Modern Tire Dealer - February 2026

Photo: Titan International Inc.

By

IMike Manges

Fighting fake news

THE WAR AGAINST MISINFORMATION WILL BE WAGED AT YOUR DEALERSHIP

n today’s digital world, you could argue that consumers are better armed with information about tires than ever before. Is this a good thing or a bad thing? For starters, it depends on the source of that information.

We all know there are credible, highly regarded, very well-known online sources of tire data. But over the last several months, I’ve observed a sharp increase in the number of online “news sources” that are peddling inaccurate and in some cases, sensationalistic misinformation — not only about tires, but also about the tire buying experience.

A couple of days ago, a longtime friend of MTD forwarded a story link to me. The article listed various things “to know” before buying tires online. I’m not going to dignify the website that published this by providing its name, but you can probably find the story on Google, if you dig around for a minute or two.

The piece started off by saying, “As soon as you see the tell-tale signs that your tires need replacement, panic might set in as you contemplate purchasing new ones.” Then it claimed, “The average cost of new tires can range from $50 to over $1,000 per tire.”

I don’t know about you, but in all the years I’ve been covering this industry, I have never seen a passenger or light truck tire retail for $1,000 a piece, unless you’re talking about a tire for a supercar like a Bugatti Veyron — but that’s another story!

The article goes on to say that all-season tires “are the best option” for drivers “who want tires that can handle a wide range of weather conditions.” Now, we all know there are some truly fantastic all-season tires in the market — engineering marvels that deliver outstanding performance. But what makes the author of the article an authority who can make such sweeping pronouncements? I don’t know. I bet you don’t know either.

The story then recommends that consumers turn to “YouTube tutorials” for information about “the perks and cons” of different tires. OK, but who’s providing these “tutorials?” Forhire “influencers” who are paid to extol the virtues of whatever product that’s placed in front of them? Some kid filming with a Smartphone camera inside his parents’ garage?

In April of last year, the same website published an article that purported to rank the “21 major tire brands of 2025.” Interestingly, right below the story’s headline, I spotted a small, italicized footnote that said, “We may receive a commission on purchases made from links.”

The piece went on to alternately praise or trash — sometimes both — a variety of tire brands, based on “user reviews,” yet never cited specific sources. (Who are these mysterious “users?”) Here are a few excerpts. Brand names have been withheld:

“In nearly all cases we found, winter conditions and treadwear were concerning.”

It’s never been more important to ensure that you and your employees cement your status as bona fide, true, unquestioned experts in the eyes of your customers.

“Brand X has its fans and detractors, but typically, the vibe is that you can do better if you spend a little more money.”

“In all, Brand X is a good brand with some weaknesses, but those weaknesses are fairly common among tires, in general.”

“It is possible to get a good Brand X tire. You just have to be careful about which ones you pick.”

“Brand X makes good tires, but not all of their tires are good.”

Apparently, in the wild west of the internet, “everyone’s an expert,” as the old saying goes. But not everyone who claims to be an expert knows what they’re talking about. That’s a problem for consumers who look to the internet for information about tires before they visit your dealership. If they’re drawing from flawed sources, they’re digesting bad “intel,” which leads to the formation of beliefs that may or may not be valid — long before they ever set foot in your store. This only makes your job harder.

At last month’s K&M Tire Inc. customer meeting in Overland Park, Kan., a guest speaker said during a presentation that the key to selling high-end tires is “education.” I agree and in fact, would argue that educating consumers is essential to selling any kind of tire, in any tier, for any application, at any price point — yes, even the mythical $1,000 passenger car tire!

With the sheer volume of misleading “information” on the internet — and believe me, artificial intelligence will only add to the ocean of misinformation that’s out there — it’s never been more important to ensure that you and your employees cement your status as bona fide, true, unquestioned experts in the eyes of your customers.

If you have any questions or comments, please email me at mmanges@endeavorb2b.com.

Photo: MTD

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Bob Dunlap (pictured), chairman and CEO of Batesville, Miss.-based Dunlap & Kyle Co. Inc., was MTD’s Tire Dealer of the Year in 2022.

Photo: Joey Brent

TireindustrysaysfarewelltoDunlap

MTD’s report about the death of Bob Dunlap, chairman and CEO of Dunlap & Kyle Inc., was one of the most widely read stories on www.moderntiredealer.com this past month. Here’s a list of the other most popular articles posted on MTD’s website within that period.

1. TBC CEO looks ahead to 2026

2. Black’s Tire, Justice Tire come together

3. Bob Dunlap of Dunlap & Kyle dies

4. Mavis acquires Max Auto Supply

5. America’s Tire comes to New Jersey

6. Studded tires: A state-by-state guide

7. Private equity firm invests in Left Lane Auto

8. Velocity in, G3X out at Goodyear

9. Kumho committed to growth, says Denlein

10. Healy: Demand for tier-two builds momentum

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Industry News

PCTNA gears up for big year

NEW DISTRIBUTION CENTER, PLANT WILL FUEL GROWTH

Afive-month-old distribution center, a new factory that will come online this October and a recently announced partnership with a company that uses artificial intelligence to keep supply chains running smoothly will help power Prinx Chengshan Tire North America’s (PCTNA) continued growth, say PCTNA officials.

PCTNA’s distribution center in Murray, Ky., which opened this past October, is a dedicated hub for Fortune and Prinx brand TBR tires, among other products, providing the company’s distributors with greater access to inventory and faster delivery.

The warehouse is designed “to fill in our business,” Mark Chandler, vice president of supply chain, PCTNA, recently told MTD, noting that “all of our customers are basically on a direct container program. If you’re out of stock, we can get you replenished quickly.

“We’ve heard from our customers that our brands, Prinx and Fortune, are becoming a huge part of their assortment,” he continued. “This is what they’re going to battle with. They’re making a great margin” selling Prinx and Fortune products. “If we can do a better job of keeping them in stock, that means they’ll be more successful.”

PCTNA is negotiating terms to set up a distribution center in California, said Samuel Felberbaum, the company’s president. Prinx Chengshan, PCTNA’s parent company, also recently broke ground on a new manufacturing complex in Malaysia that will begin production in October and will ship product to the United States. Tires made there are expected to land in the U.S. near the end of the first quarter of 2027.

“We’re going to build two plants on one piece of dirt,” Felberbaum told MTD. “We’re going to have a PLT plant that will start out with the capacity of six million tires and the TBR plant will initially be set for about 600,000 units.”

“We’ve heard from our customers that our brands, Prinx and Fortune, are becoming a huge part of their assortment,” said Mark Chandler, vice president, supply chain, for Prinx Chengshan Tire North America (pictured far left, with other members of the company’s management team).

Photo: MTD

According to a statement from Prinx Chengshan, phase two will allow for increased production of “upwards of 15 million PLT and 1.5 million TBR tires” annually.

“From a PLT standpoint, this will enable us to produce more SKUs for the U.S.,” said Felberbaum, and will lead to size range extensions for various products. “We’re really excited about that.”

PCTNA executives are also pleased with dealer response to Prinx and Fortune products rolled out over the last few years.

Jerry Granito, the company’s vice president of sales, said there’s been “tremendous response to our all-weather products in both Prinx and Fortune. And our all-terrain tire has been received very well. Those are two growing segments and two very important segments for us and (our) customers have responded very well. They’re buying and they’re looking for more sizes.”

No new Prinx or Fortune products are scheduled for release in 2026, said Ken Coltrane, PCTNA vice president of product development and marketing.

“But we’re developing next-generation product lines for our UHP tire, our touring tire and our highway touring tire. They will come out of our new factories.”

Shortly before press time, PCTNA announced a partnership with Gnosis Freight, “an artificial intelligence-native global freight operating system” that has been designed to provide “real-time insight into container movement from port to delivery,” according to PCTNA officials.

“In partnering with Gnosis, we will be able to give our customers a clearer view of our supply chain and their container flow,” said Chandler.

“Our regional wholesale distributors are critically important to us,” added Coltrane.

“If we can raise our level of expertise in how we supply (customers) over time, that will really be a differentiator. We already have great products and great people. We’re going to get to where our supply chain is really top-level.”

— Mike Manges

Industry News

Yoko may close plant

All tire production at Yokohama Tire Corp.’s consumer tire plant in Salem, Va., could end in July of this year, followed by the plant possibly closing in September 2026, according to a statement from the company. Yokohama recently announced that it plans to significantly reduce production at the facility. According to MTD’s 2026 Facts Issue, the Salem plant can make 25,700 passenger tires and 1,100 light truck tires per day when running at full capacity.

Mavis buys Max Auto

Mavis Tire Express Services Corp.’s Midas International Inc. organization has acquired Max Auto Supply Co., a Midas franchise with 111 locations. Founded in 1958 and based in Toledo, Ohio, Max Auto has locations throughout Ohio, New York, Pennsylvania, Michigan, Kentucky and Georgia. Max Auto Supply will remain headquartered in Toledo. Mavis Tire Express Services Corp. is the largest tire dealership in the United States, according to the 2025 MTD 100.

Kotz new Conti CEO

Christian Kotz became the new CEO and chairman of Continental AG on Jan. 1, replacing Nikolai Setzer, who ended his five-year run as the firm’s top executive.

“This step comes as planned on the back of the significant progress made with Continental’s realignment and transformation into a pure-play tire company,” say Continental officials.

ATD names execs

American Tire Distributors (ATD) has promoted Todd Sanders to chief sales officer and named Keith Calcagno chief strategy officer, proprietary brands. Sanders will lead ATD’s sales organization, customer service operations and Tire Pros franchise. Calcagno will lead the development and execution of ATD’s long-term strategy for its private label brands.

Bob Dunlap of Dunlap & Kyle dies

Bob Dunlap, longtime chairman and CEO of Dunlap & Kyle Co. Inc., one of the largest tire distributors in the United States, has died. He was 96 years old. Bob’s father, John “Jack” Dunlap, and his cousin, S.H. “Hudson” Kyle, founded Dunlap & Kyle in 1929, the same year Bob was born, in the town of Batesville, Miss., which remains the company’s home.

After graduating from high school in 1947, Bob went to college and then joined the U.S. Navy, serving aboard the USS Everglades in Europe. He returned to Batesville in 1953 and joined his father at work, eventually taking over the family company.

Bob transformed Dunlap & Kyle into a $1 billion-plus-a-year business, with nearly 20 distribution centers and more than 40 retail stores, the latter of which operate under the Gateway Tire & Service Center banner.

Bob was named MTD’s Tire Dealer of the Year in 2022.

TGI opens D/C in Orlando

Tire Group International LLC (TGI) has opened a distribution center in Orlando, Fla., that will enhance service to customers across central Florida and the southeastern United States.

Tire Group International LLC’s new distribution center in Orlando, Fla., spans 90,000 square feet.

The strategically located facility, which spans 90,000 square feet, “builds on TGI’s long-standing commitment to high-touch service and operational excellence,” according to TGI officials.

“Since opening its Tampa distribution center four years ago, TGI has been servicing Orlando-area customers with twice-daily deliveries. The Orlando facility enables TGI to further strengthen that service model while scaling to meet rising demand.”

In addition to Tampa and Orlando, Miami, Fla.-based TGI also has a distribution center in Portland, Ore. The company says it will continue “to invest in infrastructure that supports both customer success and long-term growth.”

Bob Dunlap built Dunlap & Kyle Co. Inc. into a $1 billion-plus-a-year business.

Photo: Joey Brent

Photo: Tire Group International LLC

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Bites

Fitzsimmons to stay

Monro Inc. says Peter Fitzsimmons will remain the company’s president and chief executive officer. He has also joined Monro’s board of directors and executive committee. “Peter has worked closely with the management team and board to develop and execute on the company’s performance improvement plan,” says Robert Mellor, chairman of Monro’s board.

Rivian picks Nokian

Rivian has designated the Nokian Hakkapeliitta R5 SUV as the official tire of its R1 platform in North America. “The Hakkapeliitta R5 SUV is compatible with both the Rivian R1T and R1S,” say Nokian officials. “The tire is available for purchase immediately, with installation at select Rivian service centers.”

Titan promotes Martin

Titan International Inc. has promoted David Martin to senior vice president and chief transformation officer. Martin, who most recently served as Titan’s senior vice president and chief financial officer, “will lead enterprise-wide transformation initiatives focused on strategic alignment,” say Titan officials.

Torres joins OTR

OTR Engineered Solutions has named Oscar Torres its next president and CEO. Torres brings over 25 years of executive leadership experience in private-equity-backed organizations. He spent the majority of his career at Kellstrom Aerospace.

Black’s Tire touts merger

Justice Tire Distributors’ five distribution centers have merged with BTS Tire & Wheel Distribution Centers, a division of Black’s Tire Service Inc., according to Black’s Tire officials. BTS Tire & Wheel now has 15 distribution centers across its footprint.

ATD enhances customer loyalty program

American Tire Distributors (ATD) has rolled out its enhanced Customer Loyalty Program and its new Commercial Flex Program, which replaces the Hercules Flex Program.

“The Customer Loyalty Program is about rewarding commitment,” says Kirk Feinswog, senior vice president of sales and marketing at American Tire Distributors.

Photo: American Tire Distributors

“Central to ATD’s 2026 strategy, the revamped Customer Loyalty Program introduces a clear ‘road to loyalty’ that rewards dealers on overall engagement and growth with ATD,” according to ATD officials. “The program simplifies rewards, making them easier to understand, track and are more closely aligned with how dealers run their businesses.”

“The Customer Loyalty Program is about rewarding commitment and helping our dealers grow profitably,” says Kirk Feinswog, ATD senior vice president of sales and marketing.

ATD’s new Commercial Flex Program expands “opportunities for commercial-focused dealers,” say ATD officials. It allows dealers to earn across all of the commercial products that ATD offers.

Existing Hercules Flex Program members have been automatically enrolled in the Commercial Flex Program to ensure a seamless transition.

Telle Tire acquires Jim Whaley Tires

Webster Groves, Mo.-based Telle Tire & Auto Centers has acquired Jim Whaley Tires, a 10-location dealership headquartered in Dothan, Ala.

The purchase “expands Telle Tire’s footprint to 70 locations across six states and highlights its commitment to growing the Jim Whaley brand as a pillar within its business model,” according to Telle Tire & Auto Centers officials.

“We will continue to operate the Jim Whaley brand and it will become one of our pillar brands,” says Aaron Telle, CEO of Telle Tire & Auto Centers.

Telle Tire & Auto Centers

“We will continue to operate the Jim Whaley brand and it will become one of our pillar brands,” says Aaron Telle, CEO of Telle Tire & Auto Centers. “We look forward to building on the legacy of excellence that Jim Whaley has established in the South.”

Jim Whaley, who founded Jim Whaley Tires in 1986, says he is “confident that Telle Tire will carry on our commitment to quality and service.”

SRI names new CEO

Yasuaki Kuniyasu will become president and CEO of Sumitomo Rubber Industries Ltd. (SRI) on March 26, 2026. He replaces Satoru Yamamoto, who will transition to the roles of representative director and chairperson of SRI’s board of directors on that date.

Kuniyasu, 56, joined SRI in April 1992 and has held a variety of ascending positions within the Tokyo, Japan-based firm, which is the parent company of Sumitomo Rubber North America Inc.

According to SRI officials, the changes were made “in connection with the establishment of the company’s new management structure.”

Photo:

Confia unveils TBR line

Confia Tires LLC is launching its XMPLAR commercial truck tire line in the United States. XMPLAR is a factory-direct program, according to Confia Tires offi cials. Based in Houston, Texas, Confia Tires is positioning XMPLAR as a “mid-tier-three product line and will market it as a quality brand at a reasonable price, delivering profi ts for the dealer and operational benefi ts for the end user.”

Omnisource

opens D/Cs

Omnisource, maker of Radar brand tires, has opened a distribution center in Knoxville, Tenn., and a warehouse in Parkesburg, Pa. The openings give Omnisource three distribution centers in the United States. The company’s other warehouse is located in Texas.

Sullivan supports hockey

Sullivan Tire Co. Inc. is partnering with the Boston Fleet of the Professional Women’s Hockey League. The Norwell, Mass.-based dealership is sponsoring the team’s Fleet Pro Series, a dedicated youth development program.

John Fiedler dies

Former Kelly Springfi eld Tire Co. and Goodyear Tire & Rubber Co. executive John Fiedler recently died at the age of 87. Fiedler had a 29-year career with Goodyear, holding numerous positions in sales, marketing and manufacturing, eventually rising to the role of executive vice president of North America. During his career, he also served as president of Kelly Springfi eld Tire Co.

Lauren Young dies

Lauren Young, founder of Lauren Young Tire Center, a four-location dealership based in Roseburg, Ore., recently died at the age of 92. In 2002, Young was inducted into the Northwest Tire Dealers Hall of Fame, an honor that recognized his impact as an independent tire dealer and an industry leader.

Left Lane buys Don Foshay’s Discount Tire

Left Lane Auto LLC has acquired Portland, Maine-based Don Foshay’s Discount Tire & Alignment, a dealership with six locations throughout Maine.

Discount

&

Don Foshay’s Discount Tire & Alignment bills itself as “the largest Cooper Tire dealer in northern New England” and employs more than 75 people. It was founded by Don Foshay Sr.

The acquisition gives Left Lane Auto, which is headquartered in Champaign, Ill., more than 80 locations.

Parham Parastaran, CEO of Left Lane Auto, recently told MTD that his company will hit the 100-store mark by mid-2026.

Left Lane Auto’s strategy “is to fi nd strong local brands and shops and carry that legacy forward,” he said. “Our metrics are high-performing locations. We don’t chase turnaround opportunities at this point from a strategic standpoint.”

Parastaran says Left Lane Auto plans to retain all Don Foshay’s Discount Tire & Alignment employees, as well as the dealership’s upper management team.

Dobbs Tire acquires Matthews Tire

High Ridge, Mo.-based Dobbs Tire & Auto Centers has acquired Appleton, Wis.based Matthews Tire, which has seven locations across northeast Wisconsin. The acquisition “marks another exciting chapter” for Dobbs Tire & Auto Centers, which is owned by Audax Private Equity.

“Th is transaction reflects Dobbs Tire & Auto Centers’ strong growth trajectory and ongoing investment in local communities, now with over 135 retail locations across Missouri, Illinois, Ohio, Michigan, Minnesota, Pennsylvania, Texas and Wisconsin,” says Dobbs Tire & Auto Centers officials.

“With the acquisition of the Matthews Tire brand, Dobbs Tire and Auto Centers will start our expansion in the Wisconsin market,” says Dustin Dobbs, CEO of Dobbs Tire & Auto Centers.

During 2025, Dobbs Tire & Auto Centers opened six new greenfield locations in Missouri and 16 brownfield locations in Ohio, Missouri, Illinois and Wisconsin.

The dealership plans to open 18 more locations in early-2026, giving it more than 135 locations.

Don Foshay’s

Tire

Alignment, now owned by Left Lane Auto LLC, has six locations throughout Maine.

Photo: Left Lane Auto LLC

Matthews Tire has seven locations across northeast Wisconsin.

Photo: Dobbs Tire & Auto Centers

Numbers ThatCount

Relevant statistics from an industry in constant motion

80%

Share of the U.S. wholesale consumer tire market held by independent distributors.

Source: MTD’s 2026 Facts Issue

Photo: Flynn’s Tire Group

13.4 MILLION

Estimated number of passenger tires shipped from Cambodia to the United States last year.

Source: MTD’s 2026 Facts Issue

Photo: Stock image

24%

Average retail light truck tire sales margin in 2025.

Source: MTD’s 2026 Facts Issue

Photo: Hunter Engineering Co.

149

Number of retread plants operated by the 10 largest retreaders in the United States.

Source: MTD’s 2025 Top 50 Retreaders in the U.S. list

16.3 MILLION

Number of new vehicles that Cox Automotive projected would be sold in the U.S. during 2025.

Source: Cox Automotive

Photo: MTD

Photo: MTD

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John Healy By

OSellout continues to fluctuate CONSUMER DEFERMENT, TRADE-DOWN STILL IN PLAY

ur recent check-ins with tire dealers indicate that retail sellout trends were roughly down low-single digits year-over-year in December 2025, signaling a decline from November results.

Independent tire dealers highlighted average sellout declines of 1.5% in December, coming in below a 1.7% increase in November and trends flat-toslightly-up on average during the third quarter.

Looking more closely at volume for the month of December 2025 on a regional basis, the Southeast region was the lone region to see positive volumes. Other regions saw flat or negative volume trends, with the Northeast region seeing the weakest trends, down roughly 7.5% year-over-year.

We observed positive trends throughout this past summer, followed by strong performance in the fall, as retail sellout increased across September, October and November. December marked the first month of declines since May 2025, as the seasonal lift that benefited the fall months began to fade.

We also note that January 2026 had a positive comp, with retail sellout volumes slightly positive. Assuming cooperative weather conditions, we would not be surprised to see flat- to-slightly-up volumes.

Dealer commentary suggests that consumer demand for PLT replacement

tires was down low-single digits yearover-year on a net basis compared to December 2024, with 54% of independent dealer contacts seeing negative demand trends during December, down from 15% who experienced declines in November.

Consumer deferment and trade-down have been consistent themes over the past several months. We believe that we will continue to see this soften as consumers are impacted by winter weather.

