A Chinese Tyre Maker’s European Powerplay

LingLong Tire

Once dismissed for quality concerns, Chinese tyre makers are steadily challenging legacy brands through localisation, OE wins and performance-driven branding. At the forefront is Linglong Tire, which is fast becoming a strategic force in Europe. From securing OE fitments with Stellantis, Volkswagen, Renault Group to launching a high-tech plant in Serbia, Linglong is leveraging smart manufacturing, targeted dealer engagement and sports sponsorships to elevate its brand. While most view OE as a branding tool with thin margins, Linglong claims real profitability, underpinned by market knowledge and pricing precision. Its lean model, combined with bold ambitions, signals a new chapter in global tyre competition.

A common perception associated with Chinese goods that still lingers across economies is ‘inferior quality’. The same fate had befallen Chinese tyres but is gradually changing. Today, Chinese brands are very competitive with global brands including the big names.

Speaking to Tyre Trends, Linglong Tire Head of Marketing Wolf Fuder said, “Our technology is now on par with established brands in Europe. However, branding is a different story. We have several tools and strategies. First and foremost is tyre quality. We’re constantly working on it. We have three main strategies to demonstrate the performance and quality of our tyres. The first is investment in original equipment. Being an OE supplier for brands like Fiat or Volkswagen or Renault Group serves as a clear proof of performance.”

OE fitment plays a critical role. The company began with spare tyres but has since made significant progress with OEM partnerships. While OE brings brand credibility, Fuder acknowledges that real profitability lies in the replacement market.

“The second strategy is rigorous testing. We work hard to get our products included in prominent magazines in Germany, Northern Europe, UK etc. Sometimes we invite testers to observe our testing processes. We’ve received strong results from the Rubber and High-Tech Centre, which we show to both our dealers and customers as proof of performance of our tyres,” he added.

The executive noted that different customised strategies are deployed across markets. In Europe, it offers a 30-day money-back guarantee. “We have partnered with major football clubs like Real Madrid and Chelsea to feature our logo. Football is a key long-term branding tool for us. Our goal is to have one strong club partnership in each European country. We’ve already partnered with Wolfsburg (partnership not extended yet) in Germany and we’re looking for similar opportunities in Italy and France,” noted Fuder.

Beyond sports sponsorships, it invests in advertising and trade fairs. “While branding is certainly about reaching the end user, it’s actually even more important to win over the dealer. In Germany, and across much of Europe, dealers are the real decision-makers in 80–85 percent of purchases. They’re the key link between the tyre and the consumer,” contented Fuder.

As Linglong Tire deepens its European presence, the company’s strategy is increasingly anchored by its manufacturing facility in Serbia. When asked about the company’s performance in the region post-Serbia plant inauguration, Fuder noted that the transition is still underway as ramping up the factory to its full capacity of 14 million passenger car radial (PCR) tyres per year takes time.

Despite that, he expressed satisfaction with the plant’s current progress and emphasised that the facility now supplies tyres to its European dealer network alongside existing exports from China. While imports from China continue, the long-term goal is to gradually shift the supply focus towards European production, making Serbia the primary hub for the region.

The localisation strategy also aligns with its ambition to expand volumes and competitiveness in Europe. In terms of production mix, Fuder confirmed that the Serbian plant manufactures a full range of tyre sizes, from 13 and 14 inches all the way up to larger sizes like 21 and 22 inches.

Notably, while certain older tread patterns continue to be produced in China, newer lines such are exclusively manufactured in Serbia.

To strengthen its presence there, Linglong Tire is launching marketing campaigns in Italy and the UK, expanding its social media footprint in Europe and preparing localised websites in six key markets including Germany, UK, Spain, Italy, France and Serbia.

7+5 STRATEGY

Linglong Tire’s long-term ‘7+5’ global strategy is a framework guiding the company’s international growth trajectory. It represents the vision to operate seven manufacturing plants in China and five international plants across strategic global locations.

(Linglong’s Thailand facility, part of the company’s international expansion strategy)

Currently, Linglong Tire’s international footprint includes operational facilities in Thailand and Serbia with a third under development in Brazil. Two more international sites are yet to be finalised.

