, retread), Integrated Businesses (2,200+ BSRO retail stores, Firestone Industrial, CFNA credit), and Solutions Businesses (mobility, IT, circular economy). Go-to-market is hybrid B2C/B2B. Decision-making centralized at Americas level with business unit autonomy. New WEST/EAST model (Jan 2025) under Scott Damon increases regional authority. STAR strategy: Top-down engagement with corporate marketing (Sara Correa) + bottom-up engagement with business unit leaders. Massive opportunity in 2,200+ retail store footprint.

2.4 Philanthropic & Charitable Activities

Understanding Bridgestone's philanthropic commitments provides valuable context for relationship-building and demonstrates shared values. Bridgestone's charitable activities align closely with their business priorities around sustainability, education, and community development.

Core Philanthropic Focus Areas
PhilanthropyCSR
Environmental Sustainability & Conservation
  • Bridgestone World Solar Challenge: Title sponsor of biennial 3,000km solar car race across Australia
  • Sustainability partnerships with ENEOS (recovered carbon black), Teijin Aramid (circular materials)
  • E8 Commitment framework: Energy, Ecology, Efficiency, Extension, Economy, Emotion, Ease, Empowerment
  • Carbon Neutral by 2050 commitment with aggressive interim targets
  • Education & Workforce Development
  • STEM education initiatives particularly focused on automotive technology and engineering
  • Technical training programs supporting tire industry workforce development
  • Partnerships with technical schools and community colleges near manufacturing facilities
  • Community Development (Nashville & Akron Focus)
  • Nashville community programs (U.S. headquarters location)
  • Akron technical center community engagement (tire industry heritage location)
  • Local charitable giving in manufacturing plant communities
Recent Philanthropic Milestones
PhilanthropyCSR
Recent Philanthropic Milestones:
  • 2025 World Solar Challenge: First application of 65%+ recycled/renewable content tires
  • DHL GoGreen Plus partnership: 85% CO2 reduction in logistics through sustainable maritime fuel
  • Recovered carbon black implementation at Kodaira test facility (first-of-its-kind technology)
STAR Opportunity
PhilanthropySTAR Opportunity
STAR Opportunity: Bridgestone's sustainability commitments create natural alignment for experiential marketing that showcases environmental leadership. The World Solar Challenge sponsorship demonstrates willingness to invest in high-profile events that communicate brand values. STAR could propose sustainability-focused booth designs, carbon-neutral event solutions, or cause marketing activations that reinforce Bridgestone's E8 Commitment.
📋 SUMMARY: Bridgestone's philanthropy focuses on environmental sustainability (World Solar Challenge title sponsor, carbon neutral by 2050, E8 Commitment framework), education/workforce development (STEM programs, technical training), and community development (Nashville HQ, Akron technical center). Recent milestones include 65%+ recycled content tires (2025) and 85% CO2 reduction in logistics. STAR opportunity: Propose sustainability-focused experiential marketing that showcases environmental leadership and reinforces E8 Commitment values.

Section 3.0: Strategic Initiatives and Technical Footprint

3.1 Strategic Priorities for 2025–2026

Bridgestone's Mid-Term Business Plan (2024-2026) is titled "Growth with Quality" and balances defensive restructuring efforts with offensive growth initiatives.