We do note that consumers continue to trade down to tier-two and tier-three tires and see a negative rate of replacement on a year-over-year basis for the first time since May 2025.

Looking at the best and worst performers in our survey from a mixed point of view, independent dealers report that tier-three brands are again the most in-demand at the retail level.

This marks the eighth out of the last 12 months where tier-three has been the most in-demand segment of the market. We believe that many consumers in the market right now are looking for highvalue tires at the lowest cost possible, as their budgets remain under pressure and broader macroeconomic pressures continue to weigh on sentiment.

Traditionally, there is a high level of volatility in our survey, but we have largely seen tier-three as a top performer in the current environment and we expect that to remain the case in the near to intermediate term. However, we expect

‘Consumer deferment and trade-down have been consistent themes over the past several months.’

tier-two to remain the top performer in the long-term as consumers balance price and quality.

A LOOK AT RAWS

In assessing what might be on the horizon for motivations of tire manufacturers relating to pricing and promotions, we pay close attention to the input costs of building a typical tire. In doing so, we observe an environment where tire building costs from the pure raw material side of things are favorable for manufacturers.

We note that our assumed basket of raw materials to build a basic replacement tire fell 4.4% and 3.2% year-overyear during October 2025 and November 2025, respectively.

These declines compared to a 4.5% year-over-year average decrease during the third quarter of 2025.

In analyzing specific input costs, natural rubber costs fell 8.5% on a yearover-year basis in December as supplies increased.

Oil prices fell an average of 18.1% year-over-year and 3.4% month-overmonth in December 2025, driven by macro pressures potentially impacting consumption, as well as higher global production.

John Healy is a managing director and research analyst with Northcoast Research Holdings LLC, based in Cleveland, Ohio. Healy covers a variety of subsectors of the automotive industry. If you would like to participate in the monthly dealer discussions, contact him at john.healy@ northcoastresearch.com.

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Top HP/UHP tire trends

AND HOW TO PREPARE FOR WHAT’S NEXT

By Aden Graves

As technology advances, demand increases and manufacturers continue to launch bold products, new trends are taking the high performance (HP) and ultra-high performance (UHP) tire segment to the next level.

MTD recently talked with representatives from companies that produce and sell HP/UHP tires about the latest trends shaping the industry — and how tire dealers can make sure their businesses are ready for what’s next.

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HP/UHP tires

MTD: What are the hottest trends in high performance/ ultra-high performance tires and why?

BRANDON STOTSENBURG, vice president, automotive division, American Kenda Rubber Industries Co. Ltd.:

Trends in the performance tire market have been remarkably similar for a long time: compounds and construction upgrades to meet the needs of driving competition, more powerful vehicles and larger rim diameters.

The rise in electric vehicle (EV) usage has required a change in performance tires. The high-horsepower, high-torque motors and heavier gross vehicle weights of EVs stress tires differently than internal combustion engine vehicles, along with those changed demands on the (tire’s) carcass, compound demands changed, as well.

Low rolling resistance compounds were initially developed to reduce fuel consumption, but now low rolling resistance compounds need to handle the grip required of a UHP tire, while accounting for the immediate power of an electric motor and vehicle range, as well. While many tire manufacturers focused on maximizing range with their EV offerings, mileage and consumer value were often left on the chopping block.

Another key trend is how CUVs are impacting the UHP market. In recent years, many of the top-selling sizes in the UHP all-season and UHP summer segments fit CUVs. In 2015, only eight vehicle brands had CUV/SUVs with W or Y speed-rated tires at OE. In 2025, 29 vehicle brands produced 91 models with W/Y ratings. Furthermore, in 2015, only two vehicle brands and three models used 22-inch rim diameters with W and Y speed-rated tires at OE. In 2025, that exploded to 15 vehicle brands and 47 models.

Mainstream CUVs like the Ford Explorer, Hyundai Tucson, Jeep Grand Cherokee and Mazda CX-90, among others, are now supplied with UHP all-season tires at OE. While not a UHP trend, it should be noted that as the grand touring all-season segment adds more W-rated aftermarket options, it’s important for dealers to distinguish between W-rated touring and W-rated performance tires. They are designed differently and have different strengths and weaknesses.

“Trends in the performance tire market have been remarkably similar for a long time: compounds and construction upgrades to meet the needs of driving competition, more powerful vehicles and larger rim diameters,” says Brandon Stotsenburg, vice president, automotive division, American Kenda Rubber Industries Co. Ltd.

Photo: American Kenda Rubber Industries Co. Ltd.

“I believe the latest trends in ultrahigh performance tires can be divided into two categories: one that pertains to consumers seeking yearround performance and durability, and one that focuses on enthusiasts wanting advanced compounds and the fastest lap times,” says Dan Cohen, X Comp director of motorsports/marketing, American Pacific Industries Inc.

Photo: American Pacific Industries Inc.

continue to evolve as vehicles become more advanced with added performance requirements, according to Keith Calcagno, chief strategy officer of proprietary brands, American Tire Distributors.

Photo: American Tire Distributors

The customer is the key. A consumer with a 2018 Lexus RC350 (235/45R18 94Y), a 2018 Tesla Model 3 Performance (235/45R18 98W) and a 2018 Hyundai Kona (235/45R18 98V) will likely have different tire needs. However, it is more likely that the Hyundai customer will be offered a tier-four UHP tire based on price and the Lexus customer will get a higher-tier UHP tire recommended based on the vehicle being a luxury coupe and the factory Y-rated tire.

There are multiple reasons why a consumer with any of these vehicles could use a touring tire or a performance tire. It’s important to qualify the customer to provide the best option for that particular driver.

DAN COHEN, X Comp director of motorsports/marketing, American Pacific Industries Inc.: I believe the latest trends in ultra-high performance tires can be divided into two categories: one that pertains to consumers seeking yearround performance and durability and one that focuses on enthusiasts wanting advanced compounds and the fastest lap times. We see the UHP market growing substantially due to the increasing demand from sports cars, luxury SUVs and EV vehicles. The goal is to deliver a tire that can provide all-season capability, while still incorporating motorsport technology for the street.

The other is focusing on advanced grip and speed. Years before, high-horsepower OE vehicles were a myth. Yet now, most SUVs come packed with more power and torque than the consumer will ever need. This supports the need for a year-round UHP tire. For the die-hard enthusiasts, including drifters and track rats, a growing presence of automotive tuning, racing events and endless modifications have increased the demand for a faster, responsive performance segment.

HP/UHP tires

KEITH CALCAGNO, chief strategy officer of proprietary brands, American Tire Distributors: The ultra-high performance market continues to evolve with new applications, especially electric and hybrid vehicles, along with trending larger-rim SUVs and CUVs in gas-powered models. As these vehicles become more common, demand is increasing for UHP tires engineered to meet unique performance requirements, including added weight, instant torque and low rolling resistance. Much of this innovation is still optimally achieved through advanced UHP tread pattern design.

Across the category, there’s a strong push to optimize the balance between traction and longevity while elevating the overall driving experience. Drivers now expect improvements in grip, handling, noise reduction and ride comfort — without compromising treadwear or durability. Advanced silica-rich compounds, refined tread patterns and noise-dampening technologies are helping manufacturers deliver on those expectations. There’s also heightened focus on wet and dry grip, as consumers become more informed and prioritize all-weather safety.

At the same time, sustainability is becoming a key performance metric. The industry is adopting bio-based oils, natural rubber and recycled materials to reduce environ mental impact, while exploring smart technologies such as embedded sensors and artificial intelligence-driven design to improve safety and efficiency. Concepts like improved ride quality, run-flat tires and even airless designs are also shaping the future of performance.

Today’s UHP tire market is expanding to cover new applications, including high performance SUVs and EVs, says Michael Mathis, president, Atturo Tire Corp.

Photo: Atturo Tire Corp.

There has been a “surge in track-oriented, road-legal 200 treadwear (200TW) tires designed for grassroots motorsports,” says Todd Chapman, senior product manager, OE business strategy, Bridgestone Americas Inc.

Photo: Bridgestone Americas Inc.

“There are clear trends of 19-inch-plus rim diameters, growth of electric vehicles and continued growth in performance CUV and SUVs,” says Nate Dodds, product manager for performance tires, Continental Tire the Americas LLC.

Photo: Continental Tire the Americas LLC

MICHAEL MATHIS, president, Atturo Tire Corp.: When you think about UHP tires, the typical vehicles that come to mind are Porsche, BMW, Mercedes, import tuners, Corvette, Camaro and Mustang. Today’s UHP market is seeing an expansion of new applications. This includes high performance SUVs like the Ford Explorer ST, BMW X5M or Dodge Durango SRT. Atturo is also seeing a growth in demand for UHP tires for EVs — vehicles like the Tesla Plaid and Model 3 Performance, as well as the new Hyundai IONIQ and many options from brands like Audi, BMW and Porsche. This is the area of biggest expansion in the UHP segment — using these tires on more types of vehicles.

As the economic climate has shifted, consumers continue to value HP/UHP tires that deliver year-round performance and usability on the road, says Josh Benson, vice president, First Choice Sourcing Solutions.

Photo: First Choice Sourcing Solutions

TODD CHAPMAN, senior product manager, OE business strategy, Bridgestone Americas Inc.: The hottest trend in high performance and ultra-high performance tires is the surge in track-oriented, road-legal 200 treadwear (200TW) tires designed for grassroots motorsports. Participation in autocross, track days and time trials continues to grow, with new series and events giving everyday enthusiasts more opportunities to push their vehicles to the limit. As a result, drivers are demanding tires that deliver maximum grip, faster lap times and long-lasting wear life.

NATE DODDS, product manager for performance tires, Continental Tire the Americas LLC: We see multiple trends in the ultra-high/high performance tire market, but it all starts with the vehicle’s needs. There are clear trends of 19-inch-plus rim diameters, growth of electric vehicles and continued growth in performance CUV and SUVs. Additionally, we see higher speed rated tires and higher load requirements on the tire as vehicles get heavier due to additional safety requirements and technologies. To meet these needs, the ultra-hot, ultra-high performance all-season segment remains a strong go-to option for the customer. While the market is not as large as the ultra-high performance all-season market, the demand for the fastest track tire in the ultra-high performance summer tire market remains high. Specifically, the demand for competition track tires that meet competition requirements of 200 UTQG treadwear. Consumers want the fastest tire out there on the market, which is creating shorter and shorter product lifecycles. Manufacturers are constantly having to adapt and improve to stay on top.

JOSH BENSON, vice president, First Choice Sourcing Solutions: We are seeing HP/UHP tires gaining traction in the U.S. The economic climate has seen drivers shift to UHP tires that maximize real performance while still delivering year-round usability, which makes UHP all-season tires especially appealing for daily driving. We expect this shift to continue through 2026, as shoppers look for tires that deliver confident handling, durability and comfort without the trade-offs traditionally associated with the performance categories.

ERNIE BOEHM, director of sales, Fury Tires: Trends in this market include tires intended for drifters, road racers, performance SUV drivers, American muscle owners, performance truck builders, diesel torque junkies and more. Another trend that perhaps no one else saw coming has been large-vehicle ultra-high performance track tires. There continues to be a demand for all-weather UHP tires built for everyday driving. Wet or dry, hot or cold, track day or Tuesday commute, drivers want a tire that doesn’t force compromises.

DAVID C. POLING, vice president for R&D and technical, Giti Tire (USA) Ltd.: The current hot trend for UHP tires actually centers around a cold trend. Cold winter conditions are not conducive to what most would categorize as UHP all-season. If you have ever driven one of these tires in true winter conditions, then you know that they just can’t perform like a good all-season tire. But what if they could? The reality is that it’s easier to turn a good all-season tire into a W-speed rating than it is to turn a W-speed rating summer tire into

a traditional UHP all-season, so the hot trend in UHP tires is to make them good in the cold.

JENNY WALKER, director of product and consumer planning, Goodyear Tire & Rubber Co.: Drivers today expect more than sharp handling and traction. They want ride comfort, longer tread life and year-round versatility.

DAVID WANG, managing director, Gripmax Tires Inc.: The current HP and UHP tire market is being shaped by several dominant trends driven by changes in vehicle technology, consumer behavior and regulatory pressure. One major trend is holistic performance balance for wet grip, handling and wear life. Modern HP and UHP tires are no longer developed solely for extreme dry road grip or top-speed capability. Instead, manufacturers are focusing on balanced, overall performance. Advanced rubber compounds and more sophisticated tread designs are being used to broaden the usable performance window rather than chasing a single peak metric.

“Trends in this market include tires intended for drifters, road racers, performance SUV drivers, American muscle owners, performance truck builders, diesel torque junkies and more,” says Ernie Boehm, director of sales, Fury Tires.

Photo: Fury Tires

“Drivers today expect more than sharp handling and traction. They want ride comfort, longer tread life and yearround versatility,” says Jenny Walker, director of product and consumer planning, Goodyear Tire & Rubber Co. Photo: Goodyear Tire & Rubber Co.

HP/UHP tires

We also see rapid growth of UHP all-season tires. Traditionally, UHP tires were almost exclusively summer tires. Today, UHP all-season tires are growing rapidly, especially in North America and other temperate regions. These tires aim to deliver high-performance handling characteristics, reliable wet traction, light-snow capability and a reduced need for seasonal tire changes. Another major trend is UHP tires optimized for electric vehicles. The rise of high performance electric vehicles has introduced new technical requirements for UHP tires, including much higher instant torque loads, increased vehicle weight due to batteries and unique stress from regenerative braking. As a result, EV-oriented UHP tires require stronger internal structures and sidewalls, heat-resistant and wear-optimized compounds and lower rolling resistance to preserve driving range. Finally, we also see trends in advanced materials and sustainability. Even in the performance segment, sustainability has become unavoidable. Leading manufacturers are investing in high-silica and advanced polymer compounds, lower rolling-resistance formulations and recycled or renewable raw materials. These innovations improve wet grip and wear while also reducing environmental impact. Customers increasingly expect one tire to perform well both on spirited drives and in daily commuting scenarios, rather than owning multiple specialized tires. They want performance without the inconvenience of switching tires seasonally, while still retaining sporty driving dynamics.

ANDREW DUNN, product and market intelligence specialist, Hankook Tire America Corp.: The top trends in high and ultra-high performance tires today center on delivering maximum performance while maintaining broader everyday usability. Manufacturers are leveraging high-silica and multi-compound tread formulations, along with optimized contact patch design, to maximize dry grip, wet traction and braking performance while improving stability at high speeds. There’s also growing emphasis on tires that can handle the added weight, torque and instant acceleration of electric vehicles, while reducing road noise and improving efficiency. At the same time, sustainability is becoming more important, with brands incorporating eco-conscious materials and

“The

current HP and UHP tire market is being shaped by several dominant trends driven by changes in vehicle technology, consumer behavior and regulatory pressure,” says David Wang, managing director, Gripmax Tires Inc.

Photo: Gripmax Tires Inc.

The major performance requirements in the HP/UHP tire market continue to include allseason capabilities and increased wear resistance, with new trends such as products with optimized snow capability continuing to evolve, says Shawn Denlein, president of sales and marketing, Kumho Tire U.S.A. Inc.

Photo: Kumho Tire U.S.A. Inc.

“The high performance and ultra-high performance tire market is dynamic, with trends driven by vehicle technology, consumer priorities and regulations,” says Adam Homan, development engineer, Linglong Americas Inc.

Photo: Linglong Americas Inc.

Numerous trends, such as enhanced compound technology, improved stability and grip and the integration of eco-conscious materials, are continuing to shape the HP/UHP tire segment, says Andrew Dunn, product and market intelligence specialist, Hankook Tire America Corp.

Photo: Hankook Tire America Corp.

processes without sacrificing performance. Overall, the trend is toward high performance tires that excel not just on the track, but in real-world driving.

SHAWN DENLEIN, president of sales and marketing, Kumho Tire U.S.A. Inc.: The high performance tire market is a representative segment that grew in earnest in direct response to original equipment (OE) trends driven by car manufacturers. Even as recently as 20 years ago, OE supply products were centered around T speed ratings, but the market has since transformed, with H/V speed ratings now forming the mainstream. The primary performance requirements in this market are all-season capability, ride comfort and wear resistance.

Another niche market product category that is newly shaping in this segment is a product engraved with 3-Peak Mountain Snowfl ake, featuring significantly enhanced snow performance. Due to the traditional trade-off between snow performance and wear resistance, these products initially served as a niche alternative to snow tires. However, as technology has advanced and the limitations in wear performance have been overcome, these products have begun to fi rmly establish themselves in the market. With snow performance greatly enhanced, these tires can be used effectively in winter and as their wear competitiveness has improved to a level comparable to grand touring products, they are increasingly leading changes in the high performance zone. It is also necessary to pay close attention to changes in the UHP market. Unlike in the past, when growth in this segment was led primarily by sports sedans and tuned vehicles, car manufacturers are now also

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HP/UHP tires

driving the growth of this market. Overall instant acceleration performance of internal combustion engine vehicles has improved significantly and alongside the rapid growth of EVs with very high instant acceleration, tire manufacturers continue to commercialize technological advancements aimed at improving traction performance. In the UHP market, particularly the all-season UHP segment, W-speedrated products have generally been the mainstream. However, as vehicles with increasingly high instant acceleration continue to be mass-produced, products are being introduced that go beyond the

durability limits of traditional W speed ratings — even further with Y-speed-rated tires. Attention should be given to the fact that products capable of withstanding such extreme speed limits and durability requirements are likely to lead the future UHP market. As the maximum speed threshold increases, the durability limits expected of tires also rise, with extended limitation of performance itself, which can be seen as contributing to an overall improvement in safety margins. Alongside advances in vehicle performance, tire technology continues to progress and this progression will serve as a clear benchmark for evaluating advancements in core tire technologies.

ADAM HOMAN, development engineer, Linglong Americas Inc.: The high performance and ultra-high performance tire market is dynamic, with trends driven by vehicle technology, consumer priorities and regulations. One major trend is the electric vehicle tire revolution. UHP all-season tire development is increasingly focused on EV compatibility, as manufacturers adapt designs to handle heavier vehicle weights, instant torque and demands for low rolling resistance to maximize battery range while maintaining year-round grip in dry, wet and light snow conditions. Under this trend, tires marked with ‘EV,’ ‘HL’ (high load), ‘EV-ready’ and ‘EV-compatible’ are getting popular.

“Manufacturers are developing new technologies that give industrial designers far more freedom to create high-contrast, dimensional features across both sidewalls and tread patterns,” says Steve Calder, product category manager, Michelin North America Inc.

Photo: Michelin North America Inc.

We’re also seeing a rise in the allweather performance category. The all-season is being challenged by the newer allweather performance tire. Additionally, we see the 3-Peak Mountain Snowflake symbol becoming a key differentiator and a hyper-focus on wet weather performance. Advances in tread compound technology and tread pattern design are delivering dramatic improvements in wet handling and hydroplaning resistance.

Consumers are also seeking longer treadwear in UHP segments. The historic trade-off between grip and longevity is being redefined. Tire manufacturers are using new polymers and silica compounds, along with asymmetric tread patterns that optimize wear distribution. Warranties of 40,000 miles to 50,000 miles on UHP all-season tires are now common, promoting more of a daily driver usage. Additionally, the influence of SUVs and CUVs is pushing all-season category evolution, with larger rim sizes — 17 inches

to 22 inches — dominating and more SKU options emerging to meet diverse consumer needs.

WALTER CHEN, product planning specialist, Maxxis International-USA: UTQG 200 extreme summer tires are the hottest tires in the UHP market. These tires are being released more often, each reaching the market with the goal of delivering higher dry performance than ever before. The 200TW segment is currently the most popular choice among driving enthusiasts. Most grassroots racing organizations have introduced UTQG 200 minimum treadwear rules to keep competition affordable. In response, tire manufacturers have continued to push the limits, developing tires that deliver faster dry lap times while retaining decent wet performance, consistency and life.

Beyond the racetrack, street enthusiasts, who are heavily influenced by what racers use, choose these tires to get optimum performance from their sports cars and sports sedans.

STEVE CALDER, product category manager, Michelin North America Inc.: Aesthetics are becoming a major differentiator in the high performance and ultra-high performance tire segment. Manufacturers are developing new technologies that give industrial designers far more freedom to create high-contrast, dimensional features across both sidewalls and tread patterns. These visual enhancements not only signal performance but also strengthen brand identity.

JAY LEE, director of product and pricing, Nexen Tire America Inc.: The hottest trends in the HP/UHP tire segment are driven by the rapid growth of EVs, advances in material science and AI-based development. First, EV-optimized HP/ UHP tires are becoming essential as electric vehicles are heavier and deliver instant high torque. Modern HP/UHP tires are being designed with reinforced structures, torque-resistant compounds, lower rolling resistance and enhanced noise reduction to balance performance, durability, efficiency and comfort. Second, advanced compound and material technologies are elevating performance beyond traditional rubber formulations. High-silica compounds, functional polymers and high-strength

Hot trends in the UHP tire market include UTQG 200 extreme summer tires, with the 200TW segment currently serving as the most popular choice among driving enthusiasts, according to Walter Chen, product planning specialist, Maxxis International-USA.

