Bridgestone
Table of Contents
Executive Memo
Dear STAR Leadership,
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
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
- 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
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
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
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.
Let's win together.
The Fairway ABM Team
Section 1.0 — Introduction
What This Playbook Is
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.
The Strategic Opportunity
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.
This playbook changes that dynamic entirely.
Purpose and Scope
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
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
Methodology & Validation
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)
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.
Section 2.0 — Account Overview
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:
2.1 Account Basics
Context
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.
Key Attributes
Scale & Relevance
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.
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
- 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
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.
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
- 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
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
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
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.
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 Focus Areas
- 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 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
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.
Section 3.0 — Strategic Initiatives and Technical Footprint
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."
3.1 Strategic Priorities for 2025–2026
StrategyStrategic Context
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 Strategy
Reinforcing Business Quality
- Quality improvement across entire value chain
- Operational excellence focus to improve margins
- Customer satisfaction and NPS improvement programs
Restructuring & Rebuilding
- Europe business transformation and market repositioning
- Latin America restructuring for profitability
- U.S. manufacturing footprint optimization (LaVergne TN plant closure, July 2025)
- Focus on high-margin product lines and premium segments
Global Cost Reduction
- Target: ¥61B in cost reductions for 2025
- Procurement optimization and supply chain efficiency
- Manufacturing efficiency improvements
- SCM logistics cost containment
Offense Strategy
Premium Tire Business - "Dan-Totsu"
- "Dan-Totsu" = "Clear and Absolute Leader" positioning strategy
- Target: 70% premium product sales mix by 2026 (up from current levels)
- ENLITEN technology expansion as premium differentiator
- Larger diameter tires (20"+): 110%+ growth target - key premium driver
ENLITEN & BCMA Fusion
- ENLITEN product expansion: 45 products by 2026, 100 products by 2030
- Currently 117 OE car models equipped, targeting 170 in 2025
- ENLITEN as base technology for all future product design
- BCMA (Commonality Modularity Architecture): Consolidate tire parts into 3 modules
- "Ultimate customization" for diverse vehicle applications
Sustainable Premium Brand
- Sustainable global motorsports as core brand platform
- Bridgestone World Solar Challenge title sponsorship
- E8 Commitment framework driving all brand communications
- Premium positioning aligned with sustainability leadership
Markets to Grow
- U.S. Business: Rebuilding consumer tire business, increasing premium mix
- India: Consumer tire business expansion
- Commercial B2B Solutions: Mining, aviation, trucks/buses (co-creation model)
- Fleet solutions and mobility services growth
Digital Transformation Priority
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.
3.2 ENLITEN Technology — Core Differentiator
ProductENLITEN technology is Bridgestone's primary competitive weapon and the foundation of their premium positioning strategy. Understanding ENLITEN is essential for STAR to credibly engage with Bridgestone decision-makers.
What is 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 Attributes
- 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
- Customized for specific vehicle/usage conditions ("ultimate customization")
Recent Launches (2025)
- R273 Ecopia (launched 2025): 6 sizes, commercial applications
- Duravis M705 (2H 2025): First LMD/P&D tire with ENLITEN technology, 3 sizes
- W920 (August 2025): All-weather trucking tire with 6% longer wear life
- All launched at TMC 2025 (Technology & Maintenance Council) - major trade show presence
Sustainability Innovation Showcase
- 2025 World Solar Challenge Tires: 65%+ recycled/renewable materials (first application)
- Recovered carbon black (ENEOS partnership) integrated into production
- Recycled steel in tire construction
- Twaron® aramid with circular content (Teijin Aramid partnership)
- Low-carbon logistics: DHL GoGreen Plus solution (85% CO2 reduction in shipping)
Competitive Positioning
- Core to "Dan-Totsu" strategy (absolute leadership positioning)
- Primary differentiator vs. Michelin, Goodyear, Continental in premium segment
- Enables premium pricing and margin expansion
- Supports sustainability commitments and E8 framework
- Measurable performance benefits: 6% longer wear life (W920 example)
STAR Opportunity
STAR Opportunity: ENLITEN technology requires sophisticated storytelling at trade shows and events. Bridgestone needs to communicate complex sustainability and performance benefits to commercial buyers, fleet managers, and automotive OE partners. This is where STAR's experiential marketing expertise can create immersive, educational showcases that make ENLITEN tangible and compelling. Consider: Interactive demonstrations comparing ENLITEN vs. conventional tires, sustainability metrics visualization, VR/AR experiences showing ENLITEN manufacturing process, or premium-positioned booth design that elevates ENLITEN above commodity tire displays.
3.3 Technical Footprint & Technology Stack
Tech StackUnderstanding Bridgestone's enterprise systems and technology partners provides context for engagement and identifies potential partner connections.
Enterprise Systems
- ERP: Likely SAP or Oracle (common for Japanese global manufacturers), but not publicly confirmed
- Digital Innovation: Heavy focus under Scott Damon (Global CDXO)
- IT Infrastructure: Managed under Solutions Businesses group (Nizar Trigui leadership)
- Marketing Technology: Under Sara Correa (CMO), likely sophisticated martech stack given B2B tech background
Confirmed Digital Solutions
- Service Dispatch Solution: New fleet management app launched at TMC 2025
- Fleet coordination platform reducing downtime for commercial customers
- Digital service coordination across 2,200+ BSRO retail stores
- Mobile applications for consumer and commercial segments
Confirmed Partnerships
- DHL: Logistics and sustainable shipping (GoGreen Plus solution)
- ENEOS Corporation: Recovered carbon black development and production
- Teijin Aramid: Sustainable materials (Twaron® circular content)
Likely Systems Integrators
- Global SI partners common for Japanese enterprises: Deloitte, Accenture, TCS, Cognizant, Capgemini
- Further research needed through direct outreach and network mapping
STAR 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 at trade shows, digital lead capture integrated with Bridgestone CRM, virtual product demos accessible post-event. Position STAR as partner who understands modern experiential marketing requires seamless digital/physical integration.