Strategic Context
Strategy2025–2026
Bridgestone's Mid-Term Business Plan (2024-2026) is titled "Growth with Quality" and balances defensive restructuring efforts with offensive growth initiatives. The company describes 2025 as a year of "Emergency and Crisis Management" focused on "turning changes into opportunities."
'Defense' Strategic Priorities — Quality
DefenseQuality
Reinforcing Business Quality - "Deming Plan" Initiatives
  • Quality improvement across entire value chain
  • Operational excellence focus to improve margins
  • Customer satisfaction and NPS improvement programs
'Defense' Strategic Priorities — Restructuring
DefenseRestructuring
Business Restructuring & Rebuilding (2nd Stage)
  • Europe business transformation and market repositioning
  • Latin America restructuring for profitability
  • U.S. manufacturing footprint optimization (LaVergne TN plant closure)
  • Focus on high-margin product lines and premium segments
'Defense' Strategic Priorities — Cost Reduction
DefenseCost Reduction
Global Business Cost Reduction
  • Target: ¥61B in cost reductions for 2025
  • Procurement optimization and supply chain efficiency
  • Manufacturing efficiency improvements
  • SCM logistics cost containment
'Offense' Strategic Priorities — Premium
OffensePremium
Premium Tire Business - "Dan-Totsu" Product Power
  • "Dan-Totsu" = "Clear and Absolute Leader" positioning strategy
  • Target: 70% premium product sales mix by 2026
  • ENLITEN technology expansion as premium differentiator
  • Larger diameter tires (20"+): 110%+ growth target
'Offense' Strategic Priorities — Technology
OffenseTechnology
ENLITEN & BCMA Technology Fusion
  • ENLITEN product expansion: 45 products by 2026, 100 products by 2030
  • Currently 117 OE car models equipped, targeting 170 in 2025
  • BCMA (Commonality Modularity Architecture): Consolidate tire parts into 3 modules
  • "Ultimate customization" for diverse vehicle applications
Digital Transformation Priority
DigitalExec/CDXO
Scott Damon's dual role as BRIDGESTONE WEST CEO and Global Chief Digital Transformation Officer (CDXO) signals major digital priority. Initiatives include Service Dispatch Solution for fleet management, digital service coordination for retail network, and IT solutions for commercial customers. This creates strong opportunity for STAR to propose digital integration with physical experiential marketing.
📋 SUMMARY: Bridgestone's strategy balances 'Defense' (cost cuts, restructuring) with 'Offense' (premium mix, ENLITEN expansion). Digital transformation is a major priority under Global CDXO Scott Damon.

3.2 ENLITEN Technology — Bridgestone's Core Differentiator

ENLITEN technology is Bridgestone's primary competitive weapon and the foundation of their premium positioning strategy.

What is ENLITEN?
ENLITEN
Official definition: "A technology that evolves environmental performance, expands basic performance, and elevates all conventional performances in tires. It pursues 'ultimate customization' to sharpen the edge in tire performance."
Key ENLITEN Attributes
ENLITEN
  • Reduced environmental impact (core sustainability differentiator)
  • Enhanced fuel efficiency / lower rolling resistance
  • Improved durability and extended wear life
  • Lightweight construction reducing vehicle emissions
  • Better performance across all metrics vs. conventional tires
Recent Product Launches (2025)
ENLITEN2025
  • R273 Ecopia (6 sizes, commercial)
  • Duravis M705 (First LMD/P&D with ENLITEN)
  • W920 (All-weather trucking tire)
  • All launched at TMC 2025
STAR Opportunity
ENLITENSTAR Opportunity
STAR Opportunity: ENLITEN technology requires sophisticated storytelling at trade shows and events. Bridgestone needs to communicate complex sustainability and performance benefits. Consider: Interactive demonstrations comparing ENLITEN vs. conventional tires, sustainability metrics visualization, or premium-positioned booth design that elevates ENLITEN above commodity tire displays.
📋 SUMMARY: ENLITEN is the core differentiator. STAR Opportunity: Create sophisticated experiential marketing that makes ENLITEN technology tangible through interactive demos and premium booth design.

3.3 Technical Footprint & Technology Stack

Understanding Bridgestone's enterprise systems and technology partners provides context for engagement.

Enterprise Systems (Partial Intelligence)
Tech
  • ERP: Likely SAP or Oracle (common for Japanese global manufacturers)
  • Digital Innovation: Heavy focus under Scott Damon (Global CDXO)
  • IT Infrastructure: Managed under Solutions Businesses group
  • Marketing Technology: Under Sara Correa (CMO), likely sophisticated martech stack
Confirmed Digital Solutions
TechDigital Solutions
  • Service Dispatch Solution: New fleet management app launched at TMC 2025
  • Digital service coordination across 2,200+ BSRO retail stores
  • Mobile applications for consumer and commercial segments
Confirmed Partnerships
Partners
  • DHL: Logistics and sustainable shipping (GoGreen Plus)
  • ENEOS Corporation: Recovered carbon black
  • Teijin Aramid: Sustainable materials (Twaron® circular content)
STAR Opportunity
DigitalSTAR Opportunity
STAR Opportunity: Scott Damon's role as Global CDXO creates opportunity for STAR to propose experiential marketing solutions that integrate digital and physical experiences. Examples: Event apps with ENLITEN product configurators, AR tire selection tools, digital lead capture integrated with Bridgestone CRM, virtual product demos accessible post-event. Position STAR as a partner who understands modern experiential marketing requires seamless digital/physical integration.
📋 SUMMARY: Bridgestone's tech footprint centers on digital transformation. STAR Opportunity: Propose solutions integrating digital apps/data with physical booths.