Photo: Maxxis International-USA

FOR MAKIN’ YOUR HEART RACE

HP/UHP tires

reinforcements improve wet grip, highspeed stability, heat resistance and wear consistency, creating a more balanced and premium HP/UHP performance profile.

Third, AI- and simulation-driven tire development is transforming how HP/ UHP tires are designed. Virtual testing and machine-learning optimization allow faster development cycles, precise performance targeting and vehicle-specific tuning, enabling manufacturers to deliver highly specialized and refined performance tires more quickly. Overall, HP/ UHP tires are evolving toward EV-focused, material-driven and digitally engineered solutions that deliver higher performance with greater precision and efficiency.

DAVE JOHNSTON, director of portfolio, pricing and business planning, Nokian Tyres Inc.: Drivers of high-performance vehicles are increasingly interested in tires that deliver a more balanced experience for daily driving, rather than just adrenaline on the weekends. We see the UHP all-season segment continuing to grow in response.

ROB MONTASSER, vice president of sales, Omnisource: Demand is shifting from traditional UHP summer tires toward UHP all-season options as drivers seek year-round confidence without sacrificing sharp, sporty handling. At the same time, the continued growth of EVs is accelerating the need for UHP tires engineered to handle higher loads, instant torque and a quieter ride.

IAN COKE, vice president of technical strategy and customer relations, Pirelli North America Inc.: Today, the hottest trends in the high performance and ultra-high performance tire segment are being shaped by how vehicles themselves are evolving, particularly through electrification, digital integration and sustainability. Electric and electrified performance vehicles also place very different demands on tires, from instant torque and higher vehicle weight to the need for reduced noise and improved efficiency. Digital connectivity is also redefining the role of the tire. Another key trend is the integration of sustainability into ultra-high performance products.

JACK MCCLURE, segment PLT-STA product development manager, Sailun Tire Americas: The ultra-high performance tire market is increasingly shifting toward UHP all-season offerings, driven by growth in performanceoriented SUVs and CUVs. Consumers are seeking a balance of sporty handling, ride comfort, low noise and yearround usability, including light snow performance. Vehicle electrification and higher torque outputs are accelerating demand for EV-optimized tire technologies, such as low rolling resistance and enhanced durability.

At the same time, manufacturers are advancing next-generation silica-based compounds and intelligent tread designs to enhance efficiency, performance and wear. In parallel, the market is also seeing increased adoption of larger rim diameters, with fitments commonly ranging from 19 inches to 24 inches as OE fitments.

says Dave Johnston, director of portfolio, pricing and business planning, Nokian Tyres Inc.

Photo: Nokian Tyres Inc.

“Demand is shifting from traditional UHP summer tires toward UHP all-season options as drivers seek yearround confidence without sacrificing sharp, sporty handling,” says Rob Montasser, vice president of sales, Omnisource.

Photo: Omnisource

“Today, the hottest trends in the high performance and ultra-high performance tire segment are being shaped by how vehicles themselves are evolving, particularly through electrification,” says Ian Coke, vice president of technical strategy and customer relations, Pirelli North America Inc.

Photo: Pirelli Tire North America Inc.

With the rise of performanceoriented SUVs and CUVs and an increased demand for UHP all-season products, manufacturers are continuing to find new ways to strengthen silica-based compounds and tread designs for more durable tires, says Jack McClure, segment PLT-STA product development manager, Sailun Tire Americas.

Sailun Tire Americas

MIKE PARK, assistant director of market intelligence and pricing, Tireco Inc.: The hottest trend in today’s high performance and ultra-high performance tire segment is the move toward performance with fewer compromises. The market expectations come with a broader scorecard that includes wet braking, noise, durability and efficiency, as more performance fitments are going onto heavier, higher-torque vehicles, including performance EVs. That shift is pushing UHP toward higher load capability and

“The market expectations come with a broader scorecard that includes wet braking, noise, durability and efficiency as more performance fitments are going onto heavier, higher-torque vehicles, including performance EVs,” says Mike Park, assistant director of market intelligence and pricing, Tireco Inc.

Photo: Tireco Inc.

Tires with advanced all-season capabilities and balanced performance for daily driving needs are becoming more in-demand among consumers,

Photo:

Brand market share by speed rating

Where tire brands rank in the H- and V-rated-and-up categories

compounds designed to handle instant torque without compromising wear, lower rolling resistance and features that reduce cabin noise.

H-RATED MARKET SHARE

(based on an estimated 62.3 million units)

Brand2025 Share

Michelin 11.0%

Goodyear 9.0%

Yokohama 6.5%

Bridgestone 6.0%

Continental 6.0%

Hankook 5.5%

Falken 4.5%

Toyo4.5%

BFGoodrich3.5%

Firestone 3.5%

Nexen 3.5%

Kumho 3.0%

Pirelli 3.0%

Sentury 2.5%

General 2.0%

GTRadial 2.0%

Landsail 2.0%

Nitto 2.0%

Sailun 2.0%

Cooper 1.0%

Kenda1.0%

Sumitomo 1.0%

Vredestein 1.0%

Others 14.0%

V-RATED-AND-UP MARKET SHARE

(based on an estimated 64.8 million units)

Brand2025 Share

Michelin 12.5%

Goodyear 10.0%

Bridgestone 8.5%

Falken 7.0%

Continental 6.5%

Hankook 5.5%

Pirelli 5.5%

Yokohama 4.5%

Kumho 4.0%

Nexen 4.0%

Toyo 3.5%

Delinte3.0%

BFGoodrich 2.5%

General 2.5%

Firestone 2.0%

Nitto 2.0%

Sumitomo 2.0%

GTRadial 1.5%

Sailun 1.5%

Cooper 1.0%

Vredestein 1.0%

Others 9.5%

The UHP all-season category continues to expand quickly as drivers look for one set of tires that still feels like a true performance product in dry and wet conditions, but can better handle temperature swings and occasional light snow without stepping down into a traditional touring tire. Th at demand is driving UHP all-season designs to more sophisticated compounds and tread patterns and it is accelerating size coverage growth to meet the needs of modern performance sedans, crossovers and EV applications.

JOAQUIN GONZALEZ, president, Tire Group International LLC: Manufacturers are focusing on advanced rubber compounds and innovative tread designs. They’re creating new materials that enhance grip and durability, often using silica for better wet traction and lower rolling resistance. Asymmetrical tread patterns are also gaining traction, providing better handling and stability in various conditions.

Another big trend is the rise of all-season/all-weather performance tires, designed to perform well in both dry and wet weather, making them super-versatile. These all-season tires can compete with traditional summer tires, which is a game-changer for many drivers.

CAMERON PARSONS, technical field and business development manager, Toyo Tire U.S.A. Corp.: Automotive technology has made strides in new developments over the last decade and the tire market is constantly evolving to match. Even some entry-level cars of today can outperform the upper tier from not long ago, upping the demand for higher speed ratings and wet and dry performance. These developments aren’t restricted to just performance, as modern cars deliver better comfort and less noise than ever before. Th is adds to the challenge of increasing performance while also maintaining a quiet and comfortable ride for any vehicle occupants.

To top it off, EV presence continues to grow along with hybrid powertrains, adding to the vehicle weight and

“The EV market has the most innovation and growth for UHP tires as the market starts to grow and evolve,” says Paul Sepetjian, chief commercial officer, Turbo Wholesale Tires LLC.

Photo: Turbo Wholesale Tires LLC

“Overall, the potential market for high performance and ultra-high performance tires is growing far beyond the sports car segment,” says Cameron Parsons, technical field and business development manager, Toyo Tire Corp.

Photo: Toyo Tire U.S.A. Corp.

and ultra-high performance tires is growing far beyond the sports car segment. Entry-level daily commuters, luxury performance cars and everything in between are now a potential HP/UHP application. This is broadening the HP/ UHP tire category so much that we’re seeing unique subcategories to fulfill the needs of every customer, including products like UHP all-weather tires that deliver strong wet and dry performance, with a 3-Peak Mountain Snowflake rating.

“OEMs are demanding tires that hit performance, efficiency and environmental targets simultaneously,” says Ryan Parszik, product planning manager, Yokohama Tire Corp., adding that tires need to support vehicles that are becoming heavier and faster.

Photo: Yokohama Tire Corp.

potential instant torque delivery. These characteristics add durability, low rolling resistance and load carrying capacity to the tire priority list. Overall, the potential market for high performance

PAUL SEPETJIAN, chief commercial officer, Turbo Wholesale Tires LLC: Sizes that were once considered aftermarket in the ultra-high performance segment are now being seen on original equipment with the car manufacturers. A 23-inch tire, which was not a prominent rim size in the past, is now being seen as OE for Range Rover and other SUVs. We are also seeing tire manufacturers get creative and start implementing UHP tires in the EV market.

RYAN PARSZIK, product planning manager, Yokohama Tire Corp.: With tires that need to support both ICE and EV vehicles that are heavier, faster and deliver instant torque, we’re engineering HP/UHP tires with stronger constructions, higher-grip silica-rich compounds and lower rolling resistance while maintaining wear. OEMs are demanding tires that hit performance, efficiency and environmental targets simultaneously.

MODERN TIRE DEALER

Leadership

We are so accustomed to his generic description, “Father of Our Country,” that we sometimes forget what George Washington did during his lifetime.

Photo: 47145601 © Wrangel Dreamstimes.com

Leadership lessons from George Washington

HOW YOU CAN LEARN FROM HISTORY

J. Mark Jackson By

There are millions upon millions of quarters circulating throughout our nation’s economy. That’s a lot of exposure for the person whose face appears on the “heads side!” Wouldn’t it be nice, even gratifying, if our portrait was on a quarter — a personal, 25-cent symbol of immortality?

George Washington has held that place of honor since 1932. Today, his name is almost a cliché to most Americans. We are so accustomed to his generic description, “Father of Our Country,” that we sometimes forget what the man did during his lifetime. Since Presidents’ Day is this month, George Washington seems like a good source of inspiration for tire dealers. But why?

First, he lived during a crisis period. Second, he helped tame that crisis, setting the foundation for the United States. And finally, he possessed the fortitude and resilience to overcome complacency, when complacency was — and is — the easiest and most risk-free answer to a crisis. All three of these ingredients are applicable to tire dealerships.

What did George Washington do that a hundred other leaders who lived through the American Revolution could not have done equally well? Let’s convert his situation into one that makes sense to us now.

Imagine George Washington lives today and owns a franchised tire dealership. He has eight employees. One morning, when he opens up his store, only five employees show up for work. On the same day, he learns that a major national competitor is building a store directly across the street. Making things worse, George finds out that his store manager is going to work for this new competitor.

A week later, three of his missing employees come back to work. He must accept them back because good help is hard to fi nd. Luckily, George’s dealership is busy. But he’s lost business in the interim. George decides to promote an employee to a manager role, but it turns out this person does not like to work and spends all day looking at his cell phone.

Compounding George’s troubles, the franchise’s home office wants to pull his franchise rights. They want to give his franchise to one of his ex-employees. Finally, George’s bank will not extend his credit so he can replace his worn-out alignment, mounting and balancing machines.

Pretend you’re George Washington, sitting in your office late one night, reviewing the present crisis. What would you think?

Leadership

What would you do? The natural inclination would be to think, “This is hopeless!” Would you put a “for sale” sign in front of your shop? Would you start looking for somebody to buy you out?

George Washington faced a major crisis going into the winter of 1776. Yet he turned it into a win, setting the stage for an eventual 50-store powerhouse: the United States.

Washington’s Army around New York numbered roughly 20,000 soldiers during the summer of 1776. By Christmas, his force was just over a couple thousand. He had limited or no supplies and few supporters within Congress. His British foe outnumbered him more than threeto-one. The situation was desperate.

Washington’s crossing of the Delaware River was more than the subject of a quaint painting. It was one of the defining moments in American history and a turning point in the birth of the U.S. George Washington saved the American Revolution. This is not a gross simplification or exaggeration. It is fact.

Many people would quit when faced with seemingly insurmountable odds. Not George. He had a vision for America — a dream he held more dearly than money or his life. But George needed more than just vision to lead through his crisis. As a leader and person, Washington was:

Determined and driven. Washington lived a quest for excellence throughout his entire life. He was self-conscious about his lack of education, so he took it upon himself to improve. He wrote his own etiquette book when he was only 14 years old. He wanted to become a person of substance and gravitas. He never went after a goal or problem with anything less than his full effort. He was a man of action more than words and show.

He consulted his team for ideas. Washington knew he did not possess infinite wisdom. He knew he had a team with varying — and sometimes greater — experience than he possessed. Sometimes his instincts could be wildly off-base. Knowing this, George would consult with his trusted colleagues and subordinates before major decisions. He listened without prejudice or judgment, following the most rational course recommended.

He never lost sight of his vision. In his own words, George was a realist. When the situation was bad, it affected him

‘The final ingredient in George Washington’s recipe for success was his willingness to lead when others deferred.’

and it showed in his private letters. He could become downhearted, but he never showed it to his team and rallied quickly with solutions. His resilience allowed him to bounce before he permanently broke. He experienced stress, but it never diminished the total grasp of his vision. He also had a bad temper, but except for a few rare occasions, he fought to keep it in check.

He was a tremendous judge of character and a strong team builder. Washington had an almost uncanny ability to follow his instincts and judge the strength and quality of a person. Early in the war, he was still honing this skill and made a couple of poor calls, based on these people’s greater experience. (For historians, this would be Charles Lee and Horatio Gates.) But once he became comfortable in his own abilities, he also gained the ability to discern the producers from the “wannabes.” This allowed him to surround himself with a team he could trust to provide results and constructive advice.

He never quit. Washington was not a great tactical thinker and he didn’t win every battle. His strength was more longrange and strategic. His battlefield plans were often too complex, with too many chances for poor coordination. But he did not give up. He knew his team’s strengths and would try again later.

He was a tremendous communicator. By his nature, Washington was a man of few words and few felt they knew the person behind the mask. That did not prevent him from communicating effectively. He constantly wrote, giving detailed directions and information so that his team and his bosses knew exactly what was happening, what he needed and expected and what they should expect. Because he regulated his personality so that his concerns, anger and frustration were hidden, when he did show passion, it left an impression on his team and inspired them.

He was a servant leader. Washington used his leadership position to get his

team what they needed, always with an eye toward what was best for them. He served his team and as a result, the team served him, often when the situation was not great. They knew he had their best interest foremost in his mind — not fame, fortune, glory or power.

He was not afraid to take risks. Leading a revolution was the definition of risk. Washington knew he had few advantages and success demanded that he exploit his competition’s weaknesses. Risk was his only route to success and he embraced it — not foolhardy risk, but well-thoughtout risk. He also encouraged his subordinates to likewise take calculated risks.

Does this sound like the qualities of a good boss? Washington’s people thought so and rewarded him with their loyalty, even to death. Washington was not a strong leader when he took command of the Continental Army. He became a strong leader.

The final ingredient in George Washington’s recipe for success was his willingness to lead when others deferred. Washington was a wealthy man — a self-made businessman. He could easily have sat out the American Revolution and kept his portfolio safe. But his vision allowed no room for complacency or half-measures. He gambled his property and his life by leading the American army.

Had the revolution failed, Washington and dozens of patriots would have suffered lethal consequences. Complacency was the easy avenue, viewing the risk versus reward equation. But for George Washington, there was never a question.

Rarefied people like Washington exist today. They exist within your dealership. And certainly the qualities that Washington exhibited today exist — or can be developed — within you. A crisis — even a business crisis — usually means suffering and sacrifice. But after it ends, we all earn a share of glory when we emerge on the other side.

J. Mark Jackson is a 30-year veteran of the tire industry and a founding partner of Guidon LLC, a leadership and resilience training/consulting organization. A former U.S. Army officer, he was awarded the Bronze Star for combat service in Afghanistan. He has mentored senior government executives and all levels of industry personnel in leadership, resilience, sales, marketing and business planning. He is a professor at Flagler College. Jackson can be reached at jmarkjackson238@gmail.com.

PASSENGER VEHICLE TIRES ARE GROWING:

CAN YOUR BALANCER HANDLE THEM?

The traditional line between “passenger vehicle” and “heavy-duty” wheels and tires continues to blur. Vehicles marketed to consumers as off-road adventure machines — like the Ford Raptor, Ram 1500 RHO, Chevrolet Colorado ZR2 Bison, and Jeep Wrangler Rubicon – are coming straight from the factory with 35-inch all-terrain tires riding on 17- or 18-inch wheels. And because this is America, the race to be bigger and badder doesn’t stop there. Two current occupants of the Ford Raptor nest, the F-150 Raptor R and the Bronco Raptor, both come standard with 37-inch tires.

For many shops, tackling these beasts is beyond the capability of their standard wheel balancers. And even if the machines can balance them, hoisting a 90-pound tire and wheel assembly into position is a backbreaker for techs who don’t spend all their free time in the weight room.

Adding a heavy-duty wheel balancer isn’t necessarily the answer. While an obvious choice for fleets and shops that service commercial trucks and buses, many traditional heavy-duty wheel balancers are designed solely to meet the parameters of heavier wheels. Their round-off tolerance is often too high (more than a quarter ounce) to accurately balance passenger car wheels. That means these not-inexpensive machines sit idle when there aren’t any trucks or buses in the service lane.

Fortunately, wheel balancers are evolving. Shops that don’t want to turn away business should consider adding a new hybrid wheel balancer.

The latest hybrid balancers, like the Ranger RB30T, combine the precision needed to balance passenger vehicle wheels with the strength and durability of a heavy-duty truck wheel balancer, delivering the best of both worlds. With a single machine, it’s possible to balance virtually any wheel: car, truck, SUV, tractor or bus.

Operators move easily between light-duty and heavy-duty applications with the push of a button. Plus, many of these balancers feature an integrated pneumatic wheel lift to take the heavy lifting off the operator’s back, improving ergonomics and reducing the risk of injuries.

Keep productivity and customer satisfaction high with a hybrid balancer like the Ranger RB30T — a reliable, versatile workhorse that technicians can use every day, regardless of what pulls into the shop. ■

Modeling

HARIS NADEEM LEVERAGES YOUTH TO LEAD USA WHEEL & TIRE OUTLET

By Sara Welch

H“My father and I had a conversation and I think he thought that I could take more responsibility on,” says USA Wheel & Tire Outlet Inc. CEO Haris Nadeem.

“And the company needed somebody young, who was ready to handle all the changes very fast.”

aris Nadeem embodies the energy, optimism and ambition of a 25-year-old CEO. But he’s more than the beneficiary of his youth and intelligence. He grew up in the tire industry, watching his father build Dallas, Texas-based USA Wheel & Tire Outlet Inc. into the company he leads today.

Haris says his father has “one of the best work ethics I’ve ever seen. I tell people all the time, ‘If I have 50% of (his work ethic), then I’ll be happy. If I can do 50% of what he’s accomplished or be 50% of the man that he is, I’ll be happy with myself.’ That means I’ve accomplished a lot.”

HUMBLE BEGINNINGS

Haris’ father immigrated from Pakistan at 16 years old. He worked multiple jobs after high school to pay for his sisters’ education before fi nding a home in the tire industry at his uncle’s retail tire store in Sacramento, Calif. Then, in his early 20s, he opened his own store, the original USA Wheel & Tire Outlet Inc., in 1996, with his cousin. He handled accounting and his cousin took on the labor.

The dealership grew as Haris’ father leveraged the mail-order business model, but shipping costs from the West Coast to the East Coast pushed him to consider selling larger quantities in a more strategic location.

Photo: USA Wheel & Tire Outlet Inc.

Wholesale

By 2005, Haris’ father decided to open a wholesale business, desiring a base of operations that would be more centrally located within the United States. He originally wanted to set up shop in Chicago, Ill. However, Chicago’s weather changed his mind.

“He didn’t even leave the airport” when he visited Chicago, says Haris. “He said it was too cold.”

Fortunately, a layover in Dallas, Texas, on his way to Chicago gave him a second location to consider and in 2006, he started his wholesale company in the Texas metropolis, using the same name as his original retail store.

“Nowadays, it’s much harder to start a business and create an empire the way my pops did it.

“But I think it has a lot to do with his integrity and his honesty and relationships.”

Today, USA Wheel & Tire Outlet boasts a million square feet of warehouse space and nearly a million tires in stock. While most of the company’s operations are in Texas — with two warehouses in Dallas and two in Houston — it also has warehouses in California and Georgia and plans to keep expanding. From all of its distribution centers, USA Wheel & Tire currently services around 3,500 tire dealers.

Haris has been managing the company’s day-to-day operations for nearly a year-and-a-half as its CEO, allowing his

USA Wheel & Tire Outlet Inc.’s wheel warehouse manager, Silvano Carmona, and CEO Haris Nadeem (right) examine a new two-tone wheel, the XM-358.

father to take a step back and focus solely on its purchasing function.

“My dad has worked his whole life and I kind of wanted to help him out,” says Haris. “When I was growing up, I always thought of myself. I didn’t want to get into the tire industry. I didn’t want to be under my dad’s shadow. I wanted to do my own thing. And then when you grow up and you become a little bit more mature, you realize, ‘OK, my dad did this for me. He did this for me and my brothers.’”

