Driving Sales Growth
Drive product sales across targeted livestock treatment ranges during peak periods.
How a democratised points program put the rubber to the road—fueling engagement, spend, and dealer loyalty from Taupō to Te Awamutu.
% Engagement
Points Redeemed
Bridgestone faced increasing pressure in a fragmented and fiercely competitive tyre market, where price-sensitive buyers and dealership autonomy made brand preference difficult to sustain.
While Bridgestone’s reputation as a premium brand remained strong, the influx of cheaper, lower-tier alternatives created a race-to-the-bottom environment. Compounding this challenge was the legacy of a travel-based incentive model that disproportionately rewarded larger dealerships, leaving many regional and smaller outlets disengaged.
With participants seeking both tangible and aspirational rewards—and market conditions limiting traditional sales growth—Bridgestone needed a strategy that balanced inclusivity, motivation, and premium brand positioning.
Drive product sales across targeted livestock treatment ranges during peak periods.
Build long-term engagement through relevant, rewarding experiences.
Elevate brand positioning as a high-value, customer-centric solution provider.
Points-Based Incentive Program: 212F designed and deployed a two-stream reward strategy tailored to change the behaviour and preferences of rural producers. The first stream, a points-based loyalty program allowed customers to accumulate points by purchasing eligible products, which could then be redeemed through a curated online rewards catalogue.
This ongoing stream ensured year-round engagement and appealed to those looking for consistent, cumulative value. With over 2,000 producers registered and hundreds of redemptions processed, the loyalty program established a strong foundation of brand engagement.
Personalised & Desirable Rewards: While the initial promotions primarily offered e-vouchers, functioning as a simple cashback-style incentive, this approach lacked the personal relevance and tangible appeal identified as key drivers for engagement.
Recognising this, we took a more targeted approach in the following year by tailoring the rewards to better align with the interests and lifestyles of the primary audience,; producers and farmers. A demographics specific curation of rewards that offered practical value and everyday usefulness, with the standout favourites being a portable fridge/freezer. Other popular reward items included branded jumpers and home security cameras.
Inclusive Rewards for All Dealerships
To ensure participation wasn’t limited by dealership size or location, Bridgestone shifted from a traditional “Top 25” travel incentive model to a scalable points-based system. Every dealership could now earn rewards based solely on their eligible product orders—democratizing access and motivating a broader network to engage with the program.
Low Barriers, High Engagement
The introduction of low-load RL cards was a strategic move to remove entry barriers and increase redemptions. By making rewards accessible at even modest point levels, dealerships were empowered to see immediate value—turning everyday transactions into tangible, personal benefit.
Flexible Travel Pathways
Acknowledging the appeal of aspirational travel, 212F developed attainable travel packages co-funded by Bridgestone and participants. These itineraries, focused on brand and cultural immersion (e.g. Bridgestone’s Japanese heritage), were designed to inspire without relying on aggressive growth metrics during a challenging market period.
Platform-Driven Community and Brand Building
The digital rewards platform was also leveraged as a communications hub—enabling regular engagement, peer recognition, and Head Office visibility. This elevated the program beyond pure transactions, strengthening the connection between dealers and the Bridgestone brand.
Proof that good things come to those who rotate—Bridgestone’s rewards kept on rolling.
Strong Platform Engagement and Dealer Participation
Since launch, 98% of participants have logged in at least once, with an average of 65% returning each month. These figures highlight the sustained relevance and usability of the rewards platform in everyday dealership operations.
Consistent Redemption Activity and Value Perception
An average of 50 redemptions are made monthly, with 25 unique participants contributing—demonstrating both frequency and breadth of engagement. Notably, 34% of all points earned have already been redeemed, despite no expiry pressures until 2026, signaling strong perceived value.
Strategic Impact Despite Market Pressures
While the tyre market has trended downward since program inception, the introduction of RL cards in August 2024 marked a turning point. Program data shows a positive, upward trend in points spend-to-earn ratio—an indicator of deeper engagement and behavioral reinforcement, even in a stagnant economy.
Positive Sentiment and Brand Affinity
Anecdotal feedback from Bridgestone suggests high levels of satisfaction among dealers, with many valuing the program as a practical and appreciated benefit—particularly in a climate where cash incentives are harder to come by. Feedback also reflects excitement around upcoming travel opportunities, reinforcing emotional connection to the brand.
