FIRESTONE TIRES RECALLS

Firestone Tires Recall:

A Crisis Communication In-Depth Case Study

Helen Mas
University of North Florida

PUR 4400 Crisis Communications

Professor Doggett

FIRESTONE TIRES RECALLS

Background
Firestone Tire and Rubber Co. was founded on Aug. 3, 1900 in Akron, Ohio, the wouldbe Rubber Capital of the World, by American businessman Harvey Samuel Firestone (18681938). Totaling more than $100,000 in profits in its first year1, the company began progressing
quickly from its single service of fastening rubber onto the steel wheels of carriages. Within the
next couple of years, Firestone began manufacturing its own rubber and developed inflatable
tires for automobiles. Firestones friendship with Henry Ford, founder of the Ford Motor Co., led
to a successful business relationship that would last almost 100 years, and Firestone became
Fords original tire supplier. The company grew in popularity when the winner of the first
Indianapolis 500 race in 1911 drove a racecar that used Firestone tires.
The decrease in demand for war-related products during the PostWorld War I Recession (19201921), including tires and rubber, caused Firestone to fall into a multi-million dollar debt leading
the company to lower both its products sales prices and workers wages. However, it was able to
bounce back just in time for the economically prosperous period of the Roaring 20s. By 1926,
Firestone was manufacturing more than 10 million tires each year, which represented
approximately 25 percent of Americas total tire output.2
In 1988, Japanese tire manufacturer Bridgestone Corporation, formerly Bridgestone Tire Co.,
Ltd., made a $2.6 billion takeover of Firestone, creating the worlds largest tire and rubber
company.3 In 1992, Bridgestone/Firestone, Inc. (Bridgestones North, Central, and South

1 Firestone Tire and Rubber Company. (n.d.). Retrieved November 5, 2015, from
http://www.ohiohistorycentral.org/w/Firestone_Tire_and_Rubber_Company?rec=891

2 Tire king Firestone dies. (n.d.). Retrieved November 30, 2015, from http://www.history.com/this-day-inhistory/tire-king-firestone-dies
3 Who We Are. (n.d.). Retrieved December 5, 2015, from http://www.firestonetire.com/about/history

FIRESTONE TIRES RECALLS

American operations and largest subsidiary) relocated its headquarters from Akron, Ohio to
Nashville, Tennessee.
Despite Firestones increasing success, the company faced a multitude of problems
throughout its years of operation following the 1920s, including strikes from the United Rubber
Workers union late in the Depression Era,4 several labor controversies arising from Firestone
Natural Rubber Co.s rubber plantation in Liberia, Africa, and the recall of 14.5 million tires in
1978the largest in historywhich allowed Bridgestone to buy out the almost-bankrupt
Firestone 10 years later.5 More recently, Firestone faced another tire recallthis time the second
largest in history: Several models of Firestone tires were failing at extremely high rates in large,
(ironically) Ford sport-utility vehicles and light trucks, specifically Ford Explorers, and were
originally thought to have caused nearly 50 fatalities and hundreds of accidents, according to an
investigation Ford conducted when prompted by the National Highway Traffic Safety
Administration in 2000. Due to the chilling discovery of the defective product, Firestone
announced the recall of 6.5 million tires shortly after a report by the NHTSA about the findings.
Near the end of the crisis, 271 fatalities and over 3,000 injuries were counted.
Aside from the massive recall, questions and lawsuits arose about whether or not Ford
and Bridgestone/Firestone, Inc. knew more than what the companies were letting on. In a form of
self-defense, Bridgestone/Firestone claimed the problem stemmed from Ford vehicle designs,
and the companies eventually cut ties with each other, ending an almost century-long business
relationship.6
4 Firestone Tire and Rubber Company. (n.d.). Retrieved November 5, 2015, from
http://www.ohiohistorycentral.org/w/Firestone_Tire_and_Rubber_Company?rec=891

5 Firestone recalls 6.5 million SUV tires. (2000, August 9). Retrieved December 6, 2015, from
http://money.cnn.com/2000/08/09/news/firestone_recall/

6 Bridgestone/Firestone announces massive tire recall. (n.d.). Retrieved November 30, 2015, from http://www.history.com/thisday-in-history/bridgestonefirestone-announces-massive-tire-recall