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
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
- Geographic focus: North America primary, with global presence
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
- Key verticals: Trucking/logistics, construction, public transportation, waste management
Off-the-Road (OTR) & Agriculture
- 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
- 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+
- Services: Tire sales/installation, oil changes, brake service, alignments, complete auto care
- Competitive positioning: Premium service quality vs. quick-lube competitors, expert technicians
Solutions Businesses Addressable Market
- Fleet management services: Companies operating 100+ commercial vehicles
- Mobility solutions: Logistics and transportation companies seeking optimization
- Telematics & predictive maintenance: Data-driven fleet operators
- Target ICP: Enterprise fleet managers, VP Operations, directors of logistics
Market Size Context
Market Size Context: The global tire market was valued at approximately $180-200B in 2024, with Bridgestone holding 15-16% market share. North American tire market represents approximately $45-50B annually, with Bridgestone's $12B revenue indicating roughly 24-26% North American market share. Premium tire segment (Bridgestone's strategic focus) growing faster than overall market, driven by larger diameter tires (20"+) and advanced technology features.
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
Primary Target- Background: Nearly 20 years B2B technology marketing experience (TE Connectivity)
- Joined: July 2021, succeeded Philip Dobbs
- Reports to: Bridgestone Americas CEO/President (integrating into BRIDGESTONE WEST structure)
- Oversees: Marketing COE, brand/digital marketing (Bridgestone & Firestone), sports/engagement platforms, corporate communications, research/insights, training
- Decision authority: Enterprise marketing strategy, brand positioning, major agency partnerships, trade show strategy
- Priorities: Premium brand elevation (70% premium mix support), integrated marketing across 3 business units, digital transformation alignment, measurable ROI
- Pain points: Coordinating marketing across diverse business units, justifying experiential marketing ROI to finance, elevating brand perception vs. Michelin/Goodyear
- STAR value proposition: Strategic partner who understands B2B marketing, provides measurable results, elevates premium positioning through sophisticated experiential marketing
Scott Damon • BRIDGESTONE WEST CEO & Global CDXO
Executive- Role: Executive Vice President, BRIDGESTONE WEST CEO, Global Chief Digital Transformation Officer
- Promoted: January 1, 2025 (previously COO Bridgestone Americas)
- Scope: All Americas and Europe operations, plus global digital transformation
- Priorities: Margin improvement, digital transformation, premium product mix expansion, operational excellence
- Decision involvement: Enterprise-level investments, strategic partner selection, major initiatives
- STAR value proposition: Experiential marketing that integrates digital/physical experiences, measurable business impact, supports premium positioning and margin goals
VP/Director Marketing (Business Unit Level)
- Typical titles: VP Marketing - Commercial, Director of Brand Marketing, VP Consumer Marketing, Director Product Marketing
- Decision authority: Business unit trade show budgets ($100K-500K+), event strategy, regional marketing programs, vendor selection for tactical executions
- Reports to: Sara Correa (CMO) or Business Unit Presidents
- Priorities: Lead generation, pipeline development, brand awareness in target segments, competitive differentiation, product launch support
- Pain points: Justifying trade show ROI with hard metrics, standing out in crowded exhibitions, limited internal creative resources, coordinating across regions
- STAR value proposition: Turn-key trade show execution, creative excellence, lead generation systems, post-event measurement
Event Marketing & Trade Show Managers
- Typical titles: Event Marketing Manager, Trade Show Manager, Field Marketing Manager, Experiential Marketing Specialist
- Decision authority: Vendor selection for booth design/build, event logistics, activation programs, booth staffing, lead capture systems
- Budget range: $50K-300K per event depending on show size and scope
- Priorities: Seamless execution, staying on budget, attendee engagement, lead capture/quality, demonstrating event ROI
- Pain points: Managing multiple vendors, tight deadlines, proving event impact to leadership, coordinating booth staff training
- STAR value proposition: Single-source accountability, proven execution track record, end-to-end event management, technology integration
BSRO Retail Marketing Leadership
- Typical titles: VP Retail Marketing, Director of Store Marketing, Regional Marketing Manager
- Decision authority: Grand opening events, local store marketing, promotional programs, regional activation budgets
- Scope: 2,200+ stores across North America (Firestone Complete Auto Care, Tires Plus, Wheel Works, Hibdon)
- Priorities: Drive store traffic, customer acquisition, local brand awareness, same-store sales growth
- Pain points: Scaling local activation across thousands of stores, maintaining brand consistency, measuring local marketing impact
- STAR value proposition: Scalable local activation programs, grand opening event expertise, turnkey regional execution
Commercial & Solutions Marketing Leadership
- Typical titles: VP Commercial Sales & Marketing, Director of Fleet Marketing, OTR Marketing Manager, Solutions Marketing Director
- Decision authority: Industry trade shows (TMC, mining expos, ConExpo), customer events, dealer meetings, solution launch events
- Priorities: Pipeline development, dealer enablement, product launch support, thought leadership positioning
- Pain points: Complex product storytelling (ENLITEN technology education), technical buyer engagement, long sales cycles requiring consistent touchpoints