PAYING HIS DUES

At 25 years old, Haris may look young for a CEO. He may even be mistaken for someone without the experience to run a sizable wholesale operation like USA Wheel & Tire Outlet. But assuming he doesn’t know the industry would be a mistake.

“I went from unloading tires to stacking tires to selling tires as a sales guy and then into marketing. I used to go to all the trade shows for the company. I used to travel the whole country and I still do, visiting customers.”

Haris’ first job was unloading tires from a container at the company’s

Mesquite, Texas, warehouse, which moved to Wilmer, Texas, in 2024, when he was 16. He also started attending dealer trips with his father, where he met many of the customers he does business with today.

Haris originally planned on becoming a doctor and was working towards an associate degree in science. However, he completely changed course after earning his associate degree. He joined USA Wheel & Tire Outlet full-time at the age of 18 and instead of pursuing a medical degree, he enrolled in online classes via Texas Woman’s University (TWU), focusing on business and sociology. He earned his bachelor’s degree in business with a sociology minor from TWU in 2022.

He changed courses for a lot of reasons, “but really the main reason was because I wanted to continue my dad’s legacy. I kind of came to a realization that this is what my dad has built and I should try to expand on what he’s built.”

During his schooling, Haris took on more responsibilities within USA Wheel & Tire Outlet.

He worked his way up by proving he could do every job at every level. “I think that’s very important in any company for any leadership position to be able to do sort of anything in the company.”

After mastering all of the jobs within the warehouse, he took on sales and marketing roles. He became the company’s director of brand development for its high-performance XM Wheel line in 2018. In 2020, he was promoted to vice president of USA Wheel & Tire Outlet, a role he held for four years. He also served as sales manager for two years before being promoted to CEO.

“My father and I had a conversation and I think he thought that I could take more responsibility on. And the company needed somebody young, who was ready to handle all the changes very fast.”

Now, Haris works a minimum of 12 hours a day, spending eight hours in the office during regular business hours and catching up on calls and emails in the evening while at home. He’ll also meet with customers on Saturdays. But he saves Sundays for his wife and two-year-old son.

Growing up, while his father was building the company, Haris recalls days he didn’t even see his father. But he understands the sacrifices his father made. Much like his father, Haris finds that “it’s really hard to not work. Every

Photo: USA Wheel & Tire Outlet Inc.

Wholesale

opportunity I’m thinking about work. (My father will) actually tell you that I don’t work enough,” says Haris, jokingly.

FACILITATING GROWTH

Since Haris became involved in USA Wheel & Tire Outlet, it has scaled up considerably, entering the Houston market about eight years ago and gaining a foothold on the East Coast with its Atlanta, Ga., warehouse in 2021.

The Atlanta warehouse, in particular, became a model for scaling up. Not only did USA Wheel & Tire Outlet add 200,000 square feet of inventory space to its portfolio, but it also captured several East Coast markets and expanded its offerings. “Atlanta did help strategically because it allowed us to have brands we didn’t have access to in Dallas or other markets,” says Haris.

In some ways, it also taught Haris valuable lessons about the challenges of opening new distribution centers farther from headquarters. Initially, it was more difficult to manage day-to-day operations. However, training and working with his warehouse managers in Dallas for two years before sending them to new locations built trust and that was invaluable for Haris as things got settled in Atlanta.

He says COVID-19 ended up being the biggest hurdle to clear before getting the Atlanta location established.

“It was a bad time to move because of COVID-19. It took us a while to kind of gain ground in Atlanta. But now, I think we’re doing pretty good in Atlanta.”

Since finding success in Atlanta, USA Wheel & Tire Outlet has continued to add more warehouse space. Most recently, the company increased its capacity in Houston. It opened its newest warehouse in Houston in early December. The 160,000-square-foot space will replace two older distribution centers that the company outgrew a couple of years ago.

“This was a necessary move and ... we’re planning to open up two more warehouses across the country, with undisclosed locations as of yet. But we are planning to open up two more warehouses in the next year or so.”

The warehouses that Haris plans to add will also be strategic moves to capture new markets and reduce USA Wheel & Tire Outlet’s import expenses.

“We’ve been doing a lot of importing over the last couple of years, so one of the

“(We want to) be the best one-stop shop for our customers, so they don’t have to shop anywhere else," says Haris Nadeem.

Photo: USA Wheel & Tire Outlet Inc.

new warehouses will be close to a port just to reduce the price of tires from overseas for us. Then there are some areas — for example, the Northeast — (that) we haven’t been able to cover with our Atlanta warehouse ... (and) we’re looking to target.”

USA Wheel & Tire Outlet’s increased warehouse space is expected to open doors for continued growth. Acquiring more space will allow the company to increase its inventory, carry more brands, expand its distribution network and introduce new programs to its dealers.

Haris says the company is increasing its space by three to four times and will eventually expand its inventory threefold. “We’re getting very aggressive.”

USA Wheel & Tire Outlet currently sells more than 30 tire brands across all of its warehouses. Ultimately, Haris wants to offer his customers at least three options for every tire size, carrying tierone through tier-four brands.

Recently, the distributor has been selling more economical options as the rest of the industry moves toward selling lower-tier tires. “We like to offer our customers a variety of options, but we also understand the economy right now, as well as tire sales moving to tier-three and tier-four. So we try to be the lowest.”

As inflation and tariffs have impacted the domestic tire industry, USA Wheel & Tire Outlet has focused on gaining access to more tier-two, tier-three and tier-four tires to meet consumer demand by sourcing from different countries.

“We’ve had to look at other countries we’ve never thought of looking at before,” says Haris. “My father was just in Sri

Lanka. We finalized a deal with a manufacturer there. We’ve started buying tires from so many different countries. Before, obviously, it was always China or Thailand. Now, it’s India, it’s Sri Lanka, it’s Africa.” USA Wheel & Tire Outlet has been able to offer competitive prices to its customers by sourcing from all over the world, effectively negotiating with manufacturers and increasing its distribution channels and purchasing volume.

“The reason we’re able to provide a better price is because with all the new space we have, we’re able to buy a lot more volume — a lot more quantity,” says Haris.

In recent years, USA Wheel & Tire Outlet has amassed enough inventory to sell to other wholesalers and it has expanded its reach to sell tires to customers in Mexico, Saudi Arabia and Canada.

“(We want to) be the best one-stop shop for our customers, so they don’t have to shop anywhere else.”

Along with increasing its inventory, USA Wheel & Tire Outlet plans to service more dealers, more frequently, increasing once-a-day delivery routes to twice a day and weekly routes to daily routes. “We’re really trying to provide better service to our customers and better value, as well as a better selection,” says Haris.

FINDING NEW MARKETS

USA Wheel & Tire Outlet is applying the same logic that it used to scale up its wholesale tire business to diversify, create new revenue streams and enter new tire, wheel and related equipment markets.

This year, the company wants to expand its offerings from passenger and light truck tires to include TBR tires, too. Haris anticipates adding OTR tires to USA Wheel & Tire Outlet’s line-up in 2027.

“We have to focus on both because we believe we can cover a lot of markets from our warehouses,” says Haris, who is also in the process of acquiring another brand of wheels and is considering manufacturing a forged wheel line in the United States to complement USA Wheel & Tire Outlet’s XM Wheel lines, which his company started manufacturing in 2016.

Currently, XM Wheels, XM Offroad and Xtreme Mudder brand wheels have given USA Wheel & Tire Outlet a presence in the aftermarket off-road segment, but Haris is interested in entering the luxury wheel space this year. “It’s a very niche market and a very expensive market,” he says.

XM Wheels, which are patented in the U.S. and China and are made in China, are sold through the company’s distributor networks, reaching markets in Brazil, China, Indonesia and a few other countries, in addition to the U.S. Haris is considering facilities in Colombia and Mexico to move manufacturing closer.

USA Wheel & Tire Outlet also recently started offering tire equipment to its retail partners as the official Corghi distributor of Texas.

“We’re always looking to grow with partners,” says Haris. “We service every size of retailer, from small to large to wholesalers across the country.”

TAKING CARE OF PEOPLE

Alongside scaling up in intelligent and strategic ways, Haris believes fostering relationships with his dealers and those within the industry sets USA Wheel & Tire Outlet apart from its competitors.

“We like to think of ourselves and how we can improve ourselves. We’ve been doing business with some of the same people for over 20 years and that has really, really helped us grow.”

Haris says he wants USA Wheel & Tire Outlet to one day become one of the largest independently owned tire distributors in the U.S.

Haris met many of his customers on the dealer trips he started taking with his father at 16 and he considers them family. “A lot of our relationships circle around the tire industry. I mean, it’s kind of what

I grew up in. I call all these people family,” likening them to “uncles and aunts.”

He feels the same way about his employees or as he likes to call them, “team members.” The majority of his workforce has been with USA Wheel & Tire Outlet for more than five years and “some of them have been with us for 10-plus years — longer than I’ve been part of the company — and I like it that way.”

Haris says he has also benefited from being surrounded by industry veterans, calling the opportunity to learn from those within his company “invaluable” and recognizing that the experience and connections they have are an important part of USA Wheel & Tire Outlet’s success.

“My father has obviously influenced me throughout the years and I think the most important thing he’s taught me is that relationships are more important than money. For example, you don’t have to make money off every deal, but money will come. If you take care of people, money will come.”

20TH ANNIVERSARY

On April 16, USA Wheel & Tire Outlet will celebrate 20 years as a wholesaler. The company is taking its vendors, 10 of its dealers and many of its employees to San Pedro, Belize, to celebrate the milestone at the end of March.

“It’s funny because 20 years is, I think, a major milestone. It’s something that I don’t know if my dad ever expected to accomplish — being 20 years (old), as

successful as we are. We’ve thankfully ... been able to grow every single year.”

Last year, the company grew 20% yearover-year and in the next couple of years, it’s looking to grow its revenue by 200% to 300%.

“I’m extremely happy to be a part of the growth. And my dad just turned 50, so I think he’s extremely happy, as well, that we’ve been blessed to be around for 20 years,” says Haris.

Despite a big first year as CEO, Haris still feels nervous sometimes and says he still feels like he has a long way to go.

“I still have the jitters about what I have in front of me because our ambitions and our goals are extremely big. I am a go-getter and I’m very ambitious myself, but in 2025, like I said, we grew 20%. We’ve done a good bit of acquisitions, as far as warehouses, and we have a long way to go. We have a very long way to go with the company — (and) with myself, with my own personal growth. I have a lot to learn and thankfully, I’m around a lot of good people in my company and also I have a lot of mentors in the tire industry.”

Haris’ biggest mentor remains his father, who has been integral in helping him transition to CEO. With a shared vision for the future of USA Wheel & Tire Outlet, they speak daily. No matter where he is in the world, Haris’ father is always available to help him regain his footing.

“I call him whenever I need help. He’s never not been there for me. I’m extremely grateful to have him in my life. I have him on speed dial — just a couple of rings and he’ll pick up. Any issue I’ve ever had — with employees, with vendors, with customers — he always has an answer.”

When Haris considers the future of USA Wheel & Tire Outlet, he lights up about the possibility of his son one day becoming the third generation of family ownership. But he wants his legacy to be what he was able to do for humanity, as a result of running a sound business, and to continue to be charitable in his communities in both Texas and Pakistan.

“I truly want to be a role model for this generation because I feel like there aren’t enough good role models out there anymore. I want to show them that you can work hard and accomplish your dreams and be a good member of society and give back to the community and also be successful.”

USA Wheel & Tire Outlet boasts a million square feet of warehouse space and nearly a million tires in stock.

Photo: USA Wheel & Tire Outlet Inc.

Focusing on that one thing

HOW TO FREE YOUR TIME FOR STRATEGIC THINKING

George Kingman By

Do you ever feel like you’re barely treading water? Does it seem like you’re so weighed down with tasks or putting out daily fires that you never actually work on the things that would have a significant impact on your business?

This is a day in the life of nearly every leader, whether they are a tire dealership owner, a tire store manager or even a parent: a million tasks to do and no time to work on personal growth.

What if you didn’t do all those tasks?

When you miss an email, go on vacation or are out of the country on a dealer trip, somehow your store doesn’t stop working, customers don’t stop coming and the tire trucks keep delivering. If that’s the case, then how come when you’re there, you feel buried with work?

The truth is that a lot of tasks are not urgent. But we tend to just complete those tasks rather than delegate them. Most tasks completed by most managers or owners are tasks that can easily be handed off to other teammates, but it feels easier just to knock them out ourselves, rather than delegate them.

The challenge with that is by handling these tasks ourselves, the people who needed those tasks completed now contact you for every other subsequent task. Before you know it, you’re doing every little task and almost none of these tasks have a massive impact on your business. Problem two with not delegating these tasks is that your best employees will get bored and won’t feel challenged or trusted as much as you truly want to trust them. The mere act of withholding these chores makes your top employees feel, over time, that you don’t trust them enough to give them more.

If you can take some of these tasks and spread them out to your employees with the words, “I want to start giving you more challenging things to help you grow,” you’ll find that they will beam with pride, knowing that you trust them. Get as many of these tasks as you can off your plate. Now that you’ve begun delegating, the goal is to free your mind and time for strategic thinking and strategic doing! If you think hard about your business, what’s the goal you would set five years from

now? The goal could be multi-faceted, like $5 million in gross profit and spending three days a week away from work.

The first thing you’ll need to do is to break down the gross profit number. What’s your average repair order? How many repair orders do you need to see each year to get to $5 million? How many tires do you have to sell? Once you can break your target into manageable pieces so you know exactly what you need, then you can get to work.

Let’s say you need to add an additional eight cars per day, increase average repair order gross profit by $50 and sell an additional four tires per day. (But don’t forget, you also want to be able to stay home three days per week, right?)

DOING THAT ONE THING

A few years ago, I read a book titled “The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results,” written by Gary Keller of Keller Williams Realty fame and Jay Papasan. The book is a great read or listen — only five-and-a-half hours in audio book form — and is highly motivational to get you started on your

path to achieving extraordinary results. The premise of the book is that we tend to be so overwhelmed with multitasking and micro-management that we aren’t getting a ton accomplished. But if we can break down our goals and devote 50% of our working time to the things that truly matter, we’ll be much more likely to achieve our objectives.

Ask yourself this: What’s the one thing you can do this year to achieve your fiveyear goal? Then what’s the one thing you can do this week and this month? What’s that one thing you can do to achieve your goal today?

Perhaps it’s working one-on-one with your service teammates, helping them improve their vehicle inspections? If that’s your focus — your one thing — it must not be interrupted by other tasks. If you devoted four hours a day for two weeks to doing nothing but working a couple days with each of your service teammates — walking, talking, chalking and helping them become more proficient with vehicle inspections — do you think by the end of those two weeks you could get your average repair order up by $25 or $35?

$60 or more!

Let’s rephrase the question. If you keep doing what you’ve been doing, but just tell your team they need to do a better job on inspections because your shop’s repair orders are below average and customers aren’t getting the information they need to properly care for their cars, how much will your ticket average go up? By $7? Maybe $15? Probably zero dollars. And if you do see gains, will they sustain themselves? The current issue with goal-setting is that we may set the goals, but we don’t work on the daily pieces to make the achievement of those goals a reality. Concentrating on that one thing puts your most insurmountable goals within reach and gives you a plan to execute. Good luck implementing your one thing today!

George Kingman is CEO of three businesses in the tire and automotive industry, currently leading two multi-store operations on the East Coast and West Coast. He is also the founder and CEO of Advanced Shop Leadership, a consulting and 20 Group firm. His email is GeorgeKingman@ advancedshopleadership.com.

Concentrating on that one thing puts your most insurmountable goals within reach and gives you a plan to execute.

Photo: Wonderland Tire Co.

“Customers who feel empowered are far more likely to return and recommend your shop,” says Jason McNeil, vice president of merchandising, customer satisfaction, AutoZone.

LBuilding credibility helps drive sales

TRUST IS A MUST WHEN SELLING SUSPENSION SERVICE

By Kim Klimas

ooking to promote a service that will provide steady revenue in an uncertain economy? Suspension work may be just the ticket. With the average length of ownership for cars, trucks and SUVs reaching well over the 12-year mark, according to S&P Global Mobility data, it’s fair to say technicians in the service bay are well-accustomed to seeing wear and tear on suspension components.

Th row in a few spontaneous potholes that drivers never saw coming and you should have a healthy influx of oneoff service visits. The tricky part? Turning those one-off s into repeat business and consistent, revenue-boosting, stackable sales.

We turned to industry experts at AutoZone, DRiV, Mevotech and Delphi for best practices that will help establish trust when promoting suspension service.

BUILDING TRUST

“One of the most effective ways to encourage add-on services while building trust is to clearly show customers how a more complete service can save them time, money and avoid future downtime,” says a representative from Mevotech.

“Performing a thorough inspection (and) providing a complete diagnosis and repair plan during the same visit helps to deliver a comprehensive solution. Trust increases when customers can see the need for themselves.”

Jason McNeil, vice president of merchandising, customer satisfaction at AutoZone agrees. “Try simply showing customers what you see on their vehicle,” he advises. “Clear inspections supported with photos or videos help them understand what is happening under the car. When someone is already buying new tires, they want to know whether anything else could shorten the life of that investment.”

Photo: AutoZone

Auto service

Dave Cochrane, field training and content manager at Delphi, suggests that dealers emphasize need-based service recommendations versus quick-sells to form trust faster.

“Every customer visit is an opportunity to strengthen trust and introduce additional services, but only when the process is consistent and transparent,” he says. “Implementing a standardized inspection or service review for every vehicle helps customers feel confident that recommendations are based on need, not sales pressure.”

DRiV provides a similar perspective. “When recommendations are supported by visual inspections, premium-branded parts and a reputation for quality, customers are more likely to view add-on services as preventive care, rather than an upsell,” says a representative from the company.

“Providing illustrations of how steering and suspension components work together — along with a clear explanation of how wear in one area can impact overall vehicle performance — often helps customers understand why an additional service is being recommended.”

cost-effective to address the corresponding components on the opposite side, since many parts wear at similar rates.

“Wheel hubs are a common example. When one begins to fail, the other is often not far behind. Framing recommendations around prevention, efficiency and long-term value helps customers view add-on services as smart maintenance rather than unnecessary extras. This value factor is multiplied when a vehicle alignment or ADAS recalibration is required as part of the repair.

“Finally, setting expectations in advance — through service menus, maintenance timelines and simple explanations of why services matter — helps eliminate surprises and builds long-term confidence.”

EDUCATIONAL EMPOWERMENT

“An educational approach consistently reduces resistance and builds confidence,” notes Mevotech’s representative. “When customers understand why a repair or upgrade is recommended, they are far more likely to view it as a smart, informed decision rather than an upsell.

“Explaining the functional benefits of components — such as how a greaseable control arm improves longevity or why a sintered metal bearing outperforms polymer alternatives — helps shift the conversation from price to performance and durability.

“Education also allows advisors to clearly differentiate between basic replacement parts and higher-quality aftermarket solutions built for longer part service life. Trust increases further when recommendations are tailored to how the customer actually uses their vehicle, whether for commuting, towing or other commercial work. In addition, customers often trust technicians more than service advisors. Short, technician-recorded videos explaining and summarizing the findings can be especially effective when advisors simply relay the recommendation without sales-oriented language.”

By thoroughly explaining and prioritizing suggested services, you create value and let the customer take ownership of decision.”

AutoZone’s McNeil provides additional perspective. “When you take a moment to explain what is happening with the vehicle, customers feel informed instead of pressured,” he says. “This builds trust and helps turn a single visit into a long-term relationship.”

“When customers understand how steering and suspension components affect comfort, safety and tire life, they are more receptive to necessary repairs and are more likely to invest in high-quality parts,” says the representative from DRiV. “Education positions the service provider as a trusted advisor and strengthens credibility over time.”

“Education also helps customers make decisions they feel confident about, which reduces buyer’s remorse,” says McNeil. “When they understand the reason behind a recommendation, conversations about add-on services or unexpected repairs become easier. Customers who feel empowered are far more likely to return and recommend your shop.”

According to Cochrane, not all identified work “must necessarily be done immediately. Future recommended and deferred services or repairs that are well-documented build customer confidence and show the service facility values a long-term relationship with its clients.

“Customers naturally gravitate toward speaking with technicians because they don’t view them as salespeople, but rather as the individuals who truly understand what’s happening with their vehicle. The challenge, however, is that many technicians aren’t trained to communicate in customer-friendly, non-technical language. When they rely heavily on jargon, even with the best intentions, the message can become confusing or overwhelming.

Delphi’s Cochrane agrees. “When both technical and front-end staff are well-trained on the products and services offered and record all previous visits and recommendations, they naturally convey confidence and credibility,” he notes.

Efficiency is another key factor, says Mevotech’s representative. “When work is already being done on one side of the vehicle, it is often more practical and

“An educational approach empowers customers to make informed decisions and builds long-term confidence in both the technician and the products being used,” says DRiV’s spokesperson. “It isn’t enough to simply suggest add-on services, which can often appear overwhelming to the average customer. Sometimes without additional information, customers may feel like they are being taken advantage of.

“This is where an intentional, educational approach changes the entire dynamic,” Cochrane continues. “Education isn’t about pushing additional services. It’s about making the customer feel informed and in control. Any team member — whether technician, service advisor or front-office staff — can deliver this experience, as long as they have the right product knowledge and the ability to speak at the customer’s level.

