Currently, the tire industry is mired in overcapacity. Against the backdrop of overall pressure on the industry, many companies have fallen into the trap of “diseconomies of scale.”
However, in the Eastern New District of Chengdu, the production workshop of Sichuan Tire and Rubber (Group) Co., Ltd. (hereinafter referred to as “Haida Tire”), a long-established state-owned enterprise with a history of 56 years, quickly switched to a busy “production mode” after the Spring Festival, showing a development momentum that is completely different from the “chill” of the industry.
Break the game with “characteristics”
The foundation of “characteristics” lies first in products.
Haida Tire has formed a wide-ranging and focused product matrix based on market segment needs.
First of all, it is “complete” and “fine” genealogy coverage.
Haida Tire’s product library covers more than 20 pattern series for cars, light trucks, off-road (AT), snow, new energy, etc., with more than 800 specifications.
This kind of “all-in-one” is not generalized. Each series has undergone in-depth research and development for specific scenarios.
Taking seasonal tires as an example, their snow tires are subdivided into seven major pattern series, including studded, non-studded, single-guided, asymmetrical and other types to cope with different ice and snow road conditions.
Its new all-season tires, HD625 and HD725, strive to achieve a balanced performance in dry, wet, ice and snow conditions through unique longitudinal zigzag grooves, high-density 3D sipes and all-weather formula, accurately meeting the needs of the European and domestic replacement markets for all-season safe travel.
It is understood that Haida Tire’s differentiated and large-sized products sell well all over the world.
The cumulative sales of semi-steel seasonal tires increased by 2.77 times, high-performance tires above 17 inches increased by 1.33 times, and all-steel winter tires surged by 250.26%.
Secondly, it is to establish a leading advantage in areas with high technical barriers.
In the field of ultra-large, ultra-high performance (UHP) passenger car tires that represent the top level of tire manufacturing, Haida Tire has achieved a breakthrough from “following” to “running alongside”.
While most companies are still working on the technology of 20-inch and 22-inch passenger car tires, Haid has been able to maturely manufacture and batch supply “Big Mac” tires with rim sizes of 30 inches and outer diameters of 37 inches or even 42 inches.
Behind this is a comprehensive breakthrough in material science, structural design and manufacturing technology.
For example, its HD937 tires with a rim size of 30 inches use a cheetah foot bionic design to improve braking performance, a 3D drift module designed to imitate orchid plant leaves to enhance wetland performance, and a multi-curvature driving surface configuration to effectively reduce noise.
The HD869 off-road tire with an outer diameter of 42 inches conquers extreme road conditions with its strong self-cleaning ability and puncture-resistant design.
These products not only fill the domestic gap, but also successfully enter the North American market, which has extremely demanding performance requirements, and compete with international first-tier brands.
Market data confirms the success of this strategy: data show that at its peak, Haida Tire’s PCR tires exported to the United States accounted for about 18% of China’s PCR tire exports.
Its sales of high-performance tires above 17 inches have achieved significant growth, and differentiated and large-sized products have become its weapon to conquer the global market.
Furthermore, it is a forward-looking layout of the future track.
Faced with the irreversible growth trend of new energy vehicles, Haida Tire has specially created a series of new energy electric tires.
Among them, the 665-EV pattern designed for operating vehicles focuses on ultra-long mileage (more than 120,000 kilometers) and has excellent power-saving and quiet performance.
The HD317 pattern tires developed for new energy cars have reached the highest Class A standard of the EU labeling law in the three core indicators of rolling resistance, noise, and wet grip, demonstrating strong technical strength and foresight.
This special development for the characteristics of electric vehicles with heavy loads, large torque, and high quietness requirements has given them a head start in the new energy vehicle tire market.
Using “synergy” to gather strength
The “features” on the product side require “synergy” on the market side to realize value.
In the era of stock competition, the relationship between manufacturers and dealers must shift from simple “buying and selling” to in-depth “collaboration.”
At the 2026 Global Dealer Conference, the management of Haid Group clearly proposed a path to support dealers in transforming from “product dealers” to “comprehensive service solution providers”, aiming to “jointly embrace the new era of value competition” with partners.
Therefore, the factory is committed to continuously empowering dealers from the six dimensions of brand, quality, products, channels, services, and operations, and resolutely regulates market behavior to ensure reasonable profit margins for partners.
At the same time, through digital tools and core customer plans, the efficiency of order response, logistics delivery and technical support is improved.
Haid’s suggestions to its dealer partners are pragmatic and forward-looking: build its own channel brand with the power of the manufacturer’s brand, optimize product portfolio to increase market coverage, practice deep channel cultivation to avoid “extensive sowing and poor harvest”, and put compliance operations and risk management and control first.
This transformation idea upgrades the relationship between manufacturers and dealers from a simple buying and selling game to a community of interests that jointly serve end consumers and share a value chain.
It responds to a fundamental question: In an era of overcapacity, why do channels continue to choose you?
Haid’s answer is: not only to provide competitive special products, but also to provide systematic support that can help channel dealers win the next round of competition.
Conclusion
Haida Tire’s development path shows that in a market environment full of uncertainties, scale advantages are important, but a clear and firm differentiation strategy is the key to building lasting competitiveness.
As its chairman Xiang Chundong said, the tire industry is entering a period of deep adjustment from “scale expansion” to “capacity optimization and integration”.
“Don’t be a blind follower of scale, only be a leader with characteristics.” This is not only a strategic slogan, but also the survival philosophy and action plan chosen by Hida Tire in the face of the new competitive environment after 56 years of accumulation.
This may be a more difficult road that requires more endurance, but it is undoubtedly a road that leads to a more stable and sustainable future.