FIRESTONE TIRES RECALLS

Situation Analysis
This particular crisis situation with Bridgestone/Firestone began long before any of the newmillennium issues with the companys tires became public. The NHTSA had been receiving
reports from several different sources for years about their findings concerning Firestone tire
tread failure, mostly on Ford Explorer SUVs, dating as far back as the early 90s. It wasnt until
May 2000 that the NHTSA finally contacted Firestone and Ford about its (and many others)
concerns over the high number of incidents, including several deaths, involving Firestone tire
failure on Ford Explorers.
Ford, which had a firm and long-standing business relationship with Firestone, used
Firestone-brand tires as the originals on its Explorer SUVs and other lightweight trucks. When
the NHTSA requested both companies to hand over reports on company product testing, Ford
began its own investigation. The automobile giant found that the tread on the 15-inch [Radial]
ATX and [Radial] ATX II models and Wilderness AT tires tended to peel off, resulting in very
high failure rates. When the tires failed, the vehicles would roll over, sometimes killing their
occupants.7
Because the Firestone tire failures seemed to be related to hotter temperatures, the massive tire
recall began with targeted Southern and Western states, including Florida, Texas, and Southern
California, where the majority of the tire tread-failure crashes and deaths occurred. According to
Popular Mechanics website, tire blowouts are related to several factors such as too much heat,

7 Bridgestone/Firestone announces massive tire recall. (n.d.). Retrieved November 30, 2015, from http://www.history.com/thisday-in-history/bridgestonefirestone-announces-massive-tire-recall

FIRESTONE TIRES RECALLS

underinflating of the tire, and overloading of the vehicle to name a few.8 However, hot weather
from U.S. states closer to the Equator wasnt the only cause of the high temperate that lead to
tires blowing out. Damaging heat occurred due to another important factor: underinflation.
Underinflation or low air pressure is known to be the number one cause of tire failure in vehicles.
Not only does it wear out the outer margins of the tire treads, it also builds up excessive internal
heat caused by making the vehicle work harder (soft tires dont roll well) and friction against the
pavement. Because they are flatter than well-managed tires, more of the tires surface area
touches the road causing an increase in friction between the tire and the road which generates
more heat than usual.
Sure enough, most recalled Firestone tires were found to be underinflated. Even more shocking
was the fact that this was not the first time consumers of Firestone tires had experienced product
failure. Before this Firestone and Ford tire controversy, both companies recalled and already
replaced nearly 50,000 tiresthe same models as the ones later recalled in the U.S.in the
warm-climate countries of Venezuela, Ecuador, Colombia, Thailand, Malaysia, and Saudi
Arabia.9 The early, foreign recalls began after complaints of Firestone ATX or Wilderness tire
failures while driving at high speeds, in hot weather, and/or with heavy vehicle loads.10
Another warning sign of the impending crisis was the fact that Ford Motor Co. allowed the tires
on their Explorer SUVs to be less inflated than the Firestone-recommended level. During a
hearing on the Firestone tire recall before the U.S. Senate Committee on Commerce, Science,
and Transportation, former Georgia U.S. Senator Max Cleland stated: For over 10 years Ford
8 Demere, M. (2013, August 21). Why Blowouts Happen-and How to Avoid Them. Retrieved December 6, 2015, from
http://www.popularmechanics.com/cars/how-to/a9399/why-blowouts-happen-and-how-to-avoid-them-15832078/

9 Stark, L. (n.d.). Firestone Recalls Millions of Tires. Retrieved November 28, 2015, from http://abcnews.go.com/US/story?
id=96216&page=1

10 Simison, R., Lundegaard, K., Shirouzu, N., & Heller, J. (2000, August 10). How a Tire Problem Became A Crisis for
Firestone, Ford. Retrieved December 1, 2015, from http://www.wsj.com/articles/SB965870212891028108

FIRESTONE TIRES RECALLS

had been advocating inflating tires to a less than maximum level to decrease chances of roll-over,
rather than making structural changes to the automobile.11 Firestone tires on the Ford Explorers
were designed to have 35 pounds per square inch (psi) of air pressure, however, Ford simulation
tests showed that at that level, Explorers had a higher roll-over rate, leading Ford to send notices
out to its consumers since 1990 about lowering their tires air pressure to 26 psi.12
Target Audience
In any communication situation, one must consider ones audienceboth internal and external
when communicating with the public. When it comes to crisis communications, it is extremely
important to break these two audiences down even further and subcategorize them into four
different groups of stakeholders or key publics: those with the power to make decisions (enabling
publics), those who are part of the every-day function of an organization (functional publics),
those who share values with the organization in a crisis (normative publics), and those who are
indirectly linked to the organization in a crisis (diffusive publics). During the Firestone tire recall
crisis situation, Bridgestone/Firestone had various key audiences that fell within each one of
these categories.
Firestones primary audiencethe enabling publicconsisted of several top-level
members including former Bridgestone/Firestone CEO Masatoshi Ono (stepped down), former
Bridgestone/Firestone CEO John T. Lampe (took over after Ono), former Japan-based
Bridgestone Corp. CEO Yoichiro Kaizaki (stepped down), and former Ford CEO Jacques Nasser.
Ono remained out of the U.S. media during much of the crisis. On the other hand, Nasser
was seen on commercials often. Furthermore, as Lampe began the succession of Ono as CEO, he
11 Firestone Tire Recall Hearing before the U.S. Senate Committee on Commerce, Science, and Transportation. (2000,
September 12). Retrieved December 1, 2015, from http://www.gpo.gov/fdsys/pkg/CHRG-106shrg85219/html/CHRG106shrg85219.htm