“When explanations are simple, transparent and tailored to the customer’s own

“One of the most effective ways to encourage add-on services while building trust is to clearly show customers how a more complete service can save them time, money and avoid future downtime,” says a representative from Mevotech. Photo: Mevotech

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communication style, trust grows — and with trust comes natural approval for recommended services.

“A key part of this approach is knowing how to identify what type of customer you’re speaking to. Some customers want only the basics: price and time. Others want a bit more context — what’s being done and why it matters. And then there are those who want every detail, from the technical breakdown to long-term performance implications.

“Recognizing these categories early helps staff adjust their communication style, ensuring the conversation feels personalized rather than pressured. When customers feel heard and understood, they’re far more receptive to recommendations.

“Ultimately, shifting from an upsell mindset to an education-first mentality doesn’t just increase sales,” says Cochrane. “It improves the overall customer experience. By helping drivers understand what’s happening with their vehicles, service centers demonstrate expertise without pushiness. And the result is stronger relationships, fewer comebacks and customers who trust the shop enough to return again and again.

In addition, “when technicians understand both the ‘how’ and the ‘why,’ they’re far better- equipped to prevent comebacks and deliver the consistent, high-quality service that keeps customers returning. When it comes to building trust and long-term loyalty, an educational approach consistently delivers better results.”

OPTIONS ARE KEY

AutoZone’s McNeil says tire dealers should offer “a few straightforward options, from small fixes to more complete repairs,” which “keeps the conversation relaxed. This turns add-on services into a way to help the customer, not a sales pitch, (so) you can successfully make the sale while simultaneously growing customer trust and satisfaction.”

Providing options cuts down on the high-pressure feel. “Photos or short videos of worn components, fluid color comparison measurement readings and digital vehicle inspection reports (DVIs) provide tangible proof and transparency,” says Mevotech’s spokesperson.

“Shops that routinely use DVIs often see significantly higher approval rates

Dave Cochrane, field training and content manager at Delphi, suggests that dealers emphasize need-based service recommendations versus quick sells to establish trust with customers faster.

Photo: Delphi

because customers feel informed rather than pressured.”

Options can also be an effective way to influence a sale while leaving decision-making control firmly with the customer. “Providing customers with tiered service options instead of a simple yes or no decision further reinforces trust. Offering good, better and best service options allows customers to feel in control, while still understanding the benefits of more comprehensive care. This provides an opportunity to educate and empower the customer for a proactive decision based on what’s best for their vehicle that will encourage return visits versus a reactive decision.”

“Expertise helps customers feel more comfortable discussing optional or add-on services, because they sense the team is knowledgeable and genuinely focused on their vehicle’s well-being,” says Cochrane. “Providing options empowers customers to make informed decisions. Clearly explaining the pros and cons of each option builds transparency. Using technical attributes, comparative testing data to support recommendations and OEM service guidelines reinforces that your suggestions are rooted in evidence, not upselling.

“This data-driven approach helps customers understand why higher-quality components can improve safety, reduce comebacks and ultimately protect their investment.”

BUILDING REPEAT BUSINESS

“Trust is the foundation of repeat business,” according to Mevotech. “Customers who feel informed, respected and confident in the recommendations they receive

are far more likely to return. Every visit, whether it’s an oil change or a tire swap, is an opportunity to reinforce that trust.

“Shops that communicate clearly, avoid pressure and prioritize the customer’s long-term interests create stronger relationships. Trust grows significantly when customers feel comfortable declining a service without fear of consequences. Language such as ‘This isn’t urgent’ or ‘This can be safely deferred’ demonstrates honesty and reinforces credibility.

“There is also value in recommending components that support ongoing maintenance. Many OE parts are non-greaseable, but upgrading to greaseable components creates a natural reason for customers to return for routine lube, oil and filter services. This approach supports preventative maintenance while reinforcing a regular service cadence without appearing sales-driven.

“Clearly categorizing recommendations as ‘urgent,’ ‘soon’ or ‘monitor’ also helps customers plan ahead and feel in control. When customers leave feeling safe, informed and respected, even routine visits can evolve into long-term loyalty.”

“Turning a one-off service visit into a long-term customer relationship has far less to do with discounts or promotions than with the human experience,” says Cochrane. “At its core, repeat business is driven by trust. People return to service facilities where they feel understood, respected and valued.

“In many cases, customers are even willing to pay more or travel farther when they believe the shop has their best interests at heart. It’s a reminder that in an increasingly commoditized market, exceptional customer service remains one of the most powerful differentiators.

“But trust alone isn’t always enough. Consistency matters, too. That’s where structured loyalty initiatives come into play. A standardized inspection process is critical to show consistency each time

the customer visits. The combination of personalized service and thoughtfully designed loyalty offerings is what transforms a single visit into a reliable customer relationship. When customers feel taken care of — both emotionally and practically — they’re far more likely to keep coming back and even more likely to recommend the service facility to others.”

DRiV agrees great service that puts the customer first should be at the forefront of a successful sale, both now and years down the road.

“Build a relationship with your customers and deliver consistent service, with high-quality results. When customers experience improved ride quality, reduced noise and longer-lasting performance after a repair, they are more likely to return. A satisfied customer can become your best advocate, recommending your business to family and friends.

“Using trusted brands that offer improved parts and delivering predictable results helps reinforce confidence and loyalty with every visit. Many shops also send personalized communications and service reminders to continue the conversation and encourage customers to follow up.”

When it comes to follow-up, McNeil says tire dealers should ensure they do their due diligence, too. “Simple follow-ups can make a big difference. Texts or emails after a visit, reminders for upcoming maintenance and clear service history notes help customers stay connected to your shop. Encouraging reviews with small incentives, such as coupons or discounts, also keeps customers engaged.

“While price always matters, most customers return because of their experience. Clear communication, quality work and familiarity keep customers loyal. Loyalty programs or discounts based on spending levels can further strengthen that connection.”

MISTAKES TO AVOID

“Tire dealers routinely see customers at critical moments in their vehicle’s maintenance cycle, yet (some) miss valuable opportunities to both enhance safety and grow revenue simply because they overlook what’s right in front of them,” says Cochrane.

“One of the most common gaps occurs at the very beginning of the visit: failing to offer a comprehensive tire condition

report. A free, well-explained report — paired with verifying and adjusting tire pressures on all four tires, not just the ones being serviced — sets the tone for transparency and expertise. Customers appreciate this level of care and it often uncovers issues that would otherwise remain hidden until they become bigger and more expensive problems.

“Another major opportunity slips away when technicians focus narrowly on the tires being replaced, rather than the entire wheel area and suspension system. When a wheel is off, the technician has rare, unimpeded access to components that typically require time and labor to inspect: coil springs, struts and shocks, ride height sensors, CV joints, bushings and other critical parts.

“If these aren’t evaluated while the vehicle is already in the air, dealers forfeit the chance to identify wear that compromises handling, comfort and most importantly, safety. This isn’t upselling. It’s responsible service.

“Too often, customer complaints are treated as tire problems, when the true cause lies in the chassis,” notes Cochrane. “Vibrations, noise, pulling and instability frequently originate from suspension wear. If technicians aren’t trained to look beyond the tire itself, they risk misdiagnosing issues, which leads to comebacks and erodes customer trust. Taking a more holistic approach allows dealers to address the root cause rather than the symptom.”

“Many opportunities are lost when inspections do not go far enough,” says McNeil, who adds that tire work is directly connected to alignment, suspension parts, chassis components and tire pressure monitoring systems. If those areas are not checked, important recommendations never get made.

It’s important to understand how customers use their vehicles, he says. “Someone who tows, hauls or drives long distances may benefit from stronger or upgraded parts, but only if the shop asks the right questions. Seasonal timing also matters. Periods like tax refund season are good times to discuss overdue maintenance and upgrades that customers may already be considering.”

According to Mevotech, dealers shouldn’t miss the opportunity “to inspect steering, suspension and braking components that directly affect safety, ride quality and tire life. When these inspections

are paired with transparency — showing customers worn parts, explaining what they are seeing and clearly outlining the impact — recommendations feel educational rather than sales-driven.

“Even simple actions, such as listening for wheel bearing or hub noise during a test drive, can uncover issues the customer may not yet recognize. These moments naturally open the door for additional service conversations rooted in safety and prevention, not upselling.”

“Opportunities are often missed when steering and suspension inspections are not fully integrated into routine tire and alignment services,” says DRiV’s spokesperson. “Tires, brakes and chassis components wear together and overlooking steering and suspension components during these visits can mean missed chances to address ride, handling and safety concerns before they escalate.

“Although some manufacturers may provide specifications that allow for a small amount of play, looseness that is within specification can still cause alignment and handling issues. Most importantly, damaged and worn suspension components cannot be properly aligned. A structured inspection process supported by reliable parts helps uncover legitimate needs.

“Tire wear patterns are also often overlooked as an incredibly valuable tool that can be used to illustrate necessary steering and suspension repairs. Uneven tire wear can be caused by bad wheel alignment, improper tire inflation, unbalanced wheels, bent or broken wheels.”

Cochrane says there also is “a missed educational moment that could dramatically shift customer perception.

“Many drivers don’t realize that worn shocks, struts or bushings can degrade braking performance, reduce road grip and increase the risk of instability during emergency maneuvers.

“By overlooking these components during routine tire service, dealers not only leave revenue on the table. They miss a chance to protect customers and demonstrate their commitment to safety.

“In today’s competitive aftermarket landscape, tire dealers who adopt a more comprehensive approach during service visits don’t just sell more. They earn lasting trust. The opportunity is already there, in every lifted vehicle and every removed wheel."

Holding steady

OTR MARKET POISED FOR GROWTH IN 2026

Mike Manges By

Paul Hawkins, senior vice president of aftermarket sales at Titan International Inc., says the United States mining tire market was “largely replacementdriven” last year.

Despite some headwinds, the OTR tire market in the United States performed fairly well in 2025, with the construction tire segment, in particular, holding steady. Executives from OTR tire manufacturers and suppliers provide a detailed analysis in this MTD exclusive. They also discuss what 2026 will likely bring.

YEAR IN REVIEW

“The U.S. aggregate and quarry tire segment experienced early challenges in 2025,

The five do’s and don’ts of OTR tire and wheel service .............62

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driven by economic uncertainty related to tariffs, soft residential spending and widespread weather-related disruptions that affected first-half production,” says Rob Seibert, president, Off the Road, Bridgestone Americas Inc.

“However, conditions improved meaningfully in the second half of the year, particularly in the third quarter, when favorable weather and strong public construction activity supported a rebound in production. These factors helped offset the difficult first half and positioned producers for modest fullyear growth.

“Similarly, the construction segment grew in 2025,” says Seibert. “The industry was fueled by new work tied to artificial intelligence (AI)-related data center projects, along with ongoing support from state and federal funding for infrastructure, resulting in strong demand for tires.”

Ryan Loethen, president of CEAT Specialty Tires, North America, calls 2025 “a year of recalibration in the U.S. OTR tire market. After the volatility of the prior cycles, the market moved toward more normal lead times and more disciplined purchasing. End users stayed focused on uptime and total costper-hour and dealers who could support faster turnarounds and dependable supply were in the best position.

“Demand held up better than many expected, but buying behavior changed. Customers were more price-aware and more intentional and they asked tougher questions about performance per dollar.”

Both the mining and construction segments “are navigating a landscape defined by simultaneous growth drivers and structural challenges,” says Cara Junkins, director of OTR and ag, CMA.

“The mining sector continues to show

Photo: Titan International Inc.

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steady long-term growth potential, supported by infrastructure development, manufacturing needs and energy transition. This has resulted in rising demand for raw materials, such as aggregates, metals and coal fueling mining operations.

“However, the sector has faced notable headwinds, such as volatile commodity prices, rising operational costs and supply chain interruptions. Despite these challenges, the mining OTR tire market remains resilient, with long-term demand supported by both public and private investment in infrastructure and energy.

“The construction segment remains a major demand driver for OTR tires. The market is also contending with high interest rates and inflationary pressures, which have slowed residential construction and private sector investments.”

Ydo Doornbos, director, North America, Global Rubber Industries (Pvt) Ltd., says that “replacement demand in construction was noticeably stronger than mining, supported by ongoing infrastructure work, road building and utility projects. Even with some pressure from interest rates, fleets remained active and replacement needs stayed consistent.”

Jimmy McDonnell, vice president of sales and marketing for Maxam Tire North America, says the mining tire segment “was down in 2025, slightly behind the previous year. The OTR construction market was up modestly in 2025 (and) definitely finished better than expected, given market conditions.”

“The U.S. OTR mining and construction tire markets experienced some unevenness in demand patterns during 2025, particularly around the timing of replacement activity,” says Sarah Robinson, brand director, Construction, Mining, Tweel and B2G, Michelin North America Inc. “That said, when viewed over the full year, both segments finished relatively stable compared with the prior year.

“In construction, especially, replacement demand was supported by equipment originally purchased in the 2022 to 2023 timeframe moving further into its service life. Higher financing costs also continued to encourage customers to extend the life of existing fleets, which helped underpin replacement activity across both mining and construction.”

The mining tire market has been “consistent and steady, with improved

commodity pricing driving interest,” says Ben Brown, global vice president, OEM sales and marketing, OTR Engineered Solutions. “Conversely, the construction market has been more stagnant, with only certain sectors performing at — or above — historical levels.

“In particular, new data center construction has created pockets of opportunity, but major infrastructure investments have been lacking, which often is the major driver of equipment demand across multiple segments. Replacement demand in the aftermarket outperformed new OEM demand in 2025, which is likely to continue through 2026.”

Joaquin Gonzalez, president of Tire Group International LLC (TGI), says demand for mining tires “was fairly steady throughout the year, supported by consistent mining activity and a continued focus by fleets on uptime, casing life and cost-per-hour. While supply conditions were much better than in prior years, larger mining sizes still required planning and replacement demand held up well overall.

“The construction side was more mixed. This market is more fragmented and much

Rob Seibert, president, Off the Road, Bridgestone Americas Inc., says the U.S. OTR tire market “appears well-positioned to extend the positive momentum established in 2025,” when “conditions improved meaningfully” during the second half.

Photo: Bridgestone Americas Inc.

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more sensitive to broader economic conditions. In 2025, private construction was softer, which led to lower utilization in some fleets and in turn, slower replacement demand. Public infrastructure work and rental activity helped off-set some of that softness, but overall replacement demand in construction was flat-to-slightly-down compared to the prior year. Buyers were more price-conscious and flexible on brands, especially in smaller and mid-size segments, where availability and quick turn mattered most.”

Paul Hawkins, senior vice president of aftermarket sales at Titan International Inc., says the U.S. mining tire market “was largely replacement-driven” last year. “Demand was tied closely to equipment utilization at existing operations, rather than new mine development. Globally, copper-related mining activity — driven by electrification and data center demand — helped drive the mining sector.

“The U.S. construction tire market told a more mixed story. Residential construction remained slow, but that softness was offset by strength in commercial, road and infrastructure-related projects. Public-sector funding at the municipal, county and state levels drove higher utilization across rental fleets and government-owned equipment, which supported replacement demand throughout the year.

“One noticeable shift in 2025 was in customer behavior. With higher interest rates, many dealers became more disciplined about inventory, focusing less on stocking ahead and more on making sure customers’ equipment stayed up and running. As a result, we saw requests for quotes and fitment recommendations come in closer to project start dates. That puts more pressure on dealers to respond quickly, especially when customers don’t want to wait weeks for product or tie up cash in excess inventory.”

The replacement mining tire channel in 2025 “was supportive to strong in 2025, for a simple reason: utilization did not collapse, even while some capital decisions stayed cautious,” according to Stephen Reynolds, OTR sales director, Triangle Tire USA. “With equipment demand described as soft and dealers scaling purchases, more operators leaned into maintaining existing iron. That generally pulls demand forward into replacement tires.”

The aggregates sector remained active, “even where certain metals projects slowed.” And in construction, “Dodge’s data still showed total construction starts up 5.1% year-to-date through November 2025 and up 5.7% on a trailing 12-month basis, underscoring that activity didn’t vanish. It rotated by segment and timing.”

He adds that public works projects “remained a key support in 2025, helped by federal infrastructure funding. Also data centers and related utilities work continued to be a stand-out driver.”

Loic Ravasio, president of Yokohama OTR, reports that underground mining was “the growth engine” in the mining tire segment in 2025. “The transition away from fossil fuels to metals and minerals for EVs and renewable energy will continue to create new opportunities for mining tires.

“The U.S. construction tire market, while still growing, has been more challenged than mining,” he says. “E-commerce growth and warehouse expansions drive construction growth, off-setting a slower residential construction market. Increasing infrastructure spending is also contributing to growth.”

“The U.S. tariff clouds were hovering over our heads the entire year” in the construction segment, says Chan Phothisane, title, ZC Rubber America Inc. “There were many uncertainties regarding the final tariff percentage on each country. Tire importers were unsure what price they would pay when the containers arrived at their door. The decision to stock less in the warehouse and buy only what was needed was a major trend.”

In the mining segment, “the U.S. government is investing in U.S. soil for critical minerals. The U.S. will increase domestic production in lithium and rare earth minerals. Foreign investors are building U.S. refineries to help support future growth in demands.”

2026 PROJECTIONS

Bridgestone’s Seibert says the U.S. OTR tire market “appears well-positioned to extend the positive momentum established in 2025. We anticipate stronger public construction activity and continued progress in infrastructure projects moving through the pipeline.

“With interest rates declining, new home construction and private-sector

building activity are expected to improve and the ongoing expansion of AI data centers should further support demand within the OTR tire market. Although economic pressures persist, we are maintaining measured expectations and anticipate both the aggregate/quarry and construction segments to be poised for modest growth in 2026.”

Loethen says CEAT expects to see “a competitive market with customers looking for measurable value. Dealers will see opportunities where they can reduce downtime and simplify procurement for end users. The winners won’t be the loudest voices. They’ll be the most consistent: consistent product, consistent service and consistent results in the field.

“The OTR tire market in 2026 is projected to continue to grow steadily, fueled by the same factors in 2025,” says CMA’s Junkins. “And the market will continue to face many of the same challenges. Both mining and construction sectors are expected to continue adapting to supply chain challenges, tariff impacts and evolving customer needs while maintaining strong demand.”

GRI expects that the U.S. OTR tire market will “show stable to modest growth, led primarily by the replacement channel,” says Doornbos. “In construction, demand is likely to remain uneven, but supported by infrastructure, utilities and industrial projects. Replacement will continue to be the backbone of the market, as fleets prioritize uptime and cost control regardless of new equipment cycles. Overall, 2026 is shaping up as a replacement-led market, where value, durability and application-specific performance matter most.”

Maxam’s McDonnell says his company is expecting “continued modest growth in the OTR tire market, with interest rates falling a bit. That will help drive construction.”

Michelin’s Robinson believes “market fundamentals — such as commodity demand and construction activity — appear broadly steady. If those conditions hold, replacement demand should remain resilient, though customers continue to be thoughtful and measured in their purchasing decisions.

“The pace of any change in original equipment demand will likely depend on broader factors, such as interest rate trends and the availability of used equipment.

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We’re approaching 2026 with a balanced outlook and a focus on supporting customers as conditions evolve.”

Brown of OTR Engineered Solutions believes that demand for OTR tires in 2026 will likely be flattish year-over-year “due to the continuance of high interest rates and supply chain headwinds, such as tariffs, which continue to add cost and complexity. Dealer inventory levels have

improved, but with consumers and fleets alike watching their spending, only those machines that are in poor condition are likely to be replaced. Certainly, this bodes well for aftermarket replacement demand, but it puts OEM demand planning under continued pressure.”

“In 2026, the OTR tire market should feel relatively stable, with modest improvement on the construction

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side,” notes TGI’s Gonzalez. “Mining is expected to remain consistent, since tire demand is tied directly to operating activity and can’t be easily deferred without impacting production. Any changes there will be driven by utilization, not macro swings.

“Construction should improve gradually as financing eases and postponed projects restart, with infrastructure spending continuing to provide a solid base. The recovery won’t be even and competition will remain tight, but replacement demand should be better than in 2025.”

Titan’s Hawkins believes the OTR tire market will be led by the replacement market, “rather than entering a rebound or growth surge. Replacement cycles have largely normalized after several years of extended use, which is likely to continue. Infrastructure and commercial construction projects should remain a consistent source of demand, while mining activity is expected to follow commodity-driven needs, rather than a general expansion. This points to a market defined by measured, disciplined purchasing — not speculation.”

“Most indicators point to a cautious, uneven improvement in 2026 rather than a dramatic rebound,” says Triangle’s Reynolds. “Outlook commentary expects global construction growth to improve in 2026, with the pace picking up from 2025 levels.”

Yokohama OTR anticipates “a flatto-slight growth market in 2026 for both the mining and construction segments in the U.S.,” says Ravasio, adding that tire management solutions will become increasingly important.

“Due to slow growth in 2025, we expect an up year,” says Phothisane of ZC Rubber. However, tires “will be more expensive as tire dealers pass on the tariffs to the consumers.