- STAR value proposition: Sophisticated B2B experiential marketing, technical product demonstrations, educational booth experiences
C-Suite Engagement Strategy
CriticalWhat C-Suite Executives Want to See:
- Measurable ROI: Cost per lead, pipeline generated, brand awareness lift, market share impact
- Strategic alignment: How experiential marketing supports 70% premium mix goal, sustainability positioning, digital transformation
- Competitive differentiation: How STAR helps Bridgestone stand out vs. Michelin/Goodyear at trade shows
- Operational excellence: Proven execution track record, risk mitigation, single-source accountability
- Scalability: Ability to support enterprise-wide needs across multiple business units and regions
STAR Positioning for C-Suite:
- Strategic partner, not tactical vendor: Focus on business outcomes, not just booth square footage
- Premium positioning enabler: Help Bridgestone "look premium" to justify premium pricing
- Measurement framework: Demonstrate commitment to ROI measurement and continuous improvement
- Digital integration: Align with Scott Damon's CDXO priorities by integrating digital/physical experiences
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
- 1. Bridgestone Corporation - $29B revenue (2024) - Global leader, strongest in North America and Asia
- 2. Michelin - $28-30B revenue (similar scale) - European leader, targeting 14%+ operating margins by 2026
- 3. Goodyear Tire & Rubber - $20B revenue - Strong North American presence, commercial tire focus
- 4. Continental AG - $17B tire division - European leader, technology/innovation positioning
- 5. Pirelli - $7B revenue - Premium/ultra-premium positioning, motorsports heritage
- 6. Regional players: Toyo, Yokohama, Hankook, Sumitomo - Strong in specific markets/segments
Bridgestone's Competitive Strengths
- Market position: #1 or #2 globally by revenue (varies by quarter/currency)
- ENLITEN technology: Proprietary differentiation vs. all competitors, measurable performance benefits
- North American dominance: $12B revenue (41% of global), 24-26% market share, 2,200+ owned retail stores
- Premium brand positioning: 70% premium sales mix target by 2026 drives higher margins
- Sustainability leadership: Carbon neutral by 2050, E8 Commitment framework, World Solar Challenge title sponsor
- Vertical integration: Owned retail network (BSRO) provides direct customer relationships and data
- Diversified portfolio: Strong across consumer, commercial, OTR, and solutions businesses
- Innovation pipeline: ENLITEN expansion (45 products by 2026, 100 by 2030), recovered materials technology
Bridgestone's Competitive Challenges
- Operating margin gap: 9.9% vs. Michelin's 14%+ target indicates profitability opportunity
- Chinese EV manufacturers: Low-cost Chinese automakers disrupting traditional OE relationships
- Low-cost tire imports: Pricing pressure in Europe and Latin America from Asian manufacturers
- Tariff uncertainty: 25% U.S. tariffs on Mexico/Canada, 10% on China creating supply chain complexity
- Business restructuring costs: Plant closures (LaVergne TN), Europe/Latin America transformation dragging near-term results
- Premium perception gap: Despite quality products, consumer perception sometimes lags Michelin in premium segment
Competitive Dynamics by Segment
Consumer/Passenger Tires
- Primary competitors: Michelin (premium leader), Goodyear (strong North America), Continental (technology focus)
- Bridgestone advantage: ENLITEN technology, sustainability story, retail network
- Bridgestone challenge: Michelin's stronger premium brand perception in some markets
Commercial Truck & Bus
- Primary competitors: Michelin (market leader), Goodyear (strong), Continental, Yokohama
- Bridgestone advantage: ENLITEN longevity (6% longer wear life W920), fleet solutions integration
- Bridgestone challenge: Michelin's dominant market position and dealer loyalty
OTR & Specialty
- Primary competitors: Michelin (leader), Goodyear, Continental, Yokohama Off-Highway
- Bridgestone advantage: Mining relationships, specialized applications expertise
- Bridgestone challenge: Smaller market share vs. Michelin in OTR segment
Employee Satisfaction Indicators
- Comparably rating: A+ (82/100) for executive team
- Employee approval: 93% approve of executive team (Top 5% of similar-sized companies)
- Insight: Strong internal culture suggests operational stability and employee engagement
Market Analyst Perspectives
- Premium strategy widely supported: Analysts view 70% premium mix target as correct strategic direction
- Margin improvement imperative: Closing gap with Michelin (9.9% vs. 14%+) seen as critical priority
- ENLITEN technology: Industry experts recognize as genuine innovation, not just marketing
- Restructuring pain: Short-term headwinds (plant closures, market exits) viewed as necessary for long-term health
STAR Competitive Positioning 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. STAR's experiential marketing expertise can create immersive, educational brand experiences that make ENLITEN tangible and compelling to commercial buyers, fleet managers, and automotive OE partners. Premium positioning isn't just about the product—it's about the entire customer experience, and trade shows are high-stakes moments where Bridgestone needs to demonstrate premium quality in every interaction. Additionally, Bridgestone's sustainability commitments (E8 framework, carbon neutral 2050, World Solar Challenge) provide rich storytelling opportunities. STAR can help Bridgestone communicate these commitments through experiential marketing that reinforces their premium positioning while differentiating from competitors who lack equivalent sustainability credentials.
Section 5.0 — Brand Position & 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. Understanding these elements is essential for positioning STAR as a strategic experiential marketing partner aligned with Bridgestone's brand vision.