Section 4.0: Addressable Market, Key Personas, and Competitive Analysis

4.1 Addressable Market and Ideal Customer Profile

Bridgestone serves diverse market segments across consumer and commercial applications, with distinct go-to-market strategies for each business unit.

Core Tire Business Addressable Markets
MarketAll
Core Tire Business Addressable Markets:
Consumer Segment (B2C + B2B2C)
MarketConsumer
Consumer Segment (B2C + B2B2C):
  • Passenger car and light truck owners seeking replacement tires (aftermarket)
  • Original Equipment (OE) automotive manufacturers (Ford, GM, Toyota, Honda, etc.)
  • Distribution: 2,200+ BSRO retail stores, independent dealer network, online tire retailers
  • Target ICP: Premium and mid-market consumers who value performance, safety, and sustainability
Commercial Truck & Bus Segment (B2B)
MarketCommercial Truck & Bus
Commercial Truck & Bus Segment (B2B):
  • Fleet operators: Logistics companies, delivery services, municipal transportation
  • Decision criteria: Total cost of ownership (TCO), uptime, durability, fuel efficiency
  • Target ICP: Enterprise fleets with 50+ vehicles, emphasis on lifecycle value over upfront cost
Off-the-Road (OTR) & Agriculture Segments (B2B)
MarketOTR & Agriculture
Off-the-Road (OTR) & Agriculture Segments (B2B):
  • Mining operations: Surface and underground mining equipment
  • Construction companies: Heavy equipment, earth-moving machinery
  • Agricultural businesses: Tractors, harvesters, specialty farming equipment
  • Aviation: Ground support equipment, specialty applications
  • Target ICP: Enterprise accounts with specialized performance requirements, long sales cycles
BSRO Retail Operations Addressable Market
MarketBSRO Retail
BSRO Retail Operations Addressable Market:
  • Geographic coverage: North America with 2,200+ retail locations under multiple brands
  • Store brands: Firestone Complete Auto Care, Tires Plus, Wheel Works, Hibdon Tires Plus
  • Target customer: Suburban families, vehicle owners age 30-65, household income $50K+
📋 SUMMARY: Bridgestone addressable markets: Consumer (passenger car/light truck owners, OE manufacturers, 2,200+ retail stores), Commercial Truck & Bus (enterprise fleets 50+ vehicles, TCO-focused decision-makers), OTR/Agriculture (mining, construction, farming, aviation specialty applications), BSRO Retail (suburban families, $50K+ income, complete auto care), Solutions (100+ vehicle fleet operators, telematics buyers).

4.2 Key Buyer Personas and Decision-Making Dynamics

Understanding buyer personas within Bridgestone's customer organizations AND within Bridgestone itself is critical for STAR's engagement strategy.

Sara Correa • Chief Marketing Officer, Bridgestone Americas
PersonaCMO
Sara Correa - Chief Marketing Officer, Bridgestone Americas
  • Background: Nearly 20 years B2B technology marketing experience (TE Connectivity)
  • Decision authority: Enterprise marketing strategy, brand positioning, major agency partnerships, trade show strategy
  • Priorities: Premium brand elevation (70% premium mix support), integrated marketing, digital transformation alignment, measurable ROI
  • Pain points: Coordinating marketing across diverse business units, justifying experiential marketing ROI to finance
Scott Damon • BRIDGESTONE WEST CEO & Global CDXO
PersonaExecutive/CDXO
Scott Damon - BRIDGESTONE WEST CEO & Global CDXO
  • Promoted: January 1, 2025 (previously COO Bridgestone Americas)
  • Priorities: Margin improvement, digital transformation, premium product mix expansion, operational excellence
  • Decision involvement: Enterprise-level investments, strategic partner selection, major initiatives
VP/Director Marketing (Business Unit Level)
PersonaVP/Director Marketing
VP/Director Marketing (Business Unit Level)
  • Decision authority: Business unit trade show budgets ($100K-500K+), event strategy, regional marketing programs
  • Priorities: Lead generation, pipeline development, brand awareness in target segments, competitive differentiation
  • Pain points: Justifying trade show ROI with hard metrics, standing out in crowded exhibitions
Event Marketing & Trade Show Managers
PersonaEvent/Trade Show
Event Marketing & Trade Show Managers
  • Decision authority: Vendor selection for booth design/build, event logistics, activation programs
  • Budget range: $50K-300K per event depending on show size and scope
  • Priorities: Seamless execution, staying on budget, attendee engagement, lead capture/quality
📋 SUMMARY: Primary STAR personas: Sara Correa (CMO, B2B tech background, enterprise marketing strategy authority), Scott Damon (WEST CEO + Global CDXO, margin/digital priorities), VP/Director Marketing (BU level, $100K-500K budgets), Event Marketing Managers (vendor selection).