Linglong Tire describes its Serbia facility as a ‘smart factory’ equipped with state-of-the-art machinery and designed for eco-efficiency and automation. “Our newer factories in China are also smart but Serbia features the most advanced setup,” explained Fuder.

The facility initially focuses on PCR tyres. In phase-two, production is expanding to include TBR and OTR tyres for agriculture and mining. These were previously made in China but are now shifting to Serbia.

This diversification also helps Linglong Tire avoid global tariffs, particularly in TBR and possibly in the near future in PCR as well, which has been impacted by import duties. “We had set up our Thailand plant earlier to avoid duties. Now, TBR tyres are exclusively produced in Serbia for Europe,” the executive said.

He also highlighted the plant’s 94/100 sustainability score, citing efforts across the supply chain, sustainable materials etc.

Answering why the company selected Serbia for its plant, Fuder explained, “Serbia is very well-connected to China and offers attractive incentives. These include subsidies, affordable land and economic advantages related to labour and operations.”

“The country’s appeal is evident as other tyre manufacturers also explore the region. While some competitors are evaluating sites in Poland or Romania, we secured the Serbia deal nearly six years ago, well before current market shifts,” he added.

Linglong Tire is actively working to expand its presence in Europe through a focused strategy combining dealer partnerships, OE fitment and targeted aftermarket engagement. Currently, the company operates with a relatively small European sales team, which it plans to scale up.

Rather than disclosing an exact dealer count, Fuder emphasised the company’s reliance on key wholesalers across Europe to maximise reach. In countries like Germany, where there are over 4,000 tyre dealers, wholesalers are seen as the most effective distribution route today, especially when supported by local warehousing.

MARKET INTEGRATION

Penetrating the OEM tyre supply chain has always been challenging, given the stringent validation and approval timelines. Traditionally, tyre development took several months, but as the automotive development cycle is accelerating, tyre manufacturers are under pressure to deliver faster without compromising performance.

“Today, companies like Renault are using virtual development loops followed by physical testing, reducing total car development time to under two years. This means tyre development must be completed within 12 to 14 months,” noted Enrico Staffini, the company’s Deputy Director Europe OE Sales.

The key challenge now lies in balancing performance requirements, particularly around rolling resistance, which is critical to meeting emission targets. “OEMs are no longer asking for just A-class tyres. They want A+ and A++ in rolling resistance, which directly impacts wet grip and wear life. There’s no breakthrough material yet that solves all these trade-offs, so we’re constantly optimising within limits,” he added.

Homologation requirements are prioritising rolling resistance, pass-by noise and mileage – metrics that all tyre makers must hit to stay competitive. Linglong Tire has been able to break into this tough segment in part due to its experienced team and its Serbian plant.

“I’ve been doing OE development for over 10 years and we started building this up at Linglong with early SKUs. Then came a turning point, when OEMs needed to cut costs and opened a door for us. Now, Stellantis, Renault and Ford are key OEM partners for us including Volkswagen,” said Staffini.

The industry itself is evolving. In the past, OEMs relied on just three or four tyre suppliers. But economic pressures are forcing change. OEMs now work with up to 12 suppliers, including brands like Kumho, Nexen, Falken, Apollo, Giti, ZC Rubber, Sentury, CEAT and Linglong.

As premium brands exit smaller tyre segments and OEMs expand their supplier base, agile and cost-effective manufacturers like Linglong Tire are seizing the opportunity to scale faster in Europe’s OEM ecosystem.

Another perception about the OE market is of low-margin. But Staffini strongly disagrees with that notion, pointing to recent developments in the company’s European operations as proof.

The company has strategically hired experienced specialists who are well-versed in pricing dynamics, supply chain management and competitive positioning. This expertise allows it to avoid aggressive undercutting.

For Linglong Tire, OE fitment is a crucial tool for building brand visibility in Europe. Unlike established players like Michelin, it benefits from the ‘pull effect’ when consumers see its tyres on new vehicles, helping drive replacement sales in a market where dealer influence is limited.

Sustainability is now a core requirement from OEMs and the company is undergoing independent assessments covering green materials, emissions, labour rights and production ethics.