Corporate Brand: Bridgestone
High Priority- Global positioning: Premium tire manufacturer with sustainability and innovation leadership
- Brand pillars: Innovation (ENLITEN technology), Quality (Deming Plan operational excellence), Sustainability (E8 Commitment framework)
- Brand personality: Technically sophisticated, environmentally conscious, performance-driven, trustworthy
- Target audience: Premium-conscious consumers and enterprise buyers who value lifecycle performance over upfront cost
- Brand promise: "Solutions for a sustainable society" aligned with E8 Commitment values
Product Brand Strategy — Bridgestone
- Positioning: "Dan-Totsu" (clear and absolute leader) in premium tire segment
- Key product lines: Turanza (touring), Alenza (SUV/crossover), Blizzak (winter), Ecopia (fuel-efficient), Potenza (performance)
- ENLITEN technology integration: All new Bridgestone-branded products incorporating ENLITEN by 2026
- Target: 70% of total sales from premium Bridgestone-branded products by 2026
- Messaging themes: Ultimate customization, environmental performance, advanced technology, proven quality
- Price positioning: Premium pricing justified by ENLITEN technology and sustainability benefits
Product Brand Strategy — Firestone
- Positioning: Accessible quality, trusted performance, American heritage (founded 1900)
- Product lines: Firestone passenger tires, Firestone Industrial Products (air springs, airbags)
- Target: Mid-market consumers and commercial buyers seeking proven reliability
- Messaging themes: Dependability, value, American manufacturing, trusted by professionals
- Price positioning: Mid-market, competitive with Goodyear and other tier-2 brands
Retail Brand Strategy — BSRO
Portfolio
- Firestone Complete Auto Care: Flagship retail brand, full automotive service
- Tires Plus: Regional brand (acquired 2005), tire and automotive service
- Wheel Works: Northeast regional brand (acquired 2018)
- Hibdon Tires Plus: Southwest regional brand
Positioning
- Professional service quality, expert technicians, complete automotive care solutions
- Target: Suburban families, vehicle owners seeking trusted service relationships
- Competitive differentiation: Tire expertise + full service vs. quick-lube chains, professionalism vs. independent shops
- Messaging: Expert technicians you can trust, quality parts, convenient locations, comprehensive service
Solutions Brand Strategy
- Positioning: Data-driven fleet optimization partner, predictive maintenance innovator
- Target: Enterprise fleet managers, logistics directors, VP Operations at commercial operators
- Key offerings: Fleet management services, telematics, Service Dispatch Solution (mobile app), tire lifecycle management
- Messaging: Reduce downtime, lower total cost of ownership, improve safety, optimize tire performance through data
- Competitive differentiation: Integration of tire expertise + digital solutions vs. pure-play telematics vendors
5.2 Marketing Priorities and Budget Allocation
While Bridgestone does not publicly disclose detailed marketing budget allocations, their marketing priorities can be inferred from public announcements, trade show participation, campaign activities, and strategic initiatives.
Trade Shows (High Priority)
- TMC 2025 (Technology & Maintenance Council): Major presence in Orlando, launched R273 Ecopia and Duravis M705 ENLITEN products, showcased Service Dispatch Solution
- Bridgestone World Solar Challenge: Title sponsor of biennial event in Australia (3,000km course), major sustainability brand activation, 33 teams from 17 regions participated in 2025
- Likely 2026 participants: SEMA Show (automotive aftermarket), International Tire Exhibition & Conference (ITEC), major auto shows (Detroit, LA, Chicago), ConExpo (construction equipment), MINExpo (mining)
- Industry-specific events: Fleet industry conferences, agricultural equipment shows (Farm Progress Show), trucking/logistics conferences
Experiential Initiatives
- Motorsports activations: Historical Formula 1 partnerships, IndyCar presence, NASCAR relationships (though some may be legacy/declining)
- Retail events: Grand openings, customer appreciation events, tire safety clinics across 2,200+ BSRO stores
- OE partnership events: Vehicle launch events with automotive manufacturers (Ford, GM, Toyota, Honda partnerships)
- B2B solution showcases: Fleet customer events, dealer meetings, mining/agriculture equipment demonstrations
- Educational programs: Tire safety workshops, fleet manager training, dealer enablement programs
MAJOR OPPORTUNITY FOR STAR
CriticalThere is a significant gap in Bridgestone's publicly documented experiential marketing strategy. While the company clearly invests substantial budget in trade shows and events (evidenced by TMC presence, World Solar Challenge title sponsorship, 2,200+ retail store footprint), there is no cohesive public-facing narrative about their experiential marketing approach. This represents a prime opportunity for STAR to position as the strategic partner who can consolidate vendor relationships, create signature premium brand experiences, and establish measurable frameworks that elevate Bridgestone's event marketing from tactical execution to strategic brand-building.
- Estimated trade show investment: Based on industry benchmarks and Bridgestone's market position, annual experiential marketing budget likely in the $5-10M+ range across all business units and regions, with significant opportunity for consolidation and optimization.