4.3 Competitive Analysis by Business Unit

Bridgestone operates in a highly competitive global tire industry with distinct competitive dynamics across consumer, commercial, and specialty segments.

Global Competitive Landscape
Competitive
Global Competitive Landscape - Top Tire Manufacturers:
  • 1. Bridgestone Corporation - $29B revenue (2024) - Global leader
  • 2. Michelin - $28-30B revenue - European leader, targeting 14%+ operating margins
  • 3. Goodyear Tire & Rubber - $20B revenue - Strong North American presence
  • 4. Continental AG - $17B tire division - Tech/innovation positioning
Bridgestone's Competitive Strengths
Competitive
  • ENLITEN technology: Proprietary differentiation vs. all competitors
  • North American dominance: $12B revenue (41% of global), 2,200+ owned retail stores
  • Premium brand positioning: 70% premium sales mix target by 2026
  • Sustainability leadership: Carbon neutral by 2050, E8 Commitment framework
Bridgestone's Competitive Challenges
Competitive
  • Operating margin gap: 9.9% vs. Michelin's 14%+ target
  • Premium perception gap: Consumer perception sometimes lags Michelin in premium segment
  • Low-cost imports and Chinese EV manufacturers disrupting traditional relationships
STAR Competitive Positioning Opportunity
STAR Opportunity
The Premium Perception Challenge: Bridgestone is fighting to close the premium perception gap with Michelin while simultaneously improving margins. This creates a perfect opportunity for STAR to help them "look premium" at trade shows and events. ENLITEN technology is genuinely world-class, but it requires sophisticated storytelling that most booth vendors cannot deliver.
📋 SUMMARY: Bridgestone ranks #1-2 globally. Strengths: ENLITEN, North American dominance, Retail network. Challenges: Margin gap vs Michelin, Premium perception. STAR Opportunity: Close the premium perception gap via sophisticated experiential marketing.

Section 5.0: Brand Position and Marketing Priorities

5.1 Brand Overview and Market Positioning

This section analyzes Bridgestone's brand positioning, marketing priorities, agency relationships, and current marketing themes for 2026.

Corporate Brand: Bridgestone
Brand PositioningCorporateHigh
  • Global positioning: Premium tire manufacturer with sustainability and innovation leadership
  • Brand pillars: Innovation (ENLITEN), Quality (Deming Plan), Sustainability (E8 Commitment)
  • Brand promise: "Solutions for a sustainable society" aligned with E8
Product Brand: Bridgestone (Premium Flagship)
PremiumBridgestonePremium Buyers
  • Positioning: "Dan-Totsu" (clear and absolute leader)
  • Target: 70% of total sales from premium products by 2026
  • ENLITEN technology integration: All new products by 2026
  • Price positioning: Premium pricing justified by tech and sustainability
Product Brand: Firestone (Secondary)
Mid-MarketFirestone
  • Positioning: Accessible quality, trusted performance, American heritage
  • Target: Mid-market consumers seeking reliability
  • Price positioning: Competitive with Goodyear and tier-2 brands
Retail Brand: BSRO
RetailBSRORetail
  • Portfolio: Firestone Complete Auto Care, Tires Plus, Wheel Works, Hibdon
  • Positioning: Professional service quality, expert technicians
  • Differentiation: Tire expertise + full service vs. quick-lube chains
Solutions Brand Strategy
B2B SolutionsSolutions
  • Positioning: Data-driven fleet optimization partner
  • Messaging: Reduce downtime, lower TCO, improve safety
  • Differentiation: Integration of tire expertise + digital solutions
📋 SUMMARY: Bridgestone brand positioning: Premium manufacturer with sustainability/innovation leadership. Corporate pillars: Innovation (ENLITEN), Quality (Deming Plan), Sustainability (E8 Commitment). Bridgestone brand: "Dan-Totsu" premium leader, 70% sales target by 2026. Firestone brand: Mid-market heritage. BSRO: 2,200+ stores, professional service. Solutions: Data-driven fleet optimization.

5.2 Marketing Priorities and Budget Allocation

While Bridgestone does not publicly disclose detailed marketing budget allocations, their priorities can be inferred from public announcements and trade show participation.