It is also producing EV tyres in Serbia, but the ICE segment remains dominant due to slow EV adoption caused by high infrastructure costs. It is also expanding in TBR and agricultural tyres, starting to work with OEM like CNH and already supplying trailer tyres to Krone, while other trailer manufacturers are in the pipeline.

MARKET INFLUENCES

In light of ongoing global trade tensions and fluctuating tariffs, Chinese tyre manufacturers are increasingly realising the need to localise production rather than rely solely on exports.

In response to global anti-dumping tariffs, Linglong is also shifting its OE production for PCR and TBR tyres from China to Serbia. This move is not only meant to serve the European market but also offers flexibility to export to tariff-heavy markets like Brazil and US, where shipping from China is no longer commercially viable.

Being the first Chinese tyre manufacturer with a plant in Europe positions Linglong Tire strategically, giving it regulatory agility, tariff advantages and proximity to OEM customers in a fast-evolving global market.

“There’s already ongoing debate in Europe about PCR tyre tariffs and the situation is even more unpredictable in the US. While US tariff policies on Chinese goods have yet to reach an affirmative structure, European Union is seen as more stable,” said Fuder.

Besides the tariffs, major tyre manufacturers in Europe are exiting the small-size tyre segment and instead focusing on larger, high-margin products. This has come as a boon-in-disguise for Chinese tyre makers.

“Premium brands are stepping away from small-size tyres because the margins don’t suit their high-cost structures. But those same tyres are still profitable for us. We’re growing in both market share and profitability and doing so quite comfortably,” noted Staffini.

“Big companies are realising they’re too complex with too many departments and overheads. Now everyone wants to become as lean as the Koreans,” he added, citing Goodyear’s recent large-scale restructuring in Europe.

This industry transition is also redefining distribution and manufacturing. As tyre makers cut direct ties with retailers due to high servicing costs, wholesalers are increasingly taking over logistics and customer interface roles.

“Setting up a plant in Europe is capital-intensive and many do it to serve OEMs. But OEM business is brutally expensive. Total tyre development costs can range from EUR 300,000 to EUR 1 million for regular cars (high-end cars, like Porsche or others, can be easily more), depending on specifications and performance requirements. You also need specialised technology, engineers, testing facilities and logistics,” said Staffini.

In this high-cost, high-pressure environment, Linglong Tire’s lean approach and focus on both small and large tyre segments is giving it a competitive edge.

Furthermore. with the upcoming Euro 7 regulations, OE tyre suppliers like Linglong Tire face new performance demands. These targets are becoming increasingly stringent, requiring not just material innovation but end-to-end process optimisation.

The manufacturer’s Serbia plant gives the company a structural advantage. However, Staffini stressed that automation alone isn’t enough. Stabilising production, especially at a new site, takes time. Transferring moulds from China to Serbia, for example, isn’t a plug-and-play task. It requires fine-tuning and iterative testing to ensure performance consistency and final approval from OEM customers.

SEGMENTATION

Linglong Tire sees the OTR tyre market in Europe as fairly stable with the agriculture segment slightly down by around four percent in early 2025. Historically, the market has fluctuated, and while forecasts indicate slow growth over the next 4–5 years, it’s not expected to expand rapidly.

Another major trend is the shift from tier-I (premium) brands to tier-II and tier-III. Sales of mid-range and budget tyres are increasing, while premium brands like Continental are pulling back from the market. This shift is driven by both economic pressures and improved quality of Chinese and Indian tyres, which now offer better cost-per-hour and competitive performance.

According to the company’s Director Sales and Marketing of Specialty Tire Europe, Jean Paul Spijker, “Chinese brands are gaining trust, moving beyond the outdated perception of inconsistent quality. Today, many customers recognise that while we may not be Michelin or Bridgestone, our products are reliable and good. Brand reputation still matters, but price and quality balance are reshaping the market.”

However, establishing a strong brand presence in speciality tyres such as agriculture and mining requires a fundamentally different approach than in the passenger car radial segment. While PCR marketing focuses on safety, affordability and broad consumer appeal, speciality tyres are all about deep product knowledge and real-world application expertise.

