In Europe’s fragmented but fiercely profitable tyre market, success is hard-won and short-lived. The continent offers scale, premium pricing and OEM proximity, but it also throws up formidable barriers in the form of legal complexity, consumer conservatism and entrenched legacy players. While many Asian tyre makers continue to struggle for relevance, international Sailun Group has quietly rewritten that script. Combining academic roots, machinery expertise and agile ownership, it has grown into a global force. Now, with rising brand visibility, the company is challenging old assumptions.    

Every tyre manufacturer from any nook and cranny of the world wants a piece of the European tyre market. The obvious reasons include higher profitability, consumer spending capacity and the lot. However, it’s easier said than done for entering such a varied and high-profile tyre economy.  Tyre manufactures from many Asian countries continue the struggle to penetrate the European tyre scene. And some have been steadfast and persistent enough to have finally commenced operations running in the continent.

International tyre major Sailun Group is one such company that has its presence in the European market for the over a decade. Tyre Trends caught up with Sailun Tyre Europe’s Director of Marketing, Stephan Cimbal, at a recent expo.

He noted that the European market is one of the largest and arguably the most complex tyre markets in the world. It’s not a single market but rather 40 individual ones, each with its own language, regulations and consumer behaviour. 

“Despite its fragmentation, Europe remains one of the most profitable regions thanks to its high price levels and concentration of major original equipment manufacturers. If you can succeed in Europe, chances are you’ll find success in other global markets as well,” he added.

When Sailun Tyre Europe began its European journey just over a decade ago, few in the industry could have predicted how swiftly the brand would rise. According to the executive, it ranks among the 10 most valuable tyre brands in the world today.

Cimbal recalls the group’s roots with quiet pride. “It all began a little more than 20 years ago in Qingdao, China. We were founded out of the Qingdao University of Science and Technology, a think tank for rubber technology with 30,000 students and 4,000 faculty members doing nothing but research on rubber,” he explained.

That academic foundation proved crucial. Sailun Group’s founder Yuan Zhongxue still is also a university professor whose role has always been to turn scientific research into real-world industrial solutions. One of his earliest achievements was the establishment of a machinery company, now known as Mesnac, which went on to become a major force in tyre manufacturing equipment.

A few years later, Sailun was born, initially, to serve China’s domestic market. “Success came quickly. The tyres were well received and demand just kept growing,” noted Cimbal.

That early success at home soon gave rise to ambition abroad. After a successful foray into North America, a relatively straightforward market by comparison due to its unified legislation, Sailun Group turned its sights on Europe.

“It was maybe 12 or 13 years ago when we entered Europe. We started the usual way by partnering with local distributors, shipping containers, building the brand from the ground up. The approach worked. For nearly a decade, we quietly expanded our footprint, growing year on year. Then, almost suddenly, the brand recognition soared. We started to appear in the top 10 of European tyre magazines. That was unimaginable just a few years ago,” Cimbal recalled.

The executive noted that currently its European operations are expanding. While the traditional import-distribution model continues to thrive, the group is now actively exploring original equipment partnerships and deeper regional integration with its partners.

Alluding to how did a relatively young company muscle its way into a fiercely competitive, brand-driven industry, Cimbal noted, “It was a combination of entrepreneurial ownership, cutting-edge technology and a deep-rooted respect for branding. We are privately owned. That means we can move fast. We also benefit from Mesnac’s machinery expertise and the scientific horsepower of our university roots. We take the brand very seriously. For us, it’s more than a name, it’s a mindset, a promise.”

STAYING COMPETITIVE

As the European tyre market shifts towards premiumisation and larger tyres with higher margins, many established brands are closing plants that once made smaller-size products. The move reflects a strategy to reduce volume while increasing profitability with a focus on 18-inch and above sizes.

Yet, Sailun Tyre Europe sees the market differently. “We don’t believe small cars or small tyres will vanish in a year or two. People will still use them for years and we see that as an opportunity,” said Cimbal.