Digital & Content Marketing
- Website sophistication: Bridgestone.com and BridgestoneAmericas.com feature advanced tire selectors, dealer locators, ENLITEN technology education, sustainability content
- Social media presence: Active on LinkedIn (B2B thought leadership), Facebook/Instagram (consumer engagement), YouTube (product education, how-to content)
- Content focus: ENLITEN technology deep-dives, sustainability storytelling (E8 Commitment), product launches, fleet case studies
- Digital transformation: Major strategic priority under Scott Damon (Global CDXO), Service Dispatch Solution mobile app, digital service coordination
- STAR integration opportunity: Propose experiential marketing solutions that seamlessly integrate digital (event apps, AR product demos, lead capture) with physical (booth design, activations) experiences
Sustainability Marketing
- E8 Commitment framework: Messaging across all channels emphasizing Energy, Ecology, Efficiency, Extension, Economy, Emotion, Ease, Empowerment
- Carbon neutral by 2050: Aggressive communications around environmental leadership and interim milestones
- Circular economy initiatives: Tire recycling technology, recovered carbon black, renewable materials storytelling
- World Solar Challenge: 65%+ recycled/renewable content tires showcased as proof of commitment
- STAR opportunity: Create sustainability-themed booth experiences, carbon-neutral event solutions, cause marketing activations that reinforce E8 Commitment values
Traditional Advertising (Moderate Priority)
- TV/Video: Likely reduced from historical levels, focused on product launches and peak seasons
- Print: Trade publications (Modern Tire Dealer, Fleet Owner, etc.) for B2B audiences
- Out-of-home: Strategic placements near high-traffic retail locations
- Trend: Shift from traditional advertising toward digital and experiential marketing
5.3 Agency Relationships and Marketing Partners
Bridgestone's agency relationships are not comprehensively documented in public sources. This section represents current intelligence with areas flagged for further research through direct outreach.
Known Strategic Partners
- DHL: Global logistics partner with GoGreen Plus sustainable shipping solution (85% CO2 reduction)
- ENEOS Corporation: Partnership for recovered carbon black development and production
- Teijin Aramid: Sustainable materials partnership (Twaron® aramid with circular content)
- Motorsports partners: Historical F1, IndyCar, NASCAR relationships (current status requires verification)
Agencies (Not Publicly Confirmed)
- Primary advertising agency: Not publicly disclosed (requires direct inquiry with Sara Correa's team)
- Digital agency partners: Likely relationships exist but not publicly documented
- Regional agencies: Business units and regions may have local agency relationships
- Trade show/experiential vendors: Current booth design and trade show execution partners not publicly identified
Agency Decision-Making Authority (Inferred)
- Sara Correa (CMO Bridgestone Americas): Likely owns primary advertising, creative, and strategic agency relationships
- Business unit marketing VPs: Likely manage specialty agencies for digital, regional, product-specific needs
- Procurement involvement: Enterprise-level Master Services Agreements probably require procurement approval and engagement
- Regional autonomy: BRIDGESTONE WEST/EAST structure may allow regional agency flexibility within global brand guidelines
STAR Discovery Research Priorities
- "Who currently handles your trade show booth design and exhibition execution?"
- "Are you satisfied with your current experiential marketing vendors' performance and results?"
- "Do you have Master Services Agreements or preferred vendor relationships we should be aware of?"
- "How centralized is your trade show vendor management - corporate level or business unit autonomy?"
- "What are your biggest pain points with current trade show and event marketing execution?"
- Intelligence Gathering Strategy:
- During discovery meetings, listen for mentions of current vendors and satisfaction levels
- Research LinkedIn connections to identify potential incumbent agencies and internal stakeholders
- Attend Bridgestone-participated trade shows to observe booth quality, vendor execution, competitive presence
- Network with industry contacts who may have intel on Bridgestone's agency relationships
5.4 Current Themes and Positioning (2026)
Bridgestone's 2026 marketing themes reflect their "Growth with Quality" Mid-Term Business Plan and strategic priorities across all business units.
Corporate-Level Themes
- "Dan-Totsu" - Clear and Absolute Leader: Premium positioning across all communications and touchpoints
- E8 Commitment: Eight core values (Energy, Ecology, Efficiency, Extension, Economy, Emotion, Ease, Empowerment) integrated into all brand messaging
- "Solutions for a Sustainable Society": Overarching brand promise connecting premium products with environmental responsibility
- Operational Excellence: "Growth with Quality" and Deming Plan quality initiatives featured in B2B communications
Premium Brand Elevation
- 70% premium product mix target: All marketing supports shift toward premium Bridgestone-branded products
- ENLITEN as premium differentiator: Technology showcased as justification for premium pricing
- "Ultimate Customization": Messaging emphasizes tailored solutions for specific vehicle/usage requirements
- Measurable performance benefits: 6% longer wear life (W920 example), reduced rolling resistance, enhanced fuel efficiency
Sustainability Leadership
- Carbon Neutral by 2050: Aggressive interim milestones and progress updates prominently featured
- Circular Economy: 65%+ recycled/renewable content tires (World Solar Challenge showcase)
- Recovered Materials: Partnership storytelling (ENEOS carbon black, Teijin aramid, recycled steel)
- Sustainable Logistics: DHL GoGreen Plus 85% CO2 reduction messaging
Innovation & Technology
- ENLITEN expansion: 45 products by 2026, 100 products by 2030, eventual 100% portfolio conversion
- Digital solutions: Service Dispatch Solution app, fleet telematics, predictive maintenance
- BCMA Architecture: Modular tire design enabling customization and supply chain efficiency
- Larger diameter leadership: 110%+ growth target for 20"+ tires (premium segment driver)
Business Unit-Specific Themes
- Core Tire Business: "ENLITEN Everywhere" - Technology integration across all product lines
- BSRO Retail: "Expert Service, Trusted Quality" - Professional technicians, complete automotive care
- Solutions Businesses: "Data-Driven Fleet Optimization" - Reduce downtime, lower TCO through technology
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
High Priority- 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
ENLITEN Product Launch Momentum
- 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
70% Premium Mix Target
- 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
World Solar Challenge Success
- 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
Margin Improvement Imperative
- 9.9% operating margin vs. Michelin's 14%+ target creates urgency for efficiency
- Opportunity for STAR to demonstrate ROI measurement, vendor consolidation, cost optimization
2,200+ Retail Store Footprint
- Massive opportunity for grand opening events, local activation programs, regional marketing
- BSRO retail expansion and rebranding efforts likely ongoing
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
High PriorityThe 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 & Plan:
- 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
High PriorityThe 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 & Plan:
- 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
Medium PriorityThe 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 & Plan:
- 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
Medium PriorityThe 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 & Plan:
- 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
High PriorityThe 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 & Plan:
- 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
Section 7.0 — Strategic Themes for 2026
This section synthesizes Bridgestone's strategic priorities with STAR's experiential marketing capabilities to create compelling messaging themes that demonstrate strategic alignment and partnership value. Each business unit receives tailored value propositions that speak directly to their unique challenges and priorities.