“We expect residential construction to have a slight increase (during) the second half of the year. The state of Nevada continues to lead in gold mining. Mining projects in Alaska will increase and (activity in) Arizona will continue to grow.”

Demand for larger-diameter tires “will increase. First-tier tire brands continue to dominate the mining sector. If tire prices get out of hand and there is a shortage in tier-one, there could be opportunity for mining companies (that are) looking for options.”

The five do’s and don’ts of OTR tire and wheel service

FOLLOW THESE GUIDELINES TO ENSURE SAFETY, SUCCESS

Kevin Rohlwing By

In the world of tire and wheel service, the OTR segment is by far the most complicated and hazardous. It’s a high-stakes game with the most expensive tires on the most expensive equipment. In addition, it requires specialized trucks, tools and equipment to demount, mount and inflate some of the largest tires on the planet. OTR tire service is not a place where dealers can dabble. You’re either all-in or all-out.

Training is another area where the OTR segment is very different from traditional passenger and light truck or commercial

“The most important thing to remember is that OTR tire and wheel service is an ‘all-in’ game that requires a higher level of investment at every level,” says Kevin Rohlwing, chief technical officer, Tire Industry Association.

Photo: TIA

truck tires. In the passenger, light truck and commercial truck tire spaces, training is more specific to vehicles. On the OTR side, the training has to be more general because technicians can face a variety of machines, each with a variety of configurations, operating within an endless landscape of jobsite conditions.

At the Tire Industry Association (TIA), our automotive and commercial tire service training programs are designed to teach technicians to service tires on vehicles. TIA’s new Earthmover Tire Service (ETS) training program is designed to teach general procedures and safety guidelines that technicians can apply to any machine.

It’s crucial to understand the basic do’s and don’ts of OTR tire and wheel service because the stakes are high and getting higher. For those who are considering getting into the OTR segment, that understanding is even more important because the buy-in is significant and in order to maintain a presence, it requires regular investment above what is normally expected in the medium truck tire space.

1.Do make sure every technician is properly trained. TIA was involved in an OSHA investigation and trial years ago involving a backhoe. The agency cited the employer for failure to train after an employee was fatally injured when a machine fell on him. While the court agreed that the employee was properly trained, it also agreed that the standard applied to a backhoe.

OSHA compliance training is non-negotiable for OTR technicians. TIA has a 200-level Basic Commercial Tire Service (CTS) program that has been proven to be compliant with training requirements in 29 CFR 1910.177. Every technician who touches truck, farm, industrial or OTR tires must be trained and the easiest way to be compliant is to have them complete Basic CTS. Beyond that, TIA’s Earthmover Tire Service (ETS) training program provides the additional information that

technicians need to service OTR tires and wheels safely.

The hazards of OTR tire service are significant, given the weight of the tires and wheel/rim components. When you throw in the weight of a machine and tools, there are ample opportunities for an injury. Further complicating the matter is the hydraulic crane or tire handler. Hydraulic power can be your friend or your enemy, depending on how it’s used. When a crane or handler is used properly, it makes the job easier and safer. When incorrectly used, it often results in damage to the tire, rim components and/or the machine.

Since there are no equipment-specific tire service guidelines for the OTR industry, technicians need general training on the different aspects, so they can make better decisions in the field. OTR tire and wheel service demands critical thinking based on an understanding of the hazards and the basic steps that are required for the wheel/rim/machine being serviced. There are too many different types of equipment in the OTR space to provide training on each type of machine. Dealers who participate in TIA’s ETS program will give their technicians the foundational knowledge to make better decisions, regardless of the equipment being serviced.

2.Don’t forget to crib. OTR tires cannot be serviced until the machine is properly lifted. In a segment where equipment can weigh more than 100 tons, the jacking and lifting process is critical to ensure jobsite safety. Most of the hydraulic jacks are in the 50- to 100-ton range because the weight of the equipment is usually unknown. The 50- to 100-ton jack doesn’t need to lift the entire vehicle, just so there is sufficient lifting capacity for a single wheel end.

Hydraulic jacks are designed to lift and position. There is a silicone seal at the bottom of the ram that prevents hydraulic oil from escaping when it is pressurized. When a jack is used to support the weight of anything, all of the pressure is on a plastic ring that probably costs less than $1. The “safety factor” that technicians believe exists when the capacity of the jack far outweighs the actual weight being lifted is the definition of a false sense of security. Nobody can predict when or if the seal will fail. When a hydraulic jack is used as a support device, the cumulative excessive pressure takes its toll and

when it becomes too much, the jack will fail. Jack stands and cribbing serve the identical purpose of providing mechanical support for the weight being lifted. Ideally, a jack stand supports all of the machine’s weight so the pressure on the hydraulic jack can be completely released. When a wheel end is supported by a jack stand with a capacity that exceeds the load, the machine is lifted and secured in the safest possible manner.

In order for a jack to function as designed, it must be positioned on a firm and level surface. Since the footprint of the jack stand is usually relatively small, it may require an additional plate to increase the surface area. It can also be a challenge to find a place to position the jack and the jack stand under the machine, which further complicates the situation. Between various ground conditions and equipment configurations, jack stands are not commonly used in OTR tire service applications.

Oak cribbing has been used in conjunction with the machine lifting process for decades. By positioning blocks under the equipment, the technician creates an additional safety factor. When properly configured, the cribbing provides a wider footprint with added stability if the oak blocks are in good condition. “If in good condition” is the caveat that determines when that safety factor exists. I am not aware of any established industry guidelines on what constitutes an oak block in good condition. There are some anecdotal guidelines regarding the length and depth of cracks, but the criteria for “good condition” on an oak block are still largely subjective.

Composite cribbing has increased in popularity for a number of reasons. First, the subjectivity of “good condition” is eliminated because there shouldn’t be any cracks. Second, when they are properly configured, they have a longer lifespan than oak blocks and provide a more stable base because they interlock. And third, Mine Safety and Health Administration (MSHA) inspectors in some regions have outlawed oak blocks to eliminate the subjective nature of determining whether or not they are in good condition.

The “properly configured” condition on the second reason cannot be overlooked. Composite cribbing is designed to spread the load evenly across all of the blocks. When they are improperly configured,

the load is unevenly distributed, which often leads to failure. In theory, composite cribbing has a significantly longer lifespan than an oak block because environmental conditions like heat, cold and moisture do not have an effect. However, when manufacturer guidelines are not followed, the additional expense is not realized on the back end because they can — and often do — fail before they reach the legitimate end of the lifecycle.

3.

Do pay attention to trajectory. According to OSHA, trajectory is the potential path or route that a rim component or blast of air may travel after a separation. Basically, it’s the place where a technician is in danger when inflating a tire, should a rim component become dislodged or a sidewall rupture occur during inflation. If the technician is standing even with the tread and away from the sidewall, then they are out of the trajectory. If the technician is standing directly in front of the sidewall during inflation, then they are in the trajectory of the rim components and/or the pressurized air.

I have investigated far too many workplace accidents where the technician was seriously or fatally injured because they were standing in the trajectory during the inflation process when a rim component separated or a sidewall ruptured. I haven’t investigated any injuries when something goes wrong and the technician is standing outside the trajectory during inflation.

Trajectory also applies to the use of bead breakers and rams. I am aware of multiple serious injuries and facial accidents where the technician was positioned in the trajectory of a pressurized tool. When inflating a tire, the technician should stand even with the tread and away from the sidewall. When using a bead breaker or ram, the technician should stand off to the side in case it becomes dislodged when it’s under pressure. When pressurized, a tool can “kick out” without any warning. If the technician is positioned in the trajectory, a very heavy tool will become airborne at a relatively high rate of speed. There won’t be time to dodge it, even with the best reflexes. Failing to recognize trajectory when using bead breakers and rams can lead to preventable injuries regardless of experience.

4.Don’t ignore crane capacity and assembly weight. Every hydraulic

OTR tires

crane and tire handler has a maximum capacity that is tied to distance. OTR service trucks have a sticker located on the mast of the crane that provides maximum weight at various distances. While the OTR service truck manufacturers have alarms and safeguards to alert the operator when the capacity of the crane is being exceeded, it doesn’t stop a technician from pushing the limits. Like any tool or piece of equipment, when it’s regularly operated

at near or over capacity, it’s going to wear out faster and the likelihood of failure increases.

The first step is to understand the weight of the tire, rim components and wheel. TIA developed OTR tire and wheel weight charts years ago to help technicians understand how much weight needs to be lifted. Information from multiple manufacturers was used to determine the average and maximum weights for tires,

“Dealers who participate in TIA’s ETS program will give their technicians the foundational knowledge to make better decisions, regardless of the equipment being serviced,” says Rohlwing.

Photo: TIA

rim bases, side rings, bead seat bands and lock rings. They also include the maximum weight for the assembly (tire and rim/wheel components). Technicians can use these charts to determine how much weight must be lifted, so they know where the service truck needs to be positioned in terms of distance.

When it comes to positioning the truck and the tire being serviced, crane capacity is determined by the distance between the load and the center mast. If the center mast of the crane is located in the middle of the truck, then that needs to be factored in when positioning the crane. Technicians also must understand what is being lifted, so there are some mathematical calculations that may be necessary. For example, when removing the outside assembly in a dual application with five-piece rims, the weight of the outside assembly (tire and rim/wheel components) must be considered. When removing the inside tire, the weight of the bead seat band and flange must be added to the weight of the tire because the rim base is not being lifted. In some instances, the service truck may need to be positioned closer to the vehicle in order to safely lift the inside tire.

5.

Do regularly maintain the crane and compressor. The OTR service truck is the lifeblood of the OTR tire segment. Without it, OTR tires cannot be serviced. Modern crane and tire handlers require six-figure investments, with the largest vehicles in the $500,000 range. Given the

amount of money required to purchase an OTR service truck, it should make sense to implement a comprehensive maintenance program for the crane and tire handler.

First, every crane or tire handler has a grease fitting at all of its hinge points. The service truck manufacturers have recommended maintenance intervals and the hinge points should be greased weekly. Failure to grease those areas on a weekly basis is going to result in excessive wear on the crane. It’s going to take time for this wear to become evident, but when it does reach the point where it’s noticeable, it’s probably too late. Whether the grease gun is on the truck or in the shop, it needs to be used every week.

The rotation gear on the mast also requires regular maintenance. Unlike the fittings on the hinge points that use regular grease, the rotation gear may require a specific type of grease, depending on the manufacturer. Using the wrong grease or failing to maintain the rotation gear is another area where the lack of maintenance requires some time before it becomes evident, but when it does, dealers should expect a large repair bill. Service truck manufacturers have recommended maintenance guidelines for cranes and handlers. When they are followed, the lifespan of the equipment can be maximized. When they are ignored, operating and replacement costs are going to rise.

Hydraulic oil levels are another component of crane and tire handler maintenance. Low oil levels create additional

stress on the hydraulic system, which has a negative effect on the crane or handler. Again, dealers should consult the service truck manufacturer for their recommendations on hydraulic system maintenance to ensure it operates at maximum efficiency.

Compressors are no different in the sense that the oil level must be checked regularly. Low oil leads to accelerated wear on the internal components, which leads to premature failure. And like the rotation gear, the type of oil may vary depending on the manufacturer. A service truck without compressed air is a glorified delivery vehicle. If the crane or handler fails, there is a possibility of completing the job. If the compressor fails, nothing works, so the job stops.

In reality, there are more than just five do’s and don’ts when it comes to OTR tire and wheel service. High-stakes games are accompanied by the most risk, but they offer the greatest rewards. The most important thing to remember is that OTR tire and wheel service is an “all-in” game that requires a higher level of investment at every level. As a result, OTR tire service technicians, tools and service trucks are specialized. For dealers who focus on smaller OTR tire and wheel assemblies, the additional buy-in and commitment are lower, while those who service giant OTR tires must recognize that this takes the highest level of commitment.

AG Tire Talk

Thoughts about air pressure and load

ALWAYS FOLLOW TIREMAKERS’ RECOMMENDATIONS

Modern Tire Dealer has partnered with AG Tire Talk to provide answers to insightful questions that farm tire dealers have about farm tire technology. This is the next installment in our ongoing series, which is designed to help farm tire dealers better connect with their customers. A trending question, followed by answers, will appear in our Commercial Tire Dealer section every other month. For complete answers, visit www.agtiretalk.com.

QUESTION: What are some things to consider when reading a load inflation table?

DAVE PAULK, manager, field technical services, BKT USA Inc.: Accurate weight per tire can be determined by weighing the tractor through a weight platform. This helps to determine the amount of air pressure that should be used. There are several things to keep in mind when weighing the tractor. The implement being used should be attached.

When referring to the load and inflation chart, this gives the load carrying capacity of a single tire. If a user needs 10,000 pounds of weight carrying capacity on the rear tires and there are two tires, each tire will need to be able to carry 5,000 pounds. This will give the 10,000 pounds of capacity needed.

If the implement is on a three-point hitch, the rear should be weighed with the implement up. This will be the greatest weight on the tires. The front should be weighed with the implement down. This puts the greatest weight on the front. For optimal performance on field and drivability on road, always target around 60% of the load on the rear axle and 40% on the front axle.

Always consider the worst-case scenario when setting the air pressures. Use a load and inflation chart to set the inflation to the highest speed the tractor will run and carry the required weight. By doing this, you are safe in the field and on the highway between fields. If the weight capacity needed for the rear is too great with a standard tire, using a very-high flexion (VF) tire could be a much better option.

If the implement is on the drawbar, weigh the rear tires with the implement folded up or picked up. Weigh the front with the implement folded down or set down. This puts the most weight on the

tire positions and gives a good indication of the amount of air needed. On the pull-behind implement, weigh the inside tires that carry the most weight when transporting on the road. Set the air pressure based on the highest speed to carry the required weight.  If a tire is run on the highway underinflated and overloaded, it can’t properly dissipate the heat. This will cause sidewalls and tread areas to separate and result in ply separations. Though lower air pressures can be run in the field at slower speeds, air pressures would need to be taken up for the highway.

‘If the correct amount of air pressure is used for the weight and speed, this minimizes the potential for a multitude of problems.’

DavePaulk,manager,fieldtechnical services,BKTUSAInc.

If worst-case scenarios are used, this takes air pressure out of the equation and minimizes problems.

Central tire inflation systems (CTIS) are beginning to become more commonly used and are offered on some tractors, combines and equipment. With this system, a user can reduce pressures in the field to get better performance from the tires. Traction is increased and ground pressure is minimized. Flotation is increased as the footprint of the tire is larger to spread out the weight of the tractor or implement over a larger area. When leaving the field to travel on the road, the user can increase air pressures to handle the speed and the weight. When using CTIS systems, weighing the tractors is still required to figure out which air pressures to use at field speed and which to use at highway speeds.

In summary, air pressures carry weight and help dissipate heat. If the correct amount of air pressure is used for the weight and speed, this minimizes the potential for a multitude of problems.

GREG GILLAND,

vice president, global agriculture, Maxam Tire North America:

Photo: BKT USA Inc.

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At first glance, an agricultural tire load inflation table is hard to interpret. However, it contains valuable information that determines the correct cold air pressure, weight being carried by the tires and the overall central inflation system methodology.

Cold air inflation pressure management is the key to optimizing how well a tire can perform on any equipment for any given speed, load or application on or off the farm. Radial tires are particularly sensitive to the impact of cold air inflation, as 80% of any given load is carried by compressed air. Please keep in mind that the casing, tread belts and rubber components only account for 20% of the total weight being carried by the tire. Therefore, air pressure is the most critical component of the tire’s success. Depending on the amount of weight and the desired speed, each tire will need to have its cold inflation adjusted to ensure that the tire casing and resulting tire footprint are optimized to best suit working conditions.

Weighing the machine when configured to its maximum load per axle

AG Tire Talk

‘Calculating the correct tire air pressure is crucial to the tire’s performance.’

ChrisNeidert,agmarketing,trainingand developmentmanagerforTrelleborgand Mitastires,NorthAmerica,YokohamaTWS

allows the best information to be applied to determine the best operating cold inflation pressure per axle or tire size. As a rule, lower torque or slower field work speeds allow ag tires to use lower air pressures to carry significant loads.

Conversely, when moving a machine or platform from one field to another, air pressure must be increased as the higher transport speed requires more air pressure to adjust to the higher heat generated by the increased velocity and load being carried.

When operating ag tires in duals with four tires on an axle, the weight carrying capacity is adjusted from 100% down to 88% or minus-12% lower carrying

capacity or what is termed its equivalent load. When operating the tires as triples on an axle using six tires across one working axle from side to side, the weight carrying capacity is adjusted by minus-18% or 82% for its equivalent load. The minus-12% or minus-18% weight reduction adjusts the air pressure on all four or six tires to reduce or minimize the impact of load transfer from one side of the axle to the other.

Despite the lower load carrying capacity of the equivalent load, you are also distributing the load on the axle across four or six tires, thus reducing the air pressure requirement, improving the footprint on the soil. Once you have determined the equivalent load per tire, you can adjust the air pressure per tire for the required speed either in the field or for transport.

CTIS on any powered ag platform permits tire air pressures to be changed almost immediately, allowing the optimal pressure to be added to the tires to achieve the desired load carrying capability for a given speed. Though this technological

solution is becoming more accessible and popular across the ag industry, for most growers and farmers, the current solution is to select the highest air pressure necessary based on the machine’s fully loaded weight with its heaviest implement or trailer hitched. This determines the load on the front and rear axles.

The next step is to adjust to the highest air pressure necessary to meet the operating speed based on their field work or transportation needs without having to make manual changes on the go. In addition to the above axle load considerations for duals or triples impacting the machine’s air pressure needs, you must also consider the below front or rear axle requirements caused by the load distribution per axle by platform. Here are general guidelines:

• For 2WD tractors, 35% of the total weight is on the front axle and 65% of the weight is on the rear axle;

• For MFWD/MFWA tractors, 40% of the total weight is on the front axle and 60% of the weight is on the rear axle;

• For 4WD tractors, 55% of the total weight is on the front axle and 45% of the weight is on the rear axle;

• For combines and harvesters, 70% of the total weight is on the front axle and 30% of the weight is on the rear axle;

• For floaters, 30% of the total weight is on the front axle and 70% of the weight is on the rear axle and ;

• For self-propelled high clearance sprayers, 48% of the weight is on the front axle and 52% on the rear axle.

Inflate tires to the correct cold inflation pressure based on the axle position, number of tires, axle load and required work or transport speed.

CHRIS NEIDERT, ag marketing, training and development manager for Trelleborg and Mitas tires, North America, Yokohama TWS: Calculating the correct tire air pressure is crucial to the tire’s performance. Running the correct air pressure will not only reduce compaction, but it will also provide more traction, a better ride and longer tire wear.

Let’s go through an example of selecting the correct tire air pressure.

First, here are some basic statements about inflation air pressure. The inflation pressure refers to tires at ambient temperature. The values given in tire inflation load

tables represent the reference pressure for the load and speed condition shown. The actual pressure of the tire must be established in accordance with the mechanical characteristics of the vehicle, with the additional load from the use of equipment, as well as the load conditions.

Factors to consider include on road at various speeds or road speeds; on field at high-torque (plowing, heavy ripping, etc.);

and on field at low torque (seeding, surface work, etc.).

Make sure you use the load tables that are designed for the specific brand of tire for which you are making the air pressure calculation. Do not use another manufacturer’s tables. Many times, the load table will not have the exact load, so we will approximate where that number will be in the table.

Business Insight

By

FDennis McCarron

Speed and accuracy equal focus HOW TO APPLY THIS EQUATION AT YOUR DEALERSHIP

or far too long, tire dealers have battled against the opposing forces of speed and accuracy. We all want things done fast. We all hate comebacks and unforced errors. Let’s get comfortable with an idea that doesn’t see those things as mutually exclusive.

Focus is the marriage of speed and accuracy. It’s concentration with urgency, but the intelligence to know when the promised time frame is unreasonable and must be renegotiated. It seems like a simple idea, but it requires the unwavering coordination of multiple people.

You see, most tire dealers reading this column probably thought about technicians when the word “focus” was mentioned, as they have the job of performing the tangible repair. Was the repair done correctly? At the time promised? It seems so simple. But how can the job be done on time when your parts house hasn’t confirmed when the part will arrive? What if your service advisor promises an unrealistic time because he didn’t know that a complicated repair was sold two minutes ago by another service advisor using the same tech?

The core problem here is an overemphasis on one piece of the equation instead of a balance. Focus requires reasonable time frames — not a coerced, accelerated diagnosis. Yes, there’s also a matter of pushing things along and creating urgency in a shop. That’s part of focus, too. Focus is the balance.

Technicians who zero in on speed make mistakes. Technicians who aim to be perfect don’t service enough vehicles to pay the bills. There’s a rhythm to a shop when focus is balanced. Excellent service managers are attuned to this cadence. A shop with focus panics very little and very infrequently. Surprises are dealt with adeptly, as there is time built into the rhythm to handle errors. What requirements are there to ensure the smoothest beat at the fastest maintainable tempo?