12 Sciutto, J. (n.d.). Tire Pressure Could Have Led to Problems. Retrieved December 1, 2015, from
http://abcnews.go.com/US/story?id=96087&page=1

FIRESTONE TIRES RECALLS

was very much involved and was at the forefront in [the] efforts to restore Firestones
reputation.13
As previously mentioned, consideration of the audience is key for effective communication of
any kind, especially crisis communication, and it begins with knowing who the audience is and
what they want/expect. The same holds true for crisis management. Effective crisis management
depends on a companys corporate culture (organizational ideology) and its attitudes towards
the way an audience is dealt and communicated with (communications ideology).14 However,
proper crisis management can only be achieved after proper crisis communication, and the
manner in which an organization goes about conducting that communication varies from culture
to culture, more so between Eastern and Western ones.
According to Takashi Inoue, president and CEO of Inoue Public Relations and winner of
the first PhD in public relations awarded in Japan, Japanese corporate culture has never been
very conducive to proper PR communication during a crisis situation to other cultures,
particularly Western ones. Inoue explained that most Japanese companies have poorly-trained,
in-house corporate communications employees and rarely seek guidance from familiar yet
external PR professionals or agencies that could provide the company with better advice and
more objective guidance, especially during crises. The lack of experience and expertise from the
corporate communication staff and the cultures reluctance to reach out to members of upper
hierarchical positions cause slow or delayed response rates from the company during a crisis, a
trait that top-level, Japanese executives seem to be notorious for.15
13 Ackman, D. (2000, October 10). Top Of The News: Bridgestone's Ono Out Of The Fire. Retrieved December 2, 2015, from
http://www.forbes.com/2000/10/10/1010topnews.html

14 Fearn-Banks, K. (2011). Crisis Communications Theory. In Crisis Communications: A Casebook Approach (4th ed., p. 25).
New York, N.Y., U.S.A., New York: Routledge.

15 Inoue, T. (2010, May 24). A culture of apologies: Communicating crises in Japan. Retrieved December 1, 2015, from
https://www.prsa.org/Intelligence/TheStrategist/Articles/view/8644/102/A_culture_of_apologies_Communicating_crises_in_Jap#
bio

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Another factor dealing with Japanese culture that prevent proper company crisis
communication to non-Japanese audiences is their poor media relations due to their tendency to
avoid or privately deal with issues and leave questions unanswered. Both Firestone and Ford
agreed that a product recall had to be put in effect, however, they disagreed on how to go about
announcing the recall. Japanese-based Bridgestone/Firestone felt that reading a statement
alongside Ford without answering questions from the media would be enough, but Ford
strongly disagreed with this strategy and warned of disaster if they refused questions.16
The final factor that causes difficulty in company crisis communication between
Japanese companies and non-Japanese publics is the Japanese peoples custom of apologizing
even if they dont have to or are not culpable (In Western cultures, apologizing is often seen as
an admittance of guilt.) Inoue recalls his thoughts on Ono when the then-CEO began by
apologizing in front of a congressional hearing about the Firestone tire recall crisis. When I
heard it, I thought, That is not something that is done in a public hearing in the United States.17
Firestones secondary, functional audience included consumers of both Firestone and Ford
products (with a focus on those affected by the recalls), victims who were injured during
incidents of tire failure and their families, families of victims who were killed due to tire failure,
and employees from both Firestone and Fordespecially the 1,500 Firestone employees left
without jobs after the Decatur, Illinois Firestone tire factory was shut down because of the high
number of defective products produced.
Firestones normative public included businesses and automotive product distributors that
sold Firestone tires as well as other competing automotive and tire companies such as Goodyear
16 Overview of The Crisis: Firestone Tire Recall-Ford Explorer. (n.d.). Retrieved December 3, 2015, from http://www.firestonetire-recall.com/pages/overview.html