Trade Shows (High Priority)
Trade ShowsHigh
  • Known 2025: TMC (Major Launch), World Solar Challenge (Title Sponsor)
  • Likely 2026: SEMA, ITEC, ConExpo, MINExpo
  • Opportunity: Consolidation of fragmented vendors
MAJOR OPPORTUNITY FOR STAR
Vendor ConsolidationExec/CMOHigh
There is a significant gap in Bridgestone's publicly documented experiential marketing strategy. While they invest heavily ($5-10M+ est), there is no cohesive public-facing narrative. STAR can position as the partner to consolidate vendors and create signature premium experiences.
Digital Marketing (High Priority)
DigitalHigh
  • Digital transformation is a major priority under Global CDXO Scott Damon
  • Focus: Service Dispatch App, ENLITEN deep-dives, Sustainability storytelling
  • STAR Integration: Propose solutions integrating digital apps/data with physical booths
Sustainability Marketing (Rising Priority)
AllSustainability
  • E8 Commitment framework messaging across all channels
  • Carbon Neutral by 2050 communications
  • World Solar Challenge: 65% recycled tires showcase
📋 SUMMARY: Priorities: Trade Shows ($5-10M+ est), Digital (Service Dispatch, CDXO driven), Sustainability (E8, Carbon Neutral). Critical gap: Lack of cohesive experiential strategy.

5.3 Agency Relationships and Marketing Partners

Bridgestone's agency relationships are not comprehensively public. This section represents current intelligence.

Known Partners
Partners
  • DHL (Logistics/Sustainability)
  • ENEOS (Recovered Carbon Black)
  • Teijin Aramid (Sustainable Materials)
Agency Status
Discovery
  • Primary advertising/creative agencies not publicly confirmed
  • Trade show vendors: Current booth design partners not identified
  • Action: Use discovery calls to identify incumbents and pain points
📋 SUMMARY: Agency relationships are opaque. STAR must use discovery to map current trade show vendors and identify dissatisfaction.

5.4 Current Themes and Positioning (2026)

Bridgestone's 2026 marketing themes reflect their 'Growth with Quality' plan.

Corporate Themes
Corporate
  • "Dan-Totsu" (Clear and Absolute Leader)
  • "Solutions for a Sustainable Society"
  • Operational Excellence (Deming Plan)
Premium Brand Elevation
Premium
  • 70% premium mix target
  • ENLITEN as differentiator
  • "Ultimate Customization"
Innovation & Tech
Innovation
  • ENLITEN expansion (45 products by 2026)
  • Digital Solutions (Service Dispatch)
  • Larger diameter leadership (20"+ tires)
📋 SUMMARY: Key Themes: Premium Elevation, Sustainability Leadership, Innovation & Tech, Operational Excellence.

Section 6.0: Where Are the Opportunities for STAR?

6.1 Intent Signals and Engagement Indicators

Recent developments at Bridgestone provide compelling conversation starters and engagement opportunities for STAR's outreach efforts.