It starts with the interview — that period of time early on, when you’re speaking with the customer. The interview can begin on the phone or start with a walk-in. This is the acceptable place of negotiation, where there is little pressure to perform — only a promise. Both sides make an agreement to take the necessary next steps within a certain time frame and authorization of work. Often, mistakes can be traced to this moment, when there are unrealistic commitments or poor communication. Service advisors need focus at this phase so they can coordinate the myriad of responsibilities that follow: to the car’s owner, your store’s manager, your other customers and the people who are performing the work on the vehicle. Many times, you will notice that advisors who, when pressed for how long a job or diagnostic will take, will answer softly. By softly, I mean implying that there’s room for negotiation, like the advisor is thinking through their answer. Service advisors

should have regular communication with the service manager or technicians directly, so they know how long things will take and not have to guess.

If your dealership makes a reasonable commitment to perform work or diagnostics by a specific time, that automatically begins an internal clock, where the vehicle, if getting inspected or diagnosed, receives that inspection in at least half of the time committed. If the vehicle is dropped off at noon and work or diagnostic results are promised by 4 p.m., the vehicle inspection and diagnostic results must be completed by 2 p.m., at the very latest.

‘Focus is a commitment — by the whole dealership — that requires coordination and trust.’

This allows for the simultaneous building of an invoice while any other authorized work — like an oil change or tire replacement — takes place. A dealership can’t commit to calling the customer at 4 p.m. when the vehicle is being pulled in at 3:55 p.m. Proving you upheld your time commitment by calling/texting the customer slightly early goes a long way in building up to the next commitment, which is add-on services. This builds trust. It makes the customer’s next decision easier. A lack of focus on time can cause a customer to perceive a lack of focus on workmanship. Why? Because focus equals accuracy plus speed. This can also be written as focus minus accuracy equals speed.

Having the proper amount of time to build an estimate allows for the proper amount of time to think through the estimate and the availability of parts, the skill of the technician performing the potential work and the likelihood of completing the job by a certain time. When rushed through this phase, tunnel vision takes over and the advisor focuses on getting a yes, which transfers the problem to the technician. When technicians get behind, they often rush, focusing on their end result: the vehicle parked outside, seemingly finished. Focus is a commitment — by the whole dealership — that requires coordination and trust. Treat it like the valuable resource it is.

Dennis McCarron is a partner at Cardinal Brokers Inc., one of the leading brokers in the tire and automotive industry (www.cardinalbrokers.com.) To contact McCarron, email him at dennis@cardinalbrokers.com.

Dealer Development

Randy O’Connor By

IWhat AI can — and can’t — do for your business

THE BEST USES FOR ARTIFICIAL INTELLIGENCE

’ve always believed independent tire dealers win when they do the things that big box stores and other retailers either can’t or simply won’t do. I’m talking about developing personal relationships, local knowledge, flexibility and the ability to make decisions and implement solutions quickly without waiting for a corporate playbook or approval chain.

That belief extends to how I think about artificial intelligence (AI) and its role in independent tire dealerships. Despite the noise and hype, AI isn’t pushing independents to become more “corporate.” In many cases, it’s helping them double down on what already makes them different.

Let’s start with what AI is not doing. It’s not replacing technicians. It’s not running service bays. And it’s not eliminating the need for experienced service advisors who know their customers by name. What AI is doing is removing friction, especially in areas where independents have always been stretched thin. So if you’re wondering how AI is being — and can be — used in your dealerships, it’s to reduce friction, as well as create time and space for a better employee and customer experience.

Big boxes can throw bodies at problems. They can staff call centers, centralize scheduling and absorb inefficiencies at scale. Most independent tire dealers don’t have that luxury. Every missed call, delayed follow-up or inventory mistake hits harder. AI helps level that part of the playing field without taking away the personal touch that independent tire dealers rely on.

Missed calls are one of the most profit-prohibitive and persistent issues in our shops. I’m willing to bet many of you have no clue how many calls you fail to answer daily. Yes, you may have a general sense, but do you have the data? Phones ring while advisors are tied up, technicians are short-staffed or your store is closed. Those missed calls often go straight to a competitor. AI-powered call and messaging tools are beginning to fill that gap. They can answer after-hours calls, respond to texts, book appointments, collect vehicle information and send confirmations, all without adding payroll.

Here’s the key distinction. AI doesn’t replace the relationship. It protects it. Instead of losing a customer before the conversation even starts, your dealership gets the opportunity to follow up personally, deliver service and build loyalty.

Independent tire dealers live and die by trust. That’s an advantage some large chains can’t easily replicate and often don’t prioritize. AI-assisted inspection tools help independents lean into that strength. By using simple photos and/or videos to identify tread depth, wear patterns or visible issues, AI helps standardize inspections while improving communication.

Customers see clear visuals and receive plain-language explanations that separate urgent needs from future recommendations. That transparency reduces friction at the counter and

reinforces credibility. Big box retailers often rely on scripts and volume-driven processes. Independent tire dealers can use AI to deliver clarity without the pressure — a meaningful thing that customers notice.

Most independent tire dealers already know their customers. They know who drives what, how they drive and when they’re likely to be back. The challenge is rarely insight. The challenge is usually time. AI-driven follow-up systems can help you stay in touch without sounding corporate or generic. Instead of mass campaigns, customers receive timely reminders based on vehicle mileage, seasonality or previous services. It feels less like marketing and more like a helpful nudge from a shop that remembers them personally — exactly the kind of interaction big-box operations and other retailers often struggle to scale.

‘AI gives independents more time to focus on relationships, service quality and local reputation.’

Inventory is another area where independents must operate differently. Big retailers can afford to stock deep and manage excess. Independents can’t. AI tools that analyze sales trends and seasonal demand help dealers make smarter ordering decisions and avoid tying up cash unnecessarily. This isn’t about deploying complex pricing algorithms. It’s about protecting working capital.

Independent tire dealers don’t necessarily need enterprise dashboards or layers of reporting. They need clarity. AI-powered analytics tools are beginning to translate shop data into plain-English insights, such as where appointments are being lost, which services are driving profitability and where bottlenecks are forming — helping owners make better decisions.

AI, like all tech, won’t turn independents “corporate” and that’s a good thing. Robotic bays, full automation and rigid pricing models don’t fit the independent mindset or business model. Independent tire dealers succeed because they stay flexible, human and local. AI works best when it supports that approach, not when it tries to replace it.

By removing friction, capturing missed opportunities and improving communication, AI gives independents more time to focus on relationships, service quality and local reputation. Used correctly, AI doesn’t make independent tire dealers more “corporate.” It makes them even more independent.

Tire and auto industry veteran Randy O’Connor is the Owner/Principal of D2D Development Group (Dealer to Dealer Development Group.) He can be reached at randy@d2ddevelopmentgroup.com. For more information, please visit www.d2ddevelopmentgroup.com.

Mergers & Acquisitions

Cole Strandberg By

FService expansion doesn’t just improve margins

IT ALSO EXPANDS YOUR EXIT OPTIONS

or decades, tire dealers have operated in a familiar reality. Tires drive traffic. At best, service supports profitability. At worst, it’s a necessary evil. That formula still holds true today. But the way the best operators are thinking about their businesses has evolved.

My team and I closed a deal late last year. In addition to a killer management team and a great story about the dealership, a unique differentiator jumped out: tires were somewhat of an afterthought. That led to an expanded buyer universe and an outsized valuation.

I’m seeing a growing number of tire dealerships intentionally expand into more labor-intensive, higher-margin services. On the surface, the motivation is straightforward. But beneath that operational logic sits a much more powerful outcome: Adding services doesn’t just make your business healthier today. It fundamentally changes how buyers view your business tomorrow.

Service expansion changes the narrative. When a shop focuses on mechanical, alignment, diagnostics, ADAS calibration, fleet services and other labor-driven offerings, it begins to look less like a commodity retailer and more like a strategic automotive services platform. That distinction matters.

In M&A, buyers don’t just underwrite revenue. They underwrite durability. They look for businesses with diversified income streams, recurring customer relationships and the ability to grow without relying solely on price or volume. Services check all of those boxes.

Labor-intensive services also tend to carry higher gross margins than tire sales alone. More importantly, those margins are often more defensible.

From a buyer’s perspective, strong service revenue improves EBITDA quality. It reduces volatility. It increases predictability. And it signals that your business has multiple levers to pull in both good times and challenging ones.

One of the most overlooked benefits of service expansion is how dramatically it broadens the universe of potential buyers. A tire-only business may be highly attractive to other tire dealers. A service-centric automotive repair platform, however, attracts existing tire dealer platforms and a whole lot more.

The more complete and resilient your business model is, the more interest it generates and the more leverage you have when opportunities arise.

One of the most common misconceptions I hear is that tire dealers should only think about valuation when they’re ready to sell. In reality, the highest-value transactions happen when owners aren’t forced into a decision.

Service expansion gives owners options. It allows them to grow profitably on their own terms. It creates the ability to raise capital, pursue acquisitions or bring in a partner — without

‘You don’t need to be thinking about selling to start thinking about offering an expanded menu of services.’

giving up control. And if and when a sale becomes attractive, it positions the business to command attention from a wider range of buyers.

Expanding services doesn’t mean you need to implement everything at once. Some of the most compelling businesses I work with have a clear road map. Services are already in place, services are being piloted and additional services are planned for the future.

That future vision matters. Buyers don’t need every opportunity to be fully executed. In fact, leaving some meat on the bone can be a good thing. What buyers need is confidence that your leadership team understands where the industry is going and has positioned the business accordingly. That’s where visionary thinking comes into play.

Tire dealers who consistently build the most valuable businesses tend to ask themselves a different set of questions. They step out of the day-to-day and think in future tense. They study trends outside their immediate niche. They surround themselves with forward-thinking peers. And they balance execution with aspiration — building a strong business today while planting seeds for tomorrow.

A useful question I often suggest is this: “If you had unlimited runway and unlimited capital, what would you build?” You may not execute on every idea, but that mindset helps clarify where to invest, where to experiment and where to leave upside for the future.

The tire and automotive service industry remains as strong and resilient as ever. Demand isn’t going away. Vehicles aren’t getting simpler. And customers increasingly value convenience, expertise and trust.

The tire dealerships that will command premium valuations in the years ahead won’t just be well-run. They will be well-positioned. They will tell a compelling story about where they’ve been and where they’re going. More often than not, that story will include a thoughtful expansion into services that enhance margins, diversify revenue and expand buyer interest.

You don’t need to be thinking about selling to start thinking about offering an expanded menu of services. The work you do today matters more than you may realize.

Cole Strandberg is a managing director with Focus Investment Banking’s automotive aftermarket team, specializing in mergers, acquisitions and capital raising for multi-location tire dealerships and automotive service businesses. Email him at cole.strandberg@focusbankers.com.

EV Intelligence

Craig Van Batenburg By

DShould you continue with EV service? THINK LONG-TERM —

NOT SHORT-TERM — WHEN DECIDING

oes your tire and repair business need to offer electric vehicle (EV) service to survive? Of course not. What about your dealership’s future? That is a long-term question. It has been about a year since the federal government made a 180-degree turn on regulating internal combustion tailpipe emissions.

I attended — and held a roundtable discussion — at a fleet conference last October near Boston, Mass. This one-day event has been held for over 20 years and focuses on environmental fleet issues. Three Environmental Protection Agency (EPA) employees were there and gave a 20-minute PowerPoint presentation about changes in enforcement, policy and priorities. The room of about 300 people was clearly worried about the near-term future of EV service after that lecture. The conversations at noon and during coffee breaks showed concern, as most of the participants were in the electric vehicle camp, including my company.

What now? How does the new federal government’s viewpoint on emissions affect your business? Maybe with some relief, depending on your personal view of the EPA. Will it affect your bottom line? I assume it will not. Did it change what my company, Automotive Career Development Center (ACDC) does? Yes — more about that later.

In the United States, about 22% of light-duty vehicles sold in the first quarter of 2025 were hybrid, battery electric or plug-in hybrid vehicles, up from 18% in the first quarter of 2024. Among those categories, hybrid electric vehicles have continued to gain market share while battery electric vehicles and plug-in hybrid vehicles have remained relatively flat, according to estimates from Wards Intelligence.

Cox Automotive suggests a slight decrease of 2.1% from the record sales of 2024. This slowdown follows a record-high third quarter driven by consumers rushing to purchase vehicles before a federal tax credit expired in September 2025, with 1.4 million expected sales of plug-in hybrids (PHEV) and pure electric vehicles (BEV) in the U.S. for 2025. This was written in the second week of 2026 and final numbers were not available.

ACDC may be unique in the training business. As a shop owner during the late 1970s, 80s, 90s and into the 2000s, I learned a lot. Training my technicians and myself required traveling. There was no internet back then. We bought some DVDs and VHS tapes to study with. There were many small training companies located around the country, mostly in states with emission testing. We went to many places.

In 2004, Van Batenburg’s Garage Inc., my independent Honda shop, was transformed into a full-time xEV training center. Last year, sales were down — not by much, but the numbers don’t lie. The COVID-19 years of 2020 through 2021 were downright horrible. As a mature company that’s close to 50 years old, we

How we reopened

How do you reopen a repair shop?  Here’s howwedid it. Worcester,Mass., isthesecond-largestcityinMassachusettsafterBoston.WorcesterCountyhasaround 880,000 residents.

Massachusettshasover five millionregisteredlight-dutyvehicles,withover150,000light-dutyelectricvehicles (batteryorplug-inhybrid).Add240,000hybridsto that and youhavealmost400,000 xEVs.

Wesentadirectmailpieceto2,000Teslaownerswithin 20milesof ournew shop.Wehavecreditcard-sizedice scrapersthatweleaveonEVsinthearea. (Wefoundthe best spotislocalchargingstations,astheownersareusuallyintheircars.) Thisaddedrevenuewilloff-settheslight declineinliveclasses.

have a solid financial base and significant savings. After 20-plus years, we reopened the repair shop as Worcester EVs, www. WorcesterEVs.com.

I will admit, I was not looking forward to reopening the shop a year ago. I sat down with my employees, Aiden and John, and talked about retail repairs. But we had a shop attached to our training center and they liked the idea, so we were ready to go. I got excited about adding retail repairs, as it will improve everything we do. (I even bought a new suit, as I have renewed my membership with the local chamber of commerce!)

We will be fine, with Aiden and John running the shop, and I will do what I love, which is helping the industry find its way in the transition to electric mobility with xEV classes. The training will pick up again.

Change is inevitable. If you find your company with sales not growing as they should, do something. Do xEVs excite you? There are over 10 million xEVs in the U.S. Are you ready to stay up-to-date with technology? Can you find the people to help you? When government policies change again —and they will — will you be ready for more xEVs? I wish you well as we move into the future.

Craig Van Batenburg is the CEO of Van Batenburg’s Garage Inc., dba Automotive Career Development Center (ACDC), which is based in Worcester, Mass. A 50-year automotive service industry veteran, Van Batenburg provides training for facilities that service — or want to service — electric and hybrid vehicles. For more information, see www.fixhybrid.com or email him at craig@fixhybrid.com.

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Focus on Dealers

K&M Tire announces merger with Zurcher Tire

DEAL GIVES K&M TIRE

52 DISTRIBUTION CENTERS

Mike Manges By

Zurcher Tire Inc.’s wholesale division, which includes 12 distribution centers across five states, is now part of K&M Tire Inc.

The announcement was made during the second day of K&M Tire’s recent 2026 customer meeting in Overland Park, Kan., outside of Kansas City.

The deal, which was finalized on Feb. 1, gives Delphos, Ohio-based K&M Tire 52 warehouses nationwide.

Zurcher Tire’s distribution centers are located in Michigan, Indiana, Illinois and Iowa — where K&M Tire already has locations — plus Missouri, a new state for K&M Tire.

Zurcher Tire, which was founded in 1948 by Paul Zurcher, is based in Monroe, Ind.

Zurcher Tire’s retail and commercial center in Monroe merged into Best-One Tire Group’s Legacy Best-One organization this past September.

“We’re looking forward to adding Zurcher Tire’s 340 hardworking, knowledgeable, customer-focused employees to the K&M Tire team,” Cheryl Gossard, president of K&M Tire, told MTD.

“What’s interesting about this merger is that neither company needed to do it,” said Mark Zurcher, co-CEO of Zurcher Tire and Best-One Tire Group, along with his brother, Larry Zurcher.

“Both companies are strong and have had good years. They’re thriving companies. We view this as taking two strong companies and making one stronger company. It’s going to be even more efficient and it’s going to be better able to service the customer.

“I’m still going to be involved with Best-One as co-CEO with Larry, but we have complete confidence in K&M Tire to take over distribution and lead the wholesale division. K&M has a market presence that’s second to none. It’s an efficient, well-run company. We’re excited about what K&M can do.”

K&M Tire and Zurcher Tire “have worked so closely together for so many

years,” said Gossard. “The Zurcher family has been a partner of K&M since 1977,” when Paul Zurcher met K&M Tire CEO Ken Langhals. (Both Zurcher and Langhals are past MTD Tire Dealer of the Year Award recipients.)

“We’re really excited about the additional opportunities this can bring — both for our customers and our employees.”

The merger has been in the works for several years, according to Gossard. “It’s been five or six years since the idea was floated around the table. We continued to discuss it and finally, a little over a year ago, we said, ‘Now’s the time.’”

It made sense for Zurcher Tire for many reasons, Lindsey Beer, chief strategy officer, Best-One Tire, told MTD. Within Best-One, “we’re very focused right now on consolidating with existing partners, so this is a continuation of that.”

Both K&M Tire and Zurcher Tire/ Best-One Tire Group “are owned by a group of families,” she said.

“We would not have done this if our values were inconsistent” with K&M Tire’s values, said Mark. “We have the same core values. It’s important everyone knows this.”

“Combining our organizations is another step forward to becoming the industry’s leading, most trusted provider of tires and service in all of our geographic markets,” said Gossard.

MARKET OPPORTUNITIES

The K&M Tire event also featured several info sessions, including a presentation about the state of the ag tire market given by Jamey Smart, vice president, North America, Firestone Ag.

Despite challenges impacting the ag tire market, there are still opportunities for tire dealers, he said.

“At the end of the day, we need farmers to grow food” and it’s the responsibility of tire dealers and manufacturers to help them, Smart told attendees.

“We’re seeing fairly high (farm) debt. With interest rates at relatively high levels, the cost of that debt is getting more expensive.”

K&M Tire officials also provided updates on operational enhancements the company has made. It has replaced more than 100 delivery trucks in its fleet over the last 12 months.

Cheryl Gossard, president of K&M Tire Inc. (middle, with Lindsey Beer, chief strategy officer, Best-One Tire Group), announced K&M Tire’s merger with Zurcher Tire Inc. during K&M Tire’s recent meeting.

Photo: MTD

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Focus on Dealers

“Our theme is ‘Let’s Go Together,’” said Ryan Benton, head of Black’s Tire Service Inc.’s retail business (pictured, third from right). “This year, we want to go further, we want to go higher, we want to go better.”

Photo: MTD

Black’s Tire Service celebrates largest year of expansion

DEALERSHIP HOSTED NEARLY 700 TEAM MEMBERS,

40 VENDORS AT EVENT

Sara Welch By

Black’s Tire Service Inc. hosted nearly 700 team members and 40 vendors to celebrate its 97th anniversary and its biggest year in terms of expansion at its 2026 “Let’s Go Together” Sales and Leadership Conference, which recently took place in Myrtle Beach, S.C.

“We’re celebrating our 97th anniversary — not a lot of independent owner-operators can say that,” said Ryan Benton, head of Black’s Tire Service’s retail operations, in his opening remarks during the BTS Kenny Bullard “Ace” Awards Banquet on Jan. 17.

Over the past year, BTS has grown and now includes 62 retail and commercial tire and automotive repair shops, 15 wholesale distribution centers, one retread manufacturing facility in Clarkton, N.C., and its headquarters in Whiteville, N.C.

The company most recently merged with Justice Tire Distributors, adding

five distribution centers in Virginia to its portfolio at the beginning of January. It now services wholesale customers across Georgia, North Carolina, South Carolina, eastern Tennessee, Virginia and into West Virginia.

While Black’s Tire Service is excited for what the future holds, expansion isn’t necessarily a focus moving into 2026.

The company’s deals over the past year often happened organically, in scenarios where it made sense to share resources with another family-owned business that shared Black’s Tire Service’s core values: team, family, trust and serve.

“Our theme is ‘Let’s Go Together.’ This year, we want to go further, we want to go higher, we want to go better,” Ryan said.

‘LET’S GO TOGETHER’

For Rick Benton, managing owner, head of wholesale distribution and vice president of

sales and marketing, “Let’s Go Together” means bringing Black’s Tire Service’s team, vendors and customers together, which starts with internal training and marketing the family-oriented culture Black’s Tire Service has fostered over the years.

“Our real product isn’t the tires,” said Jeremy Benton, who supports the dealership’s commercial and retread business. “It’s our people.”

In recent years, bringing Rick’s three oldest sons, Cody, Cole and Trey, into the fold has strengthened Black’s Tire Service’s operations across every segment. While twins Cody and Cole have been full-time with Black’s Tire Service for almost two years since earning their MBAs in business and analytics from the University of North Carolina Wilmington, Rick’s oldest, Trey, officially joined in a full-time capacity within the past year. (Trey was drafted by the Cleveland Guardians in 2019 after graduating from the College of Business at East Carolina University. He retired from professional baseball following a shoulder injury last year.)