17 Inoue, T. (2010, May 24). A culture of apologies: Communicating crises in Japan. Retrieved December 1, 2015, from
https://www.prsa.org/Intelligence/TheStrategist/Articles/view/8644/102/A_culture_of_apologies_Communicating_crises_in_Jap#
bio

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and Michelin, both of which generated a significant increase in profits and production in the
years following the Firestone tire recall.
Finally, Firestones diffused public included first and foremost the media. Other diffused
publics might have included unrelated businesses and companies who were interested in seeing
how Firestone handled the crisis and surrounding businesses and neighborhoods close to
Firestones headquarters in Nashville, Tennessee or to the Firestone tire factory that was shut
down in Decatur, Illinois.
Crisis Communication Theories
I believe that the Firestone-Ford crisis serves as an example of one of the worst-handled
company crises ever, in terms of both communication and management. The crisis
communication theories Firestone incorporated into their mostly-unsuccessful crisis
communication and management plan included William Benoits theory of image restoration and
Keith Hearits Apologia Theory, both of which serve to restore ones image.
Image Restoration Theory by Benoit (2004)
Firestones image was already tainted by its previous 1978 recall of 14.5 million
Firestone-500 brand steel-belted radial tiresthe largest product recall in history.18 Firestone was
aware of the tires alarming tendency to fail, particularly at high speeds, and yet kept this
information hidden from the public. It was an appalling decision that almost left the company
bankrupt. Twenty years later, Firestone repeated its own history. Not only did
Bridgestone/Firestone, Inc. initially deny that there were any problems associated with the three
tire models that were later found to be faulty, it denied having early knowledge of the products

18 Firestone 500 Steel Belted Radials. (n.d.). Retrieved December 3, 2015, from http://www.autosafety.org/firestone-500-steelbelted-radials

FIRESTONE TIRES RECALLS

10

defect and then made use of the scape-goat strategy19 by shifting the blame onto their long-time
business partner, Ford Motor Co. on the basis that the Ford Explorer SUVs mechanics and
design were to blame for the thousands of injuries and hundreds of deaths. Although Firestone
used the denial and scapegoat strategies in an attempt to save their image, their dark history with
product recalls made them guilty in the majority of the publics eyes, thus rendering the use of
those strategies unsuccessful.20 All in all, Firestones communication strategies failed because
they were defensive despite their history; the company denied the crisis, and when it no longer
could, it pointed the finger at another.
Apologia Theory by Hearit (1994)
The second crisis communications theory Firestone incorporated within its crisis communication
and management plan is Keith Hearits Apologia Theorythe theory William Benoit built his
on.21 Although similar, the word apology and its act has very little to do with the theory. Hearit
argued that although an apologia may ultimately consist of an apology [as well as denial or an
explanation]an apologia is first and foremost a defense that seeks to present a compelling
counter descriptionto situate alleged organizational wrongdoing in a more favorable
context.22 In other words, it is a form of self-defense or counteraction to protect ones image
and reputation from a harmful accusation. In the case of the Firestone tire recall, the company
issued the use of the dissociate strategy of corporate apologia when it cut ties of almost a century
with Ford Motor Co.
19 Coombs, W. (2007, October 30). Crisis Management and Communications: Reputation Repair and Behavioral Intentions.
Retrieved December 3, 2015, from http://www.instituteforpr.org/crisis-management-and-communications

20 Rowland, R., & Jerome, A. (2004). On Organizational Apologia: A Reconceptualization. Communication Theory, 14(3), 205.
doi:10.1111/j.1468-2885.2004.tb00311.x

21 Fearn-Banks, K. (2011). Crisis Communications Theory. In Crisis Communications: A Casebook Approach (4th ed., p. 18,
25). New York, N.Y., U.S.A., New York: Routledge.

22 Towner, E. (2009, September 3). What is Apologia? A Description and History of the Term. Retrieved December 6, 2015,
from http://emiltowner.com/2009/09/03/what-is-apologia/

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11

According to an article in Communication Theory, a peer-reviewed academic journal,