The company positions itself as a full-range manufacturer. “We do tyres for small cars, medium cars, big cars, trucks, excavators, tractors etc. If an established brand sells at a price index of 100 and we offer similar performance at 70 or 75, it gives the consumer a sense of making a smart choice. They feel like they got the same quality for less; it’s a psychological win,” noted Cimbal.

Sustainability is another pillar of the company’s strategy. With modern factories, including its latest plant in Cambodia, which is just 18 months old, Sailun Tyre Europe can not only claim sustainability but also prove it. “That’s especially important for original equipment customers. If your sustainability processes aren’t in place, they won’t even talk to you,” said Cimbal.

While the manufacturer offers tyres across all segments, the strongest volumes remain in passenger cars. However, the company highlights its strength in truck tyres, citing nearly a decade of proven quality and performance. Its off-the-road tyre brand has also seen strong uptake in agriculture and construction, where reliability and brand trust are critical.

“It’s not about being cheap. We aim to be more affordable than traditional brands but still offer a high-value, reliable product. That’s attractive to farmers, construction firms and mining operators alike,” the spokesperson added.

On the evolving trend of tyres-as-a-service, the company isn’t actively engaged yet.

MARKETS IN VIEW

While the group has seen success in both North America and Europe, the two markets are vastly different in structure, regulation and consumer behaviour.

“In North America, the market is dominated by maybe five to 10 major wholesalers. In Europe, you’re dealing with hundreds. The difference isn’t just about distribution; it goes to the heart of how tyres are sold, marketed and perceived,” explained Cimbal.

Vehicle diversity plays a role too. “In North America, you generally see a lot of big trucks and a strong budget segment. But in Europe, the car types vary hugely. The complexity doesn’t end there. With 15 to 17 separate national regulations governing things like winter and summer tyres, the European landscape is a maze of legal requirements. The complexity of Europe is pretty unique,” added Cimbal.

Branding adds yet another layer as European consumers are heavily influenced by brands. They’re premium-oriented, very technology-conscious and pay close attention to the look, feel and messaging of a brand.

This awareness has shaped how Sailun Tyre Europe presents itself as it tries to appear smart, clean and modern.

Becoming a global brand is no simple task particularly for a company rooted in China. Commenting on how the group achieved this feat, Cimbal said, “It’s a tough, long journey from being a local brand in China to becoming a global one. You need a global framework, but you must also adapt the brand to local markets. European consumers don’t care what your brand looks like in China or the US; they want something that speaks to them directly.”

BRANDING EDGE

Back in the 1970s, Chinese manufacturers were often just copying European designs and not always doing it well, noted Cimbal. But that changed quickly. They moved from simply imitating to matching quality levels and then very rapidly to improving on them, doing it better, faster and cheaper. That’s the real secret behind the success.

According to him, it’s China’s ability to learn quickly and apply those lessons at scale that underpins its industrial momentum. In the tyre sector, evolution has brought performance, reliability and competitive pricing to global markets. But as the industry matures, product quality alone is no longer enough.

“Tyres are a branding game. The quality is there but others also make good tyres. For most consumers, all tyres look the same. That is why brand strategy is becoming critical for Chinese firms. Unless you’re a race driver or a tyre expert, you can’t easily tell one tyre from another. So brand becomes the key differentiator. It’s a shift already playing out in the automotive world and tyre makers will need to follow suit. We think we have the right tools and experience to manage it,” he contended.

As Chinese tyre manufacturers move from replication to innovation, a quiet transformation is underway. Across the board, Chinese manufacturers are no longer aiming to match European standards but working to surpass them.

This shift, Cimbal believes, is already beginning to reshape how Chinese-made products are viewed, particularly by younger consumers. “The next generation is growing up with products that are simply ‘Made in China’. They don’t question the quality. That label doesn’t carry the same doubts it used to,” he noted.

And in this high-speed race, brand perception could be just as critical as performance.

GEO-POLITICS AND SUPPLY

With a growing global footprint and an increasingly agile supply chain, Sailun Group is navigating a complex mix of political, economic and industry-specific challenges.

The group currently operates ten manufacturing plants in China along with facilities in Cambodia, Vietnam, Indonesia and Mexico, and a European plant is on the horizon, though the timeline remains uncertain.