Linglong Tire’s views this as a space for specialists, not just salespeople. “You need experienced professionals who understand technical specifications like load index, terrain behaviour, compound variation and air pressure optimisation,” noted Spijker, who has around 34 years in the tyre industry.

“Unlike the PCR business, where a competitive price and solid safety pitch may close the deal, speciality segments demand consultative selling and engineering credibility. However, one of our key concerns is the loss of industry expertise as younger professionals increasingly prefer to work with car or truck tyres, which are perceived as easier to sell and manage. Today’s generation leans on AI or online searches for answers. But in speciality tyres, you need to understand things like soil compaction, flotation effects and compound flexibility based on pressure and terrain; these can’t just be looked up. They require hands-on experience,” noted Spijker.

To signal its confidence and maturity in the agricultural segment, the company has become the first Chinese manufacturer to offer a 10-year warranty on radial agriculture tyres.

Moreover, the company’s entry into Europe’s speciality tyre segment is driven by experienced hires as building a younger talent pipeline is tough.

While Linglong still imports speciality tyres from China, it plans to begin production in Serbia soon. “Europe’s market is different from India or China. Bigger machines, more SKUs and higher expectations categorise the market. We’re also expanding our very high flexion range to meet OEM demands,” added Spijker.

“Now, with experts in place, we’re focusing on quality and margin. With Serbian production, stronger VF range and growing brand trust, we aim to be a key player in Europe’s speciality market,” contended Spijker.

Comments (0)

ADD COMMENT

BKT Expands Cricket Partnerships To Eight Teams In India’s T20 League

BKT Expands Cricket Partnerships To Eight Teams In India’s T20 League

Balkrishna Industries Ltd. (BKT) has expanded its partnerships in India’s premier men’s T20 cricket league to eight teams, adding Royal Challengers Bengaluru for the upcoming season as it seeks to strengthen its position in the country’s consumer tyre market.

The company said its BKT Tyres brand would continue as Official Tyre Partner to Kolkata Knight Riders, Sunrisers Hyderabad, Rajasthan Royals, Mumbai Indians, Gujarat Titans, Punjab Kings and Lucknow Super Giants, alongside the newly added Bengaluru franchise.

The move comes as BKT advances its entry into India’s consumer tyre segment, using the tournament as a platform to expand visibility and engage a broader customer base, including commercial operators and private vehicle owners.

The partnerships are structured as long-term arrangements, incorporating stadium branding, broadcast integrations, dealer activations and digital campaigns aimed at strengthening fan engagement.

Rajiv Poddar, JMD of BKT, said: “Partnering with sporting institutions has always been central to BKT’s philosophy of Growing Together with communities. Cricket is one of the most influential cultural forces in India, uniting people across geographies, generations and backgrounds. Our continued partnerships as the Official Tyre Partner under the BKT Tyres brand allow us to connect with audiences in a meaningful way while strengthening our presence in the tyre segment. Through this association, we will further amplify our ‘Elevate Your Drive’ campaign featuring Ranveer Singh across broadcast and digital touchpoints, bringing the campaign’s message of ambition, progress and forward momentum to millions of viewers. These collaborations reflect our commitment to building long-term relationships founded on teamwork, performance and shared aspirations.”

Venky Mysore, Chief Executive of Kolkata Knight Riders, said: “BKT Tyres is not just a partner they are a brand that shares our relentless pursuit of performance. This renewed association is a testament to the trust we have built together and the ambition we carry forward. As BKT accelerates its growth in India's consumer market, the Knight Riders brand gives them the platform, the passion, and the global scale to make that journey count. At Knight Riders Sports, we do not build partnerships for visibility alone we build them for impact. This collaboration is precisely that: two performance-driven organisations, aligned in purpose, investing in a future they intend to win together.”

Rajesh Menon, Chief Executive of Royal Challengers Bengaluru, said: “Royal Challengers Bengaluru is proud to welcome BKT Tyres as our Official Tyre Partner. At RCB, we believe in pushing boundaries, embracing ambition, and creating meaningful connections with our fans, values that closely align with BKT’s ‘Elevate Your Drive’ philosophy. Together, we aim to accelerate our shared vision of excellence, resilience, and forward momentum both on and off the field.”