An organization may be constrained by the presence of a crucial associate or business partner
who would have to be sacrificed if certain strategies of self-defense were chosen. At that point,
the organization may have to choose between the ongoing relations and [an] effective [apologia]
response.23 In the end, that is exactly what Firestone did. On May 21, 2001,
Bridgestone/Firestone announced it was ending its 95-year-old business relationship with Ford,
definitively dissociating itself from the accusatory party.24
Key Messages
Although one of the only communicative actions Firestone first took consisted of sending out tire
recall statements to its customers, Firestone eventually got to working with the media through
the use of communication strategies such as spokespersons, proper tire-maintenance education
efforts, quality assurance programs and their Making It Right campaign.25 However, their
initial, closed approach towards trying to communicate with its various publics made the
company a continued target for negative media attention, despite the companys eventual
increase in media relations.
In every crisis situation, the first 24 hours after an incident are the most important in
terms of communication and reaching out to the various audiences and media. The longer a
company waits before addressing these publics, the more time it gives them to form their own
ideas and opinions about what has occurred, however unsubstantiated or speculative these ideas
and opinions may be. Communication and public relations professionals agree that Firestones
23 Rowland, R., & Jerome, A. (2004). On Organizational Apologia: A Reconceptualization. Communication Theory, 14(3), 206.
doi:10.1111/j.1468-2885.2004.tb00311.x

24 Swoboda, F., & Mayer, C. (2001, May 22). Firestone Cuts Ties To Ford in Recall Fight. Retrieved December 4, 2015, from
https://www.washingtonpost.com/archive/politics/2001/05/22/firestone-cuts-ties-to-ford-in-recall-fight/4a02eeb5-975a-47e0a054-5bf71b778a28/

25 Barboza, D. (2001, May 24). Firestone's Revival Strategy: Be Contrite and Attack Ford. Retrieved December 4, 2015, from
http://www.nytimes.com/2001/05/25/business/firestone-s-revival-strategy-be-contrite-and-attack-ford.html

FIRESTONE TIRES RECALLS

12

initial handling of the recall situation via the use of media and other communication-related
activities was extremely poor and left consumers feeling uncared for.26
Immediately after the crisis began, Firestones former business partner, Ford Motor Co., was able
to react quickly to the situation using several different communication strategies that included
creating a national advertising campaign, making sure their top-level executives were available
for media questioning and interaction, and even setting up a hotline for their consumers to call in
case of any questions or emergencies related to the crisis.27
Its obvious that efficient communication was not utilized before the occurrence of the Firestone
tire recall crisis. This made communication throughout and after the crisis that much more
important. Elements required for effective communication include: credibility, compassion,
control, and consistencynone of which Firestone seemed to have throughout most of the crisis.
The company displayed very little credibility in the initial stages of the situation, and even less
so as the situation progressed. Firestone made minimal attempts at getting in contact with the
media, even after it was revealed that the company had prior knowledge of the defective tires
despite their denials.
Firestone also showed little compassion when dealing with the negative and fatal effects
of their faulty product. Not only did the company keep early warning signs of tire failures in
other countries hidden from the American public, but for a long time, its only contact with
American consumers were the recall statements and letters explaining the situation to them and
what they could do to replace their tires free of charge. Although this was a positive first step
towards saving the companys relationship with its customers, it remained the only step for a
26 Arney, J. (2000, September 17). Ford, Firestone in a PR freefall. Retrieved December 5, 2015, from
http://articles.baltimoresun.com/2000-09-17/business/0009160001_1_firestone-bridgestone-crisis

27 Ford makes good PR move by being open about tire recall. (2000, August 20). Retrieved December 6, 2015, from
http://lubbockonline.com/stories/082000/bus_082000017.shtml#.VmSkBnarRD8

FIRESTONE TIRES RECALLS

13

long time, causing the company to be seen as having no compassion for the people using their
dangerous products.
Firestone also showed poor control of the situation from the start. Key figures in the
company, including former CEO Masatoshi Ono, remained relatively quiet in comparison to the
extreme size and seriousness of the crisis. According to W. Timothy Coombs, author, crisis
communications expert, and professor in the Nicholson School of Communication at the
University of Central Florida, Hearits (1994) research illustrates how silence is too passive. It
lets others control the story and suggests the organization has yet to gain control of the
situation.28
Recovery
After the crisis was over, Firestone was sure to be a lost cause. Its reputation continued to suffer
and its holding company lost $1.7 billion by the end of 2001.29 However, just a few years later,
the company slowly stabilized and started to flourish once again. John Lampe replaced Ono as
CEO of Bridgestone/Firestone immediately after the crisis began, and for the next couple of
years, worked hard to turn the company around via various communication methods such as
reaching out to families of the victims and appearing on national television commercials
promoting the companys Make It Right campaign.
On Jan. 1, 2009, parent company Bridgestone Corp. decided to drop the Firestone name from
most of its operating units including the Bridgestone/Firestone subsidiarys name, now known
as Bridgestone Americas