The following value propositions translate Bridgestone's business challenges into STAR's experiential marketing solutions, creating clear alignment between strategic priorities and tactical execution.
UNIT 01Core Tire Business
The Strategic Challenge
Bridgestone must achieve 70% premium product sales mix by 2026 while simultaneously closing the operating margin gap with Michelin (currently 9.9% vs. Michelin's 14%+ target). This requires buyers—both commercial fleet managers and automotive OE partners—to perceive and value Bridgestone as the premium choice worth premium pricing. The challenge is especially acute in commercial segments where buyers traditionally focus on upfront cost rather than lifecycle value. ENLITEN technology provides genuine technical differentiation (6% longer wear life, reduced rolling resistance, sustainability benefits), but communicating this value at trade shows requires sophisticated experiential marketing that goes beyond traditional booth design.
STAR Strategic Value Proposition
"Premium products deserve premium experiences. STAR creates sophisticated trade show environments that elevate your brand perception to match your product quality. When fleet managers and commercial buyers experience your ENLITEN technology through our interactive demonstrations and premium booth environments, they understand why Bridgestone commands premium pricing. We don't just build booths—we build brand value that directly supports your 70% premium mix goal and margin improvement objectives."
Key Messaging Themes
- Make ENLITEN technology tangible, not abstract - Interactive demonstrations using AR visualizations, before/after tire comparisons, touchable material samples showing 65%+ recycled content, and performance data visualizations that commercial buyers can see and understand
- Premium booth design reflects Dan-Totsu positioning - Signature booth architecture that visually communicates "absolute leader" status through materials, lighting, spatial design, and brand presentation that matches Michelin's premium presence while showcasing Bridgestone's unique sustainability story
- Educational content for technical B2B buyers - Booth experiences designed for learning, not just lead capture, with product specialists trained to explain ENLITEN benefits, TCO modeling tools, and sustainability ROI calculators that help fleet managers justify premium purchasing decisions
- Measurable ROI frameworks proving trade show impact - Track how experiential marketing investments drive premium product mix improvement, cost per lead for premium tire inquiries, brand perception lift among target buyers, and ultimately contribution to margin expansion goals
- Consistency across all commercial shows - Develop signature ENLITEN showcase system deployable at TMC, ConExpo, MINExpo, Farm Progress Show, and other industry events, ensuring consistent premium positioning across all customer touchpoints
Conversation Starters
UNIT 02BSRO Retail Operations
The Strategic Challenge
Managing experiential marketing across 2,200+ company-owned retail stores (Firestone Complete Auto Care, Tires Plus, Wheel Works, Hibdon Tires Plus) presents massive operational complexity. Each store needs grand opening support, periodic customer appreciation events, seasonal tire promotions, and local brand activation—all while maintaining consistent premium brand standards and managing limited corporate marketing resources. Current approach likely involves fragmented local vendors with inconsistent quality, no centralized measurement, and significant overhead coordinating hundreds of individual events annually. Regional marketing managers struggle to scale local activation while ensuring brand consistency and proving ROI to justify continued investment.
STAR Strategic Value Proposition
"Managing experiential marketing across 2,200+ locations requires scalable systems, not individual event planning. STAR provides turnkey grand opening and local activation programs that deliver consistent premium brand experiences while dramatically reducing your team's vendor management burden. One strategic partner, thousands of flawless executions, measurable results at every location."
Key Messaging Themes
- Single-source accountability eliminates vendor chaos - Replace fragmented relationships with dozens of local vendors with one strategic partnership providing consistent quality, streamlined communication, and enterprise-level account management across all regions
- Scalable excellence through turnkey activation kits - Develop modular grand opening packages (tent, signage, promotional materials, staffing guidelines, social media templates) that regional teams can deploy independently while maintaining corporate brand standards
- Measurable local impact at every location - Implement tracking systems measuring foot traffic, leads generated, tire sales during event periods, customer acquisition cost, and same-store sales lift, providing data to justify continued investment
- National scale with regional expertise - STAR's multi-market presence enables local execution knowledge (permitting, weather considerations, competitive landscape) while leveraging enterprise purchasing power for cost efficiency
- Rapid deployment capability - Pre-negotiated vendor relationships and pre-built event frameworks enable quick turnaround for new store openings, acquisition integrations, or regional promotional campaigns
Conversation Starters
UNIT 03Solutions Businesses
The Strategic Challenge
Solutions Businesses (fleet management services, Service Dispatch Solution, telematics, predictive maintenance) face the classic B2B challenge of communicating complex technical value propositions to sophisticated buyers with long sales cycles. Fleet managers and VP Operations evaluating these solutions need to understand ROI models, system integration requirements, data security protocols, and change management implications—all within a 10-minute trade show conversation. Traditional booth approaches (brochures, static displays, sales pitch presentations) fail to engage technical buyers who need hands-on experience and deeper understanding before committing to lengthy evaluation processes. The opportunity cost of ineffective trade show engagement is enormous given the $100K+ average deal sizes and 6-12 month sales cycles typical in this segment.