K Shanmugam, Chief Executive of Sunrisers Hyderabad, said: “We are happy to continue our partnership with BKT Tyres as part of this T20 cricket league. This collaboration reflects a strong alignment of values, bringing together a shared focus on excellence, performance, and consistency. Together, we move forward with clear intent, committed to raising standards both on and off the field, while delivering a meaningful and engaging experience for fans.”

Alok Chitre, Chief Operating Officer of Rajasthan Royals, said: “We are delighted to partner with BKT Tyres for the sixth year, with a shared energy and drive for performance that continues to strengthen our association. Their commitment to sport, and cricket specifically, reflects a clear focus on the growth of the game and its fan ecosystem in India. As we advance in scale and influence, we look forward to building on this partnership in a meaningful way this year as well.”

A Mumbai Indians spokesperson said: “BKT Tyres has been a valued long-term partner of Mumbai Indians, and this continued partnership reflects a shared commitment to consistency and performance. We look forward to building on this partnership through the season.”

Colonel Arvinder Singh, Chief Operating Officer of Gujarat Titans, said: “Gujarat Titans are pleased to continue the association with BKT Tyres. Partnerships like these reflect a shared commitment to performance, consistency and long-term growth. Such collaborations provide a strong platform for teams and brands to connect with fans across the world, and we look forward to building on this association while continuing to engage meaningfully with our supporters and striving for excellence both on and off the field.”

Satish Menon, Chief Executive of Punjab Kings, said: “We are very happy to continue our journey with BKT Tyres. They have been a loyal and valued partner for the Punjab Kings over the years. Their commitment to excellence matches our ambitions, and it is always a pleasure to work with a brand that understands the pulse of the sport and its fans so well.”

Vinay Chopra, Chief Executive of RPSG Sports Private Limited, said: “At Lucknow Super Giants, we believe that strong partnerships are built on shared values of performance, resilience, and ambition. Our association with BKT Tyres reflects this synergy, as both brands are committed to pushing boundaries and consistently striving for excellence. As we gear up for another exciting season, we look forward to engaging our fans more deeply and creating meaningful experiences together through this partnership.”

BKT said its sports partnerships form part of a broader global portfolio spanning multiple disciplines, aimed at reinforcing brand visibility and consumer engagement.

Comments (0)

ADD COMMENT

Goodyear India Hr Director Abhishek Arora To Step Down; Vishal Dhingra Appointed Successor

Goodyear India Hr Director Abhishek Arora To Step Down; Vishal Dhingra Appointed Successor

Goodyear India Limited said its board has taken note of the resignation of Abhishek Arora as Director – Human Resources, India, with effect from April 20, 2026, and approved the appointment of Vishal Dhingra as HR Director, South Asia from April 21, 2026.

Arora, who will also cease to be a senior management personnel member on April 20, 2026, resigned to explore external growth opportunities, according to the company.

The board approved Dhingra’s appointment following the recommendation of the Nomination and Remuneration Committee. He will assume the role as a senior management personnel from April 21, 2026.

Dhingra has more than 25 years of experience in human resources. He joined Goodyear in July 2020 as Director HR – India and currently serves as HR Director – ASEANZ. Prior to this, he held roles at PepsiCo, India, GlaxoSmithKline Consumer Healthcare Limited, Eicher Tractors and Ballarpur Industries Limited.

Comments (0)

ADD COMMENT

India Finds Dumping In Synthetic Rubber Imports From Five Regions

India Finds Dumping In Synthetic Rubber Imports From Five Regions

India has concluded that imports of emulsion styrene butadiene rubber (ESBR) of the 1500 series from the European Union, Japan, South Korea, Russia and Thailand were dumped, following an anti-dumping investigation initiated in March 2025.

The Directorate General of Trade Remedies (DGTR), under the Ministry of Commerce and Industry, found that dumping margins across all subject countries were above the de minimis threshold and “significant”.

The investigation was launched after Reliance Industries Limited filed an application alleging injury from imports of the product, which is widely used in tyre manufacturing and other rubber goods. The authority determined that the application met the requirements for standing, with support from Indian Synthetic Rubber Private Limited.