Major Leadership Restructuring (January 2025)
Org ChangeHigh
  • New BRIDGESTONE WEST/EAST global management model effective January 1, 2025
  • Scott Damon promoted to BRIDGESTONE WEST CEO + Global CDXO (dual role signals digital transformation priority)
  • Organizational change creates opportunity for new vendor relationships and strategic partner evaluation
STAR messaging angle: "Congratulations on the new structure - would love to explore how STAR can support your premium brand elevation goals under the new WEST leadership"
ENLITEN Product Launch Momentum (2025)
Product LaunchENLITEN
  • R273 Ecopia, Duravis M705, W920 all launched in 2025
  • 45 ENLITEN products targeted by end of 2026 (significant launch calendar)
  • Product launches require trade show presence, dealer events, customer education programs
STAR messaging angle: "We saw your ENLITEN launches at TMC 2025 - impressive technology. How are you planning to showcase these innovations at upcoming shows?"
70% Premium Mix Target (Strategic Priority)
StrategyPremium
  • Aggressive shift toward premium product positioning by 2026
  • Requires elevated brand experiences to justify premium pricing
  • Opportunity to help Bridgestone 'look premium' vs. Michelin/Goodyear at trade shows
STAR messaging angle: "Your 70% premium mix goal requires premium brand experiences - we specialize in creating sophisticated exhibitions that elevate brand perception"
World Solar Challenge Success (2025)
EventSustainability
  • Title sponsor of major sustainability event showcasing 65%+ recycled/renewable content tires
  • Demonstrates commitment to experiential marketing for brand storytelling
  • Opens conversation about sustainability-focused event activations
STAR messaging angle: "Your World Solar Challenge sponsorship shows powerful commitment to experiential sustainability marketing - we'd love to bring that same innovation to your trade show presence"
Margin Improvement Imperative
FinancialROI
  • 9.9% operating margin vs. Michelin's 14%+ target creates urgency for efficiency
  • Opportunity for STAR to demonstrate ROI measurement, vendor consolidation, cost optimization
STAR messaging angle: "We help enterprises consolidate trade show vendors, optimize budgets, and demonstrate measurable ROI - directly supporting your margin improvement goals"
2,200+ Retail Store Footprint
FootprintRetail
  • Massive opportunity for grand opening events, local activation programs, regional marketing
  • BSRO retail expansion and rebranding efforts likely ongoing
STAR messaging angle: "Your 2,200+ store network represents significant experiential marketing opportunity - we specialize in scalable local activation programs"
📋 SUMMARY: Key Bridgestone intent signals for STAR engagement: Leadership restructuring (Jan 2025 WEST/EAST model, Scott Damon as WEST CEO + Global CDXO = new vendor evaluation opportunity), ENLITEN product momentum (R273 Ecopia, Duravis M705, W920 launched 2025, 45 products by 2026 = trade show needs), 70% premium mix target (requires elevated brand experiences to justify premium pricing), World Solar Challenge 2025 (demonstrates experiential marketing commitment for sustainability storytelling), Margin improvement imperative (9.9% vs. Michelin 14%+ = ROI focus), 2,200+ retail stores (grand openings, local activation opportunity). All signals create natural conversation starters for STAR outreach.

6.2 Top 5 Strategic Opportunities for STAR in 2026

Based on comprehensive account analysis, these five opportunities represent the highest-probability entry points for STAR to establish a strategic partnership with Bridgestone as a net new prospect.

Opportunity #1: Become the Strategic Experiential Marketing Partner for ENLITEN Technology Showcase

ENLITENHigh
The Opportunity:

ENLITEN technology is Bridgestone's primary competitive weapon and premium positioning foundation, but it requires sophisticated storytelling to communicate value to buyers. Current booth experiences likely treat ENLITEN as one feature among many rather than creating immersive, educational experiences that make the technology tangible and compelling.

Why This Matters
  • 70% premium mix goal depends on buyers understanding and valuing ENLITEN benefits
  • Complex sustainability story (65%+ recycled content, recovered carbon black, circular economy) needs visual demonstration
  • Competitive differentiation vs. Michelin/Goodyear requires memorable trade show experiences
  • Scott Damon's CDXO role signals desire for digital/physical experience integration
STAR's Unique Value
  • Create interactive ENLITEN technology demonstrations (before/after comparisons, touchable materials, AR visualizations)
  • Design premium booth experiences that reflect product quality and justify premium pricing
  • Integrate digital tools (product configurators, sustainability calculators, ROI models) with physical displays
  • Develop educational content strategy for booth staff training and visitor engagement
Entry Point
  • Target: Commercial/Solutions Marketing leadership planning for TMC 2026, ConExpo 2026, mining/agriculture shows
  • Message: "Your ENLITEN technology deserves showcase experiences as sophisticated as the product itself - let's create something memorable for your 2026 trade show calendar"
  • Proof point: Reference TMC 2025 ENLITEN launches, offer to enhance 2026 presence with interactive demonstrations

Opportunity #2: Partner on Premium Brand Elevation Program Across Major Trade Shows

PremiumHigh
The Opportunity:

Bridgestone is fighting premium perception gap with Michelin while pushing 70% premium mix target. Trade shows are high-stakes brand moments where "looking premium" directly impacts buyer willingness to pay premium prices. Current approach may be inconsistent across shows or lack cohesive premium positioning.

Why This Matters
  • Premium perception drives premium pricing power and margin improvement (critical for closing gap with Michelin's 14%+ margins)
  • Inconsistent brand experiences across trade shows dilute premium positioning
  • Sara Correa (CMO with B2B tech background) likely frustrated with lack of cohesive experiential marketing strategy
  • "Dan-Totsu" (absolute leader) positioning requires absolute excellence in brand presentation
STAR's Unique Value
  • Develop signature premium booth design system scalable across all shows (SEMA, TMC, ConExpo, ITEC, auto shows)
  • Create brand standards and booth staff training ensuring consistent premium experience
  • Consolidate multiple trade show vendors into single strategic partnership for efficiency and consistency
  • Implement measurement framework demonstrating how premium brand experiences drive premium sales mix
Entry Point
  • Target: Sara Correa (CMO) and corporate marketing leadership
  • Message: "Your 70% premium mix goal requires premium brand experiences at every customer touchpoint. Let's create a comprehensive trade show program that elevates Bridgestone's brand perception to match your product quality."
  • Proof point: Show examples of how STAR has helped other brands (automotive, industrial) elevate premium positioning through experiential marketing