STAR Strategic Value Proposition
"B2B buyers need to understand, not just hear about, your solutions. STAR creates educational booth experiences with interactive product demonstrations, AR technology visualizations, and hands-on trial opportunities that accelerate the buyer journey from awareness to consideration. We translate complex technical value into memorable experiential learning that shortens sales cycles and improves lead quality."
Key Messaging Themes
- Make the complex tangible through AR and interactive demos - Service Dispatch Solution demonstrations on tablets showing real fleet scenarios, AR visualizations of telematics data flows, interactive TCO calculators proving payback periods, predictive maintenance simulations showing downtime reduction
- Educational engagement optimized for technical buyers - Booth layout designed for 15-20 minute deep-dive conversations (not 2-minute drive-bys), product specialists with technical expertise (not general booth staff), demo stations allowing buyers to explore features independently
- Digital integration extending engagement beyond show floor - Event apps with downloadable ROI models, post-show access to demo environments, CRM integration capturing engagement data for sales follow-up, video content buyers can share with decision committees
- Alignment with Scott Damon's CDXO priorities - Position STAR as partner who understands digital transformation applies to experiential marketing, showcase integration capabilities (APIs, data analytics, cloud platforms), demonstrate how modern trade show experiences generate data informing broader go-to-market strategy
- Solutions showcase supporting enterprise sales - Create premium environment reflecting sophistication of enterprise buyers, provide private meeting spaces for executive conversations, enable multi-stakeholder engagement (IT, Operations, Finance simultaneously)
Conversation Starters
UNIT 04Corporate
The Strategic Challenge
At the corporate/enterprise level, Bridgestone faces the challenge of communicating a multifaceted brand transformation story: "Dan-Totsu" premium positioning, E8 Commitment sustainability leadership, and digital transformation under Global CDXO Scott Damon. These strategic priorities must translate into cohesive experiential marketing across all business units, regions, and customer touchpoints—currently fragmented across multiple vendors with inconsistent messaging and visual identity. Sara Correa (CMO) needs a strategic partner who thinks at the enterprise level, understands how experiential marketing reinforces corporate strategy, and can coordinate execution across Core Tire, BSRO, and Solutions while maintaining appropriate customization for each business unit's unique needs. Current vendor relationships probably feel tactical rather than strategic, focused on booth square footage rather than brand value creation.
STAR Strategic Value Proposition
"STAR understands that experiential marketing is brand strategy made tangible. We align every booth design, every activation, every customer interaction with your enterprise strategic priorities—premium positioning, sustainability leadership, digital transformation. Sara Correa gets a strategic partner who thinks like a CMO with B2B technology marketing experience, not just a booth vendor who thinks in square footage and lead volume."
Key Messaging Themes
- Strategic alignment with measurable business outcomes - Every trade show investment explicitly supports 70% premium mix goal, margin improvement from 9.9% toward 14%+, sustainability commitments, and digital transformation; measurement frameworks track contribution to enterprise KPIs, not just event-level metrics
- E8 Commitment activation that practices what Bridgestone preaches - Carbon-neutral booth solutions using renewable energy and recycled materials, sustainability showcases highlighting 65%+ recycled tire content, circular economy demonstrations, partnership with sustainability vendors aligning with Bridgestone's environmental leadership
- Digital transformation enablement supporting CDXO priorities - Experiential marketing integrating with Scott Damon's digital vision through event apps, AR/VR demonstrations, IoT-enabled booth experiences, data analytics dashboards, CRM connectivity, and post-event engagement platforms
- Enterprise-wide consistency under BRIDGESTONE WEST structure - Develop signature brand architecture scalable across all business units (Core Tire, BSRO, Solutions) and all regions (Americas, eventually Europe under WEST), with appropriate customization by segment while maintaining premium positioning consistency
- Executive partnership with Sara Correa's office - STAR leadership engagement at CMO level for strategic planning, quarterly business reviews tracking experiential marketing impact on corporate KPIs, collaborative innovation on emerging trends (AI, virtual events, hybrid experiences)
Conversation Starters
Section 8.0 — Execution Plan
This final section provides actionable recommendations for STAR's sales and marketing teams to engage Bridgestone as a net new prospect, convert initial conversations into qualified pipeline, and establish a long-term strategic partnership. The execution plan is organized into four components: targeting framework, organizational intelligence, go-to-market phases, and internal enablement.
8.1 Targeting Framework
Successful enterprise ABM requires precise targeting across multiple organizational levels. This framework identifies key personas by business unit, their decision authority, and strategic rationale for engagement.