“I could have played 20 years in the big leagues and I was still going to come back to work in the company,” said Trey. Following in his father’s footsteps, Trey is primarily focused on the wholesale distribution and logistics side of the company. He’s spent a lot of time on the road with Rick over the past year, meeting customers and gaining their perspective on how Black’s Tire Service does business.

Cody and Cole have been focused on retail and commercial operations since joining full-time and one of their biggest areas of focus has been building on the company’s brand and culture to attract their generation to the business.

“Our biggest thing is we have to be able to adapt to the future ... adapt to the working environment,” said Cody. “The new generation doesn’t want to work 60 hours a week. So how do we adapt? How do we keep those good people that just might not wanna work 60 hours? But we can adapt and figure out a way to keep good people.”

They’re also focused on keeping up with changes within the industry, specifically when it comes to artificial intelligence and using technology to meet the evolving needs of the team that works for them, as well as their customers.

“We have to be on top of that moving forward,” said Cole.

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Focus on Industry

Bridgestone launches Blizzak IcePeak winter tire

PRODUCT WILL COVER ‘97% OF U.S. CAR PARC,’ SAYS BRIDGESTONE

Aden Graves By

Bridgestone Americas Inc. is adding the new Blizzak IcePeak, a tire designed for most passenger vehicles, to its winter tire portfolio. Created for sedans, CUVs, SUVs, minivans and light trucks, the new tire will come in 107 sizes, fitting wheels ranging from 14 inches to 22 inches in diameter, and will cover “97% of the U.S. car parc,” according to Bridgestone officials.

The tire, which was recently introduced at a ride-and-drive event in Steamboat Springs, Colo., will roll out in the United States this coming May and will be available in other countries later this year.

Production has already started on most sizes. Bridgestone aims to have full volumes ready for distribution by March.

Features of the Blizzak IcePeak include Bridgestone’s MultiCell compound technology to enhance grip on ice and snow, advanced tread blocks with 3D sipe technology and more.

MultiCell technology “puts air pockets into the rubber compound as it’s being produced,” which pulls water off of ice and maximizes the tire’s grip.

As Bridgestone’s flagship winter tire, the IcePeak is equipped with Bridgestone’s ENLITEN technology and is the first double-certification within the Bridgestone nameplate, featuring both 3-Peak Mountain Snowflake and Ice Grip certifications.

The Blizzak IcePeak will replace the Blizzak DM-V2 and Blizzak WS90, which have been the company’s primary Blizzak products for nearly six years. Bridgestone’s Blizzak portfolio of tires also includes the Blizzak 6, a performance winter tire introduced last year, and the Blizzak LT.

During the Steamboat Springs event, Todd Chapman, senior manager of product strategy, Bridgestone Americas, called the new tire a “jack-of-all-trades” and a “huge power line” for the company.

The new Bridgestone Blizzak IcePeak will come in 107 sizes, fitting wheels ranging from 14 inches to 22 inches in diameter, and will “cover 97% of the U.S. car parc,” according to Bridgestone Americas Inc. officials.

Photo: Bridgestone Americas Inc.

Chapman said that while the winter tire market is a smaller segment, the company wants to continue its “commanding brand presence” in the North American winter tire space and meet consumers’ growing needs.

“In the Canadian market, 40% of all tires sold in Canada are winter tires,” he noted. “We want to have a strong presence, so we need to have a strong brand and a strong product in that area.”

Chapman also said the new tire sports distinct changes from previous-generation Blizzak products, such as features with “sipe direction optimization,” which means the angle of the tire’s sipes has changed and provides better grip.

Another major feature is added protrusions to the tire’s circumferential ribs,

which evacuate water out of the product, providing optimal grip.

In addition, the new IcePeak contains micro grooves, an enhancement to the Blizzak line that “removes the thin layer of water from the ice surface during the tire’s initial use, until the MultiCell bubbles are revealed,” say Bridgestone officials.

When designing the latest addition to its Blizzak line, Bridgestone wanted to make sure the tire would excel across a range of changing winter weather conditions in different markets.

Chapman said the IcePeak’s compounds and biting edges are engineered to perform well on hard pavement, in wet and cold weather, on black ice and on packed snow. He added that the ENLITEN technology applied to this tire will provide additional service life.

“The rubber compounds that we’re using on these tires are designed for those low temperatures,” said Chapman. “They still stay pliable and soft, even when the temperatures are so cold outside.

“We want to make sure the features that we put into the tread pattern design itself work the way we want them to work.”

Bridgestone first launched its ENLITEN technology in 2024, focusing on the electric vehicle, all-terrain and performance markets first.

Last year, the company introduced its first winter tire featuring ENLITEN, the Blizzak 6.

Kim Windon, vice president of communications for Bridgestone West, said the company has the goal of incorporating ENLITEN technology into nearly 90% of its products by 2030.

“Continuing to focus on technology, continuing to focus on innovation and specifically making sure that we’re being sustainable along the way is really important to us as a company,” she said.

Focus on Industry

‘We have aggressive growth plans’

TBC CEO DISCUSSES OUTLOOK FOR 2026

Mike Manges By

Don Byrd, president and CEO of TBC Corp., discusses the company’s achievements over the last 12 months, as well as its plans for 2026, in this interview. “We continue to grow and have strengthened partnerships with existing customers,” he says.

MTD: Can you bring us up to speed on TBC’s year in 2025? What are some of the challenges TBC is facing? What opportunities do you see for the company?

BYRD: In 2025, we remained focused on our strategy of providing customers with the solutions and resources they need to be successful. And as a leadership team, we explored the values and principles that will shape our decisions moving forward and will inspire and empower our teams to reach their full potential with a focus on four Ps: purpose, people, planet and profit.

TBC’s wholesale division added new customers and suppliers and deepened partnerships with the Independent Tire Dealers Group LLC (ITDG) and Giti Tire, a global tire company. We also completed the divestment of our Midas franchise portfolio to Mavis. (Editor’s note: Mavis Tire Express Services Corp., the largest tire dealership in the United States, acquired 1,200 Midas locations from TBC in June 2025.)

As we aim to be the franchisor and distributor of choice for complete solutions in the tire marketplace, there’s an opportunity to simplify and streamline the customer experience. We are implementing our ‘One Team, One TBC’ approach to offer superior product availability with coverage across tiers and making it even easier for customers to do business with us. From proprietary brands to a variety of rapid, dependable delivery options to best suit the customer — from off-shore, factory-direct to truckload via our network of regional distribution centers and daily deliveries via TBC’s local delivery centers — now more than ever, we have the capabilities to drive success for our customers and get them the products they need, when they need them.

Photo: TBC Corp.

MTD: What’s your take on consumer tire demand? What are you hearing from TBC’s customers?

BYRD: Based on customer needs, TBC is laser-focused on creating value and providing unparalleled service, with a worldclass assortment of the tires they need to grow their businesses. We continue to expand product lines for our customers so they can offer improved convenience, compatibility and choices. Beyond that, we want to help our customers decrease inefficient spending in the tire distribution supply chain to help create value for them, as well as their customers.

MTD: What investments has TBC made in its distribution and private brand businesses within the past 12 months?

BYRD: We’ve made strategic investments that support our customers’ success, including investments in IT, supply chain operations and in our people. For example, we welcomed Chris Young ... as TBC’s chief technology officer. In this role, he leads the development and execution of our enterprise digital information and technology strategy that makes it easier than ever to do business with TBC. Chris, in partnership with our leadership team, brings the expertise to establish a clear, shared vision (and) build organizational

capacity and drive data-driven innovation that delivers value to our customers.

MTD: How is the wholesale distribution channel changing? From your point of view, does the continued consolidation of independent tire dealerships concern TBC or does this trend create opportunities for the company? Why?

BYRD: We continue to grow and have strengthened partnerships with existing customers and have also added new customers and suppliers to the wholesale and distribution side of our business.

MTD: Why did TBC sell its Midas franchise program to Mavis?

BYRD: Selling Midas to Mavis was another step in our transformation as we continue to focus on driving growth and innovation in our wholesale and distribution business and expanding the Big O Tires franchise business.

MTD: Can you bring us up to date on how your Big O Tires franchise program is doing? Do you see any opportunities to further develop that part of TBC’s business?

BYRD: The Big O Tires franchise system is performing well and has consistently been recognized as a top franchise brand by Entrepreneur, Franchise Times and others. We collaborate with our franchise owners to provide them with the tools they need to succeed and grow. We’ve opened nine new shops since May of (2025) and are excited about expanding market coverage.

We have aggressive growth plans and are focused on increasing franchisee profitability, same-store sales and ensuring franchise owners have the tools they need to continue to thrive.

MTD: What will be your top initiatives for TBC in 2026? What can TBC’s customers expect to see?

BYRD: We will continue building our network of the future to best position TBC for growth and support our customers and their evolving business needs. We will also continue to invest in our sales organization to ensure we have the right team in place to support those needs.

TBC Corp. President and CEO Don Byrd sees big opportunities in 2026.

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Jeep Grand Cherokee 2023

DESCRIPTION AND OPERATION

The tire pressure monitoring system (TPMS) consists of the tire pressure sensors, radio frequency hub (RFH) module and antenna. Information, such as the warnings and pressure readouts for the TPMS, is displayed on the instrument panel cluster (IPC). The RFH receives radio frequency (RF) signals from the tire pressure sensors. Each sensor has a unique identifier that is read and programmed into the RFH to help determine at which wheel end the sensor is located.

The TPMS monitors the pressure of each tire and warns the driver when either a low tire pressure condition or a TPMS malfunction exists. The TPMS will display the conditions through the IPC.

There are two TPMS systems available for this vehicle: a base and a premium system. The base system only uses a TPMS telltale (audible chime) and non-positional text messages to indicate low pressure or system fault conditions.

The premium system uses all the available functions of the base system, as well as the electronic vehicle information center (EVIC) located in the IPC to display the actual tire pressure values (or dashes when a sensor error has occurred) for each of the active road tires (up to five, depending on vehicle configuration) in the correct vehicle position. Various text messages, when prompted by the system, will also be displayed in the vehicle information display. After a tire rotation, the system auto locates the tire location and displays its pressure readings at the proper location in the EVIC. When equipped with the premium system and the tire pressure is 48-55 kPa (7-8 psi) below the specification listed on the label, the system emits the TPMS telltale chime, illuminates the low tire pressure warning light and displays the pressure of the four active tires in the EVIC display. If a system fault is detected, the warning light will flash for 75 seconds, then remain on continuously. Dashes will take the place of the pressure reading if a sensor is not correctly operating.

A five-sensor system is available for vehicles with a full-size spare tire and wheel (in markets where provided).

The TPMS system uses four or five tire pressure sensors designed for mounting in place of a traditional tire valve. The tire pressure sensor includes a stem that looks similar to a standard stem. The sensor body, located at the bottom of the stem, contains a sensor, a processor, a transmitter/receiver and a non-removable coin battery that lasts up to 10 years. If the battery fails, the sensor must be replaced.

The RFH module is used in the TPMS system to receive radio signals from the tire pressure sensors and send the relevant values to the other modules through the controller area network - fl ex data (CAN-FD) bus and CAN - Interior High Speed (CAN-IHS) bus. The RFH module identifi es the sensor position, receives the sensor data, compares the pressure data with the standard pressure values stored in the non-volatile memory, determines whether there is a problem in the tire pressure and stores the warnings regarding tire pressure and system faults.

The RFH module uses the radio frequency data from the TPMS sensor and the brake system control module (BSCM) wheel speed data to determine the location of each tire pressure sensor. When a sensor is installed in a tire on the vehicle, the RFH module can automatically identify the sensor and its location during the first ensuing drive cycle. Identification will take approximately 20 minutes, but the speed of the vehicle must exceed 15 mph. The TPMS/RKE ANALYZER KIT 2046300080 can also be used to program the new sensor identification number in the RFH module. The sensor Identifications

The TPMS consists of the tire pressure sensors (1), RFH Module (3) and antenna (2). Information, such as the warnings and pressure readouts for the TPMS, is displayed on the IPC (4).

1

(IDs) can also be programmed using a diagnostic scan tool.

Some models of the vehicle are equipped with the tire fill alert (TFA) system. It is designed to provide feedback to the customer while inflating one or more of the vehicle’s tires. The TFA system will only support inflating one tire at a time. The system is intended to inform the customer that they have reached the correct manufacturer-recommended cold placard pressure inflation value. The system will provide a visual alert, through the use of the hazard flasher lights, to inform the customer that they have entered the tire fill alert mode. Once in tire fill alert mode, the system will provide an audible alert to the customer through the use of the horn.

When the TPMS sensor detects that the vehicle is not in motion and detects that the pressure in the tire has changed from the last transmitted pressure value by a pressure value as specified in the TPMS sensor performance standard, the sensor will enter TFA mode. The TPMS sensor can enter TFA mode on either an

inflation or deflation pressure change from the last transmitted pressure value by a pressure value as specified in the TPMS sensor performance standard. The horn will chirp once when the correct recommended cold placard pressure value is reached. The horn will chirp three times if the tire inflation pressure has exceeded the recommended value by a preset percentage and will continue to chirp three times every time the measured tire pressure increases by a preset percentage and the alert mute timer has expired. The horn will also chirp three times if the tire is deflated below the recommended cold placard pressure by a preset percentage and will continue to chirp three times every time the measured tire pressure decreases by a preset percentage and the alert mute timer has expired.

The TFA system includes an alert mute time between horn chirp alerts. The mute timer begins immediately after any user alert is provided. Any additional user alert cannot be provided during this mute time.

When the TPMS sensor detects that

the vehicle is not in motion and detects that the pressure in the tire has changed from the last transmitted pressure value by a pressure value as specified in the TPMS sensor performance standard, the sensor will enter TFA mode. The TPMS sensor can enter TFA mode on either an inflation or deflation pressure change from the last transmitted pressure value by a pressure value as specified in the TPMS sensor performance standard. The sensor will transmit an environment data code once it has entered TFA mode to indicate to the receiver module that the sensor is in TFA mode. Once in TFA mode, the TPMS sensor will monitor and transmit the pressure at a rate as specified in the TPMS sensor performance standard.

RADIO FREQUENCY HUB

The RFH module is an integrated receiver (base station) in the vehicle that interfaces with the remote keyless entry (RKE) FOB using both radio frequency and low frequency. The RFH module contains the controlling logic for the passive entry

TPMS

keyless go (PEKG) feature and the keyless ignition node (KIN) lighting. The RFH module communicates on the controller area network CAN-FD bus as well as a dedicated K-line with the KIN and backup circuits to the KIN and body control module (BCM).

The RFH module is also hardwired to the vehicle door handles and multiple low-frequency antennas for purposes of providing PEKG functionality. The RFH module is connected to a fused B(+) circuit from the interior power distribution center (PDC) and has a path to a clean ground at the right rear of the underbody floor at all times. These connections allow it to remain functional regardless of the ignition switch status. Any input to the RFH module that controls a vehicle system function that does not require that the ignition switch status be ON, such as pressing a button on an RKE or FOB transmitter, prompts the RFH module to wake up and transmit on the CAN-FD data bus.

The RFH module receives the following: CAN-FD Inputs:

Vehicle configuration data; transfer case status; ambient air pressure; current gear selected; wheel pulse counter from each wheel; vehicle speed; odometer; system voltage; commanded ignition switch status; ignition run active for remote start; averaged ambient temperature; and month, day and year.

RF Inputs:

Right front tire pressure sensor; right rear tire pressure sensor; right rear inner tire pressure sensor (if equipped); left front tire pressure sensor; left rear tire pressure sensor; and left rear inner tire pressure sensor (if equipped).

The RFH module provides the following: CAN-FD Outputs:

TPMS chime request; tire pressure indication request; TPMS localization status; TPMS hazard flash; tire location for each wheel; tire pressure for each wheel; and TPMS horn chirp.

CAN-IHS Outputs:

TFA status enabled or disabled.

TIRE

PRESSURE SENSOR

One tire pressure sensor is mounted to a valve stem specifically designed for

mounting the pressure sensor in each wheel in place of the traditional tire valve stem. Each sensor has an internal battery that lasts up to 10 years. The battery is not serviceable. At the time of battery failure, the sensor must be replaced.

The TPMS system operates on a radio frequency of 433 MHz.

The tire pressure sensor valve stem looks similar to a standard valve stem with the tire mounted on the wheel. To visually identify a tire pressure sensor/ valve stem, the valve stem cap is longer than a standard valve stem.

The TPMS sensors are designed for original style factory wheels. It is not recommended to install a tire pressure sensor in an aftermarket wheel as this could cause sealing and system performance issues.

The valve stem caps and cores used are specifically designed for the tire pressure monitoring sensors. Although similar to standard valve stem caps and cores, they are different. The valve stem cap has a special seal inside to keep moisture and corrosion out. The valve stem core has a special nickel coating to protect it from corrosion.

The wireless sensors transmit tire pressure information at a frequency of 433 MHz. The tire pressure sensors send a tire pressure sensor value every 64 seconds when the vehicle is in motion and approximately every 13 hours when the vehicle is not in motion. The sensors also transmit a unique ID code to differentiate the sensors from those on nearby vehicles.

When a sensor is installed in a tire on the vehicle, the RFH module can automatically identify the sensor and its location during the first ensuing drive cycle. Identification will take approximately 20 minutes, but the speed of the vehicle must exceed 15 mph.

The TPMS/RKE ANALYZER KIT 2046300080 can also be used to program the new sensor identification number in the RFH module.

The tire pressure sensor provides the following:

RF Outputs:

Right front tire pressure sensor; right rear tire pressure sensor; left front tire pressure sensor; left rear tire pressure sensor; and spare tire pressure sensor (if equipped).

ANTENNA

The Primary antenna for the RFH is located within the module itself. Models equipped with remote start have an external antenna to increase the range of the remote. Both can be used to pick up the signals from the TPMS sensors. If there is an issue picking up sensor signals, the primary focus should be the RFH.

INSTRUMENT CLUSTER

The RFH module controls the TPMS indicator lamp bulb check through the tire pressure indication request. The bulb check is repeated at every transition of the commanded ignition switch status message event from OFF to ON.

On a premium TPMS, the IPC displays the pressure values transmitted for all four active sensors in the proper vehicle position. The correct pressure values and vehicle positions to be displayed are determined from the TPMS sensor locations. Any tire pressure unit conversion is performed by a software algorithm within the IPC.

An under-inflation condition will cause a text message to be displayed, an audible chime to sound and the tire pressure indicator lamp to illuminate. The audible chime will occur once per ignition cycle for the first “warning” detected. When an under-inflation condition is detected and sent in the tire pressure indication request message, the IPC turns the TPMS indicator lamp ON continuously and the lamp remains ON when the ignition is in the ON/RUN position until the low tire pressure condition is corrected.

When an under-inflation condition occurs for base TPMS systems, a low tire pressure text message will be displayed. When an under-inflation condition occurs for a premium TPMS, a low tire pressure text message may be displayed or low tire pressure text messages including the location of the low tire may be displayed. The pressure value of the tire that is low will display and the IPC color display will change to a different color until the low-pressure condition is corrected. The tire pressure display screen will remain displayed indefinitely or until another display screen is selected. If more than one low tire pressure condition exists, the pressure value of each tire that is low will change colors.

CAN-FD Inputs:

TPMS chime request; tire pressure indication request; TPMS localization status; TPMS hazard flash; tire location for each wheel; tire pressure for each wheel; front tire maximum load inflation pressure; rear tire maximum load inflation pressure; base TPMS present; premium TPMS present; and TPMS configuration.

SENSOR REMOVAL AND INSTALLATION

REMOVAL

The tire pressure sensor screw, the valve stem and all valve stem components, including the cap and the valve core, can be serviced and replaced individually. When dismounting or mounting the tire on the wheel, follow the tire changer manufacturer’s instructions while paying special attention to avoid damaging the pressure sensor.

• Raise and support the vehicle.

• Remove the tire and wheel assembly and dismount the tire from the wheel.

• Replace the valve stem assembly (Fig. 1) with each tire change or when the tire is removed from the wheel.

• To remove the sensor (Fig. 1, 1) from the valve stem, remove the tire pressure sensor screw (Fig. 1, 2).

• Remove and discard the valve stem from the wheel.

INSTALLATION

Follow the removal procedure in reverse for general reassembly of the components on the vehicle.

The steps listed below are calling out specific procedures that should be followed during and after installation:

• Any time a sensor is to be reinstalled in

a wheel, a new valve stem assembly must be installed to ensure air-tight sealing.

• When installing a valve stem, do not install it with the sensor attached.

• Once the new sensor has been installed, drive the vehicle for a minimum of 20 minutes while maintaining a continuous speed above 15 mph. This will allow the system to learn the new sensor ID.

Information for this column comes from the tire pressure monitoring systems data in ProDemand, Mitchell 1’s auto repair information software for domestic and import vehicles. Headquartered in San Diego, Calif., Mitchell 1 has provided quality repair information solutions to the automotive industry since 1918. For more information, visit www.mitchell1.com.

TORQUE SPECIFICATIONS

Use only authorized dealer recommeneded lug nuts and clean or remove any dirt or oil before tightening.

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