Opportunity #3: Create Sustainability Showcase Program Aligned with E8 Commitment and World Solar Challenge

SustainabilityMedium
The Opportunity:

Bridgestone has world-class sustainability credentials (E8 Commitment, carbon neutral 2050, 65%+ recycled content tires, World Solar Challenge) but may lack compelling trade show activations that bring these commitments to life for buyers.

Why This Matters
  • Sustainability increasingly influences B2B buying decisions, especially for enterprise fleet buyers with ESG mandates
  • World Solar Challenge investment ($$$) demonstrates commitment to experiential sustainability marketing
  • Opportunity to differentiate from competitors who lack equivalent sustainability credentials
  • Premium positioning reinforced when sustainability story told compellingly (premium = responsible choice)
STAR's Unique Value
  • Design carbon-neutral booth solutions (renewable energy, recycled materials, offset programs) that practice what Bridgestone preaches
  • Create interactive sustainability demonstrations (recovered carbon black process visualization, circular economy explainers)
  • Develop sustainability-themed activation programs (tire recycling challenges, carbon calculator tools)
  • Position STAR as partner who understands E8 Commitment framework and can translate into experiential marketing
Entry Point
  • Target: Sustainability leadership, corporate marketing, commercial marketing
  • Message: "Your World Solar Challenge sponsorship proves commitment to experiential sustainability marketing. Let's bring that same innovation to your trade show presence with carbon-neutral booth solutions and interactive E8 Commitment demonstrations."
  • Proof point: Reference 65%+ recycled content achievement, offer to showcase this innovation at 2026 shows

Opportunity #4: Develop BSRO Grand Opening and Local Activation Program for 2,200+ Retail Store Network

RetailMedium
The Opportunity:

2,200+ company-owned retail stores (Firestone Complete Auto Care, Tires Plus, Wheel Works, Hibdon) represent massive experiential marketing opportunity for grand openings, customer appreciation events, and local brand activation. Current approach likely fragmented with local vendors providing inconsistent quality.

Why This Matters
  • Retail operations critical to overall business (part of Integrated Businesses unit)
  • Local experiential marketing drives store traffic, customer acquisition, same-store sales
  • Opportunity to create consistent premium brand experience across all customer touchpoints
  • Store-level events generate local PR, community goodwill, customer loyalty
STAR's Unique Value
  • Develop scalable grand opening event program deployable across hundreds of locations annually
  • Create turnkey local activation kits (tent, signage, promotional materials, staffing guidelines) for regional marketing teams
  • Provide single-source accountability for multi-location rollouts vs. managing dozens of local vendors
  • Implement measurement framework tracking foot traffic, lead generation, sales lift from events
Entry Point
  • Target: BSRO Retail Marketing Leadership, Regional Marketing Managers
  • Message: "Managing experiential marketing across 2,200+ stores requires scalable systems and consistent execution. Let's create a turnkey grand opening and local activation program that drives measurable results."
  • Proof point: Show examples of multi-location retail activation programs STAR has executed for other brands

Opportunity #5: Position as Digital-Physical Integration Partner Supporting Scott Damon's CDXO Priorities

DigitalHigh
The Opportunity:

Scott Damon's dual role as BRIDGESTONE WEST CEO and Global Chief Digital Transformation Officer signals major digital priority. Traditional trade show vendors probably lack capabilities to integrate digital experiences (apps, AR/VR, lead capture systems, data analytics) with physical booth design.