A. Corporate-Level (CMO Office)
Primary Target: Sara Correa
Sara Correa - Chief Marketing Officer, Bridgestone Americas
Why Critical
Why Sara Correa is Critical:
Supporting Corporate Targets
SUPPORTING CORPORATE TARGETS:
VP/Director of Marketing Communications (Corporate Level)
Director of Brand Marketing (Bridgestone Brand)
Director of Customer Experience
Marketing Operations Manager
B. Core Tire Business
High Priority Targets
VP Marketing - Commercial Tire / Truck & Bus
Director of Product Marketing (ENLITEN Products)
Commercial Marketing Manager (Truck/Bus/Fleet)
OTR Marketing Manager (Off-the-Road)
Event Marketing Manager (Trade Show Execution)
Field Marketing Manager (Dealer Events, Regional Activations)
C. BSRO Retail
VP Retail Marketing - BSRO
Director of Store Marketing (Grand Openings, Local Activation)
Regional Marketing Managers (Northeast, Southeast, Midwest, West)
Brand Marketing Managers (Firestone Complete, Tires Plus, Wheel Works, Hibdon)
D. Solutions
Director of Solutions Marketing
Product Marketing Manager - Service Dispatch Solution
Fleet Marketing Manager
Digital Marketing Manager - Solutions
E. Executive Leadership (Awareness Only)
Scott Damon - BRIDGESTONE WEST CEO & Global CDXO
Business Unit Presidents (Reporting to Scott Damon)
CFO / Finance Leadership
Engagement Strategy
8.2 Marketing Org Tree
This org tree represents best available intelligence from public sources. Actual reporting relationships, titles, and structure should be validated through: • LinkedIn Sales Navigator searches for confirmed titles and reporting relationships • Discovery conversations asking "Who else should I be talking to about trade shows?" • Observation of email signatures and LinkedIn job descriptions • Industry contacts who may have insider knowledge of Bridgestone's structure
Bridgestone Americas Marketing Organization (Estimated Structure): Sara Correa - Chief Marketing Officer, Bridgestone Americas │ ├─── VP Marketing Communications (Corporate) │ ├─── Director Brand Marketing (Bridgestone brand) │ ├─── Director Corporate Communications │ ├─── Digital Marketing Director │ └─── Social Media Manager │ ├─── VP Marketing - Core Tire Business │ ├─── Director Commercial Marketing (Truck/Bus/OTR) │ │ ├─── Commercial Marketing Manager │ │ ├─── OTR Marketing Manager │ │ └─── Event Marketing Manager (Trade shows) │ ├─── Director Consumer Marketing (Passenger/Light Truck) │ │ ├─── Consumer Marketing Manager │ │ └─── Retail Partner Marketing Manager │ ├─── Product Marketing Managers │ │ ├─── ENLITEN Product Marketing │ │ ├─── Ecopia Product Marketing │ │ └─── Turanza/Alenza Product Marketing │ └─── Field Marketing Manager (Dealer events) │ ├─── VP Retail Marketing - BSRO │ ├─── Director Store Marketing (Grand openings, local activation) │ ├─── Regional Marketing Managers │ │ ├─── Northeast Regional Marketing Manager │ │ ├─── Southeast Regional Marketing Manager │ │ ├─── Midwest Regional Marketing Manager │ │ └─── West Regional Marketing Manager │ └─── Brand Marketing Managers │ ├─── Firestone Complete Auto Care Brand Manager │ ├─── Tires Plus Brand Manager │ └─── Wheel Works Brand Manager │ ├─── Director Solutions Marketing │ ├─── Product Marketing - Fleet Solutions │ ├─── Product Marketing - Service Dispatch Solution │ ├─── B2B Marketing Manager │ └─── Digital Solutions Marketing Manager │ └─── Marketing Operations / Analytics ├─── Marketing Technology Manager (MarTech stack) ├─── Market Research & Insights Director ├─── Marketing Analytics Manager └─── Budget / Vendor Management Specialist
Key Observations
Key Observations for STAR Targeting:
Budget Authority Likely Resides At:
Influence vs. Decision Authority:
Research Actions
STAR Research Action Items:
8.3 GTM Phases (Q1-Q2)
Phase 1: Research (Jan)
Week 1-2: Discovery
Objectives:
Tactical Activities:
Deliverables:
Week 4: Engagement
Objectives:
Tactical Activities:
Success Metrics - Phase 1:
Phase 2: Messaging (Feb)
Weeks 2-3: Sequences
Objectives:
Email Sequences by Persona:
Sequence 1 - Sara Correa (CMO):
Sequence 2 - Commercial Marketing (VP/Directors):
Sequence 3 - BSRO Retail Marketing:
Sequence 4 - Solutions Marketing:
Phase 3: Outreach (Mar-Apr)
March: Launch
Objectives:
Tactical Activities:
April: Conversion
Objectives:
Tactical Activities:
Success Metrics - Phase 3:
Phase 4: Pilot (May-Jun)
Pilot Proposal
Pilot Deliverables:
Path to Master Services Agreement:
8.4 Internal Enablement
Content & Collateral
Bridgestone-Specific Sales Assets:
Thought Leadership Content:
Why This Matters:
Bridgestone expects strategic partner sophistication, not vendor brochures. Custom content demonstrates STAR has invested in understanding their business before asking for meetings. Thought leadership positions STAR as industry expert, not commodity supplier.
Sales Training
Comprehensive Playbook Training Program:
Critical: Objection Handling
Tech & Digital Showcase
Demonstrate Digital Integration Expertise (Scott Damon CDXO Alignment):
ENLITEN Demos
Partnerships
Strategic Partnerships Supporting Bridgestone Engagement:
Why Partnerships Matter:
Enterprise accounts expect best-in-class solutions across all dimensions. STAR can't be expert in everything, but strategic partnerships enable STAR to deliver comprehensive solutions (premium booth design + AR technology + carbon-neutral operations + CRM integration) competitors can't match.