The move to diversify production isn’t just political but strategic. As the European Union considers new anti-dumping tariffs on Chinese tyre imports, many Asian companies, including Sailun Group, are shifting capacity abroad. “You have to decentralise anyway for economic reasons. Now, with the threat of protective tariffs, it just makes even more sense. But it’s not a new strategy. The solutions are already in place,” explained Cimbal.

Despite growing geo-political friction, the company retains a high level of logistical flexibility. It can shift sourcing and supply routes quickly as needed.

In terms of product strategy, Sailun Tyre Europe remains committed to a balanced focus on both passenger car radial and truck and bus radial segments.

Surprisingly, the current economic downturn with inflation and cost-of-living pressures in regions like North America may actually benefit the brand. “We offer near-premium performance at a lower price. For consumers tightening their budgets, that’s a compelling proposition,” noted Cimbal.

 However, the tyre business remains layered with challenges. The industry, still largely traditional, is digitally underdeveloped. While tyres can be purchased online, the need for physical installation adds complexity but also presents upselling opportunities at dealerships and tyre outlets.

“Competition is among the most pressing concerns. The market is overcrowded with dozens of brands. Many of them are weak and some may vanish but no one is waiting for a new entrant. Earning a foothold requires a fight,” said Cimbal.

In a saturated European market, where demand has plateaued, the company sees growth through aggressive expansion. While legacy European manufacturers defend ageing infrastructure and close plants, Sailun Tyre Europe is building, growing and taking market share.

Commenting on the future of collaboration between companies, Cimbal noted, “There are simply too many brands and manufacturers in the market today. That can’t continue indefinitely. We will see more collaborations and mergers.”

As for growth, the company reports a sharp upward trajectory. “It depends on the market, but overall, we’ve seen a decent year-on-year growth. In some mature markets, even one digit is a big win. Elsewhere, higher two digits growth is possible, though those markets tend to be smaller. So it’s complex to quantify in a single figure,” contended Cimbal.

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Titan International has elevated Kendra Mann to the role of Director of Aftermarket Sales for the Titan and Goodyear agricultural tyre lines. In this capacity, she becomes a key member of Paul Hawkins’ North American aftermarket leadership team, where she will oversee strategic direction and operational execution within the aftermarket channel. This appointment underscores Titan’s ongoing commitment to strengthening its agricultural aftermarket presence as the company continues to focus on growth and dealer alignment across North America.

With over two decades in the tyre industry, Mann brings extensive expertise to her new position, including the last eight years spent at Titan. Her previous roles there ranged from OEM Account Manager to Field Sales Manager overseeing a multi-state territory, where she drove aftermarket expansion. Prior to joining Titan, she spent 15 years at GCR Tires and Service managing commercial tyre operations. In her latest capacity, she will work closely with field sales, product management and dealer networks to ensure seamless coordination across the Titan and Goodyear agricultural portfolios.

Looking ahead, customers can expect a sharper focus on aligning field support with sales and marketing strategies, reinforcing the dealer partnerships that form the backbone of daily service. Through this leadership change, Titan aims to enhance responsiveness and deliver a more cohesive experience across the agricultural aftermarket channel.

Paul Hawkins, SVP of Aftermarket Sales, said, “Kendra has earned this. She understands the business, she understands the customer and she knows how to move the needle for our aftermarket business. This is the right person in the right role at the right time for Titan agriculture.”

Scott Sloan, Global Ag/LSW Product Manager, said, "Kendra has built valuable relationships in the field. She knows how dealers operate and what customers need on the ground. That perspective is going to make a real difference in how we execute across the ag aftermarket."

Kim Boccardi, VP of Marketing, said, "Kendra is the kind of person who makes everyone around her better. She's put in the work, she knows the industry, and watching her step into this role is exactly what you hope to see. Titan is better with her joining our leadership team."

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Linglong Tire has announced a leadership transition, with Zhou Lingkun appointed as President and CEO as of 16 March 2026. Assuming full operational command, his primary objective is to refine the company’s corporate governance structure. Meanwhile, former President Wang Feng, whose family retains controlling shares, continues as Chairman of the board.