Why This Matters
  • Digital transformation is enterprise strategic priority under Global CDXO leadership
  • Modern experiential marketing requires seamless digital/physical integration (event apps, virtual product demos, digital lead capture)
  • Service Dispatch Solution launch demonstrates commitment to digital customer experience
  • Data-driven measurement increasingly important for justifying trade show ROI to CFO/finance
STAR's Unique Value
  • Propose experiential marketing solutions integrating: Event apps with ENLITEN product configurators, AR tire selection tools, virtual factory tours showing sustainability initiatives, digital lead capture integrated with Bridgestone CRM, post-event analytics dashboards
  • Position as modern experiential marketing partner who understands digital transformation, not legacy booth vendor
  • Demonstrate how digital integration improves measurement, lead quality, post-event engagement
  • Align STAR capabilities with Scott Damon's vision for digitally-enabled customer experiences
Entry Point
  • Target: Scott Damon (CDXO), Sara Correa (CMO), Solutions Business leadership
  • Message: "Digital transformation applies to experiential marketing too. Let's discuss how STAR integrates digital experiences (AR product demos, event apps, CRM integration) with premium booth design to support your CDXO priorities."
  • Proof point: Demonstrate STAR's technology capabilities and digital experience integration expertise
📋 SUMMARY: Top 5 STAR opportunities at Bridgestone: (1) ENLITEN Technology Showcase partner - create sophisticated interactive demonstrations for complex sustainability/performance story, target commercial marketing for TMC/ConExpo/mining shows; (2) Premium Brand Elevation Program - develop signature booth design system across all shows supporting 70% premium mix goal, target Sara Correa (CMO) for enterprise strategy; (3) Sustainability Showcase aligned with E8 Commitment - carbon-neutral booths, interactive sustainability demos, target corporate/commercial marketing; (4) BSRO Retail Activation - scalable grand opening program for 2,200+ stores, target retail marketing leadership; (5) Digital-Physical Integration Partner - event apps, AR demos, CRM integration supporting Scott Damon's CDXO priorities, target executive leadership. All opportunities leverage net new prospect status and align with 2026 strategic priorities.

Section 7.0: Strategic Themes for 2026 (WIP)

Section 7.0: Strategic Themes for 2026 -- STAR & Bridgestone (WIP)
WIP2026
Section 7.0: Strategic Themes for 2026 -- STAR & Bridgestone (WIP)
Overview
ThemeExec/Marketing
Strategic messaging themes and STAR value propositions by Bridgestone business unit have been developed. Full content includes Core Tire Business (premium positioning), BSRO Retail (scalable activation), Solutions (technical storytelling), and Corporate (enterprise brand elevation).
Core Tire Business — Theme
Core Tire BusinessPremium positioning
Core Tire Business (premium positioning)
BSRO Retail — Theme
BSRO RetailScalable activation
BSRO Retail (scalable activation)
Solutions — Theme
SolutionsTechnical storytelling
Solutions (technical storytelling)
Corporate — Theme
CorporateEnterprise brand elevation
Corporate (enterprise brand elevation)
📋 SUMMARY: Section 7 provides strategic messaging themes aligned with Bridgestone priorities across all business units.

Section 8.0: 2026 Bridgestone Execution Plan for STAR (WIP)

Section 8.0: 2026 Bridgestone Execution Plan for STAR (WIP)
WIP2026
Section 8.0: 2026 Bridgestone Execution Plan for STAR (WIP)
Overview
Overview
Comprehensive execution plan including: Targeting framework (Sara Correa CMO, business unit marketing leaders, BSRO retail, solutions marketing), Marketing org tree, GTM execution phases (Q1 research, Q2 outreach, pilot proposals), and internal enablement recommendations.
Targeting Framework
TargetingSales/AMs
Targeting framework (Sara Correa CMO, business unit marketing leaders, BSRO retail, solutions marketing)
  • Sara Correa — CMO (enterprise marketing, brand, strategy)
  • Business Unit Marketing Leaders — Consumer/Commercial/OTR/Products
  • BSRO Retail — retail marketing leadership & regional managers
  • Solutions Marketing — fleet/telematics/predictive maintenance buyers
Marketing Org Tree (WIP)
Org Tree
Marketing org tree
GTM Execution Phases
GTM Phases
GTM execution phases (Q1 research, Q2 outreach, pilot proposals)
  • Q1 — Research & discovery: contact mapping, vendor landscape, show calendar confirmation
  • Q2 — Multi-channel outreach: exec letters, ABM ads, tailored sequences, event invites
  • Q2–Q3 — Pilot proposals: ENLITEN showcase concept, premium booth system, BSRO local activation pilot
Internal Enablement Recommendations (WIP)
EnablementSTAR Internal
Internal enablement recommendations
📋 SUMMARY: Section 8 provides actionable GTM execution plan with targeting framework, contact discovery strategy, multi-channel outreach phases, and STAR enablement recommendations for successful Bridgestone engagement.
END OF PLAYBOOK - Bridgestone ABM Account Playbook - Version 1.0 | January 2026
Prepared by: Fairway ABM Team for STAR Trade Shows & Events