In the tire industry, commercial execution capability is one of the most decisive determinants of market share -- more determinative, in many markets, than product quality alone. The independent dealer market, which represents approximately $63B globally, is won and lost through the quality of distributor relationships, the effectiveness of key account management, and the skill with which commercial teams navigate the complex, multi-tier channel structures that characterize most replacement markets.
Yet most tire manufacturers significantly underinvest in commercial capability development. Commercial training is episodic, coverage of key competencies is inconsistent, and performance management systems rarely provide the granularity needed to identify and close individual capability gaps. The result is a wide performance distribution within commercial teams -- with high performers demonstrating the value of strong commercial execution, and underperformers limiting what the commercial function can achieve collectively.