A 1974-born graduate of Zhejiang University, Lingkun brings a robust background from global consulting and IT firms, including Arthur Andersen, IBM and Hewlett-Packard. His most recent role was President of the Enterprise Technology and Performance Business Group at Deloitte China, where he also served as a board member.

This strategic appointment separates operational leadership from familial shareholding, positioning Lingkun to steer daily management while leveraging his extensive international expertise to drive organisational efficiency.

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KraussMaffei Group is set to implement a leadership transition at its US subsidiary, KraussMaffei Corporation (KMC). Brett Greenhalgh, President of KMC, will retire at the end of May 2026, marking the conclusion of his tenure. His departure will also see him step away from the industry and leave United States for a three-year period, during which he and his wife will devote themselves to a church mission project of deep personal significance.

Over the past two years, Greenhalgh has served as a pivotal leader for KraussMaffei, providing steady direction for the US organisation. His foresight in preparing for the future is evident in his deliberate cultivation of an internal successor, John Fini, ensuring a seamless transition grounded in business continuity and institutional knowledge. Taking the helm on 1 June 2026, Fini brings a customer-first philosophy forged through extensive hands-on operational experience. Currently serving as Vice President of Digital Solutions and Service North America, he has been a member of the KraussMaffei Corporation leadership team since 2022.

Fini’s background includes leading large, multidisciplinary teams, strengthening service and aftermarket capabilities and driving gains in operational performance, employee engagement and financial results. Prior to joining KraussMaffei, he held roles at Rehrig Pacific Company, a California-based family-owned plastics manufacturer and longtime KraussMaffei customer, where he improved operations across multiple manufacturing sites. A New York native, Fini holds a Bachelor of Science in Mechanical Engineering from the University of North Carolina at Charlotte.

Brett Greenhalgh

Greenhalgh said, "I am grateful for my time at KraussMaffei and for the collaboration with such a dedicated team in the US and internationally. Stepping back and giving my life a new direction has not been an easy decision. But I look forward to serving our church community together with my wife Janice. As a teenager, I participated in a similar project that profoundly shaped my life and values. Now I want to give others the same opportunity to experience something similar. The next three years abroad will be an exciting and rewarding time for both of us."

Alex Li, CEO, KraussMaffei Group, said, “We thank Brett for his exceptional dedication and strategic foresight. Thanks to the early identification of John Fini as an internal successor, we can ensure seamless continuity in serving our customers with the reliability and quality they expect. The strong collaboration between our US and European teams has been instrumental in advancing KMC’s success, and this partnership will remain a key pillar of our future development. While we regret Brett`s decision to step down, we fully respect and support his choice to pursue a personal mission close to his heart. We wish Brett and his wife all the very best for the years ahead.”

Fini said, “KraussMaffei’s success has always been driven by its people, its technology and its customers. I’m honoured to lead this organisation and build on the strong foundation our teams have created together. I would like to thank Brett Greenhalgh for the coaching, guidance and support as part of a thoughtful, long-term leadership transition designed to ensure continuity and sustained growth.”

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LAUGFS Corporation (Rubber) Ltd, a prominent Sri Lankan manufacturer and exporter of high-quality industrial solid tyres, has announced a significant leadership transition, naming Chinthaka Wegapitiya to the role of Managing Director and Chief Executive Officer. Wegapitiya’s ascent to this top executive position follows a tenure within the company where he previously held the responsibilities of General Manager and Chief Operating Officer. His background is rooted in deep expertise across both operational management and long-term strategic planning, providing a strong foundation for his new mandate.

In his current capacity, Wegapitiya is entrusted with the comprehensive leadership of the organisation’s strategic direction, tasked with steering the company towards an expanded global presence while working to increase its competitive market share. His purview encompasses the oversight of sophisticated, high-tech manufacturing operations, with a particular focus on the production of premium solid tyres.

Beyond operations, he is responsible for directing international marketing initiatives and strengthening the company’s brand identity in competitive global markets. Innovation also falls under his leadership, driving research and development efforts to create advanced engineering solutions and tailor products to precise customer specifications, all while championing sustainability initiatives within the global rubber export industry.

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