The product under consideration, ESBR-1500, is primarily used in tyres due to its abrasion resistance and ageing stability. The DGTR concluded that domestically produced material is comparable to imported goods and can be used interchangeably.

The period of investigation covered October 2023 to September 2024, with injury analysis spanning four financial years. During this time, imports from the subject countries rose overall and accounted for more than 90 per cent of total imports throughout the period.

The authority found that import volumes were highest during the investigation period and had increased relative to domestic production and consumption.

Dumping margins varied by country. Imports from the European Union and Japan were found to have margins in the range of 10–20 per cent, while Russia showed higher margins of 20–30 per cent. South Korea and Thailand recorded lower ranges, generally between 0–10 per cent for cooperating producers and up to 10–20 per cent for others.

The DGTR conducted a cumulative assessment of imports, concluding that goods from the subject countries compete with each other and with domestic production in the Indian market.

On injury, the authority determined that increased imports had affected the domestic industry through price suppression and declining profitability. It noted that while demand for the product rose steadily, the domestic industry’s financial performance weakened over the same period.

The DGTR also rejected arguments that the injury was caused by internal inefficiencies or raw material volatility, stating that such fluctuations were global and not specific to India.

The authority concluded that dumped imports had caused material injury to the domestic industry, establishing a causal link between import volumes and the deterioration in financial performance.

Comments (0)

ADD COMMENT

Fornnax Appoints Industry Veteran Sushil Upadhyay To Spearhead Service Transformation

Fornnax Appoints Industry Veteran Sushil Upadhyay To Spearhead Service Transformation

Fornnax Technology, a global leader in recycling equipment manufacturing, has officially brought Sushil Upadhyay on board as the new Head of its Service Department, a leadership transition that takes effect immediately. With a professional background spanning over 26 years, Upadhyay arrives with extensive experience drawn from multiple multinational corporations. Throughout his career, he has successfully managed and coordinated large, cross-functional teams comprising more than 300 professionals. Within his new capacity at Fornax, his primary focus will involve steering strategic transformations within the service domain, with the objective of optimising equipment reliability, maximising value across the lifecycle of machinery and elevating the sustained performance of the company’s worldwide installed base of industrial recycling solutions.

In the coming year, the service division under his leadership is set to concentrate on a series of clearly defined operational objectives. Key among these is the effort to curtail instances of unexpected machinery downtime by integrating both preventive and predictive maintenance approaches. The team also intends to roll out measurable performance benchmarks for service delivery, which will include tracking metrics such as speed of response, Mean Time to Repair (MTTR) and overall equipment uptime. Moreover, there will be a concerted push to reinforce the availability of spare components by optimising regional warehousing and distribution processes.

Further developments on the agenda involve the creation and delivery of well-structured training modules targeting technical expertise and workplace safety, aimed at enhancing the capabilities of service personnel. In parallel, the organisation plans to introduce digital tools designed to boost transparency in operations and enable customers to more effectively monitor service activities. These combined efforts underscore Fornnax’s commitment to evolving its service infrastructure in response to growing demands for efficiency and reliability.

Jignesh Kundaria, Director & CEO, Fornnax, said, “Our people are the true engine behind our innovation and execution. As we scale globally and expand our footprint across diverse recycling applications, cultivating a culture of excellence remains central to our strategy. In 2026, we are intensifying our focus on talent development, leadership growth and building a high-ownership, high-accountability environment that drives continuous improvement across engineering, manufacturing, and service. This will set new benchmarks in the industry, and I believe Upadhyay will play a crucial role in this journey.”

Upadhyay said, “Fornnax’s strong positioning in high-capacity shredding solutions and its commitment to sustainable recycling deeply resonated with me. The company’s engineering strength and rapid growth trajectory present a powerful opportunity to build a world-class service organisation. In an industry where machine reliability directly impacts customer profitability, service becomes a direct driver of customer success. I am excited to elevate Service from a support function to a strategic growth enabler, which is specifically focused on uptime, lifecycle value and long-term partnerships.”

Comments (0)

ADD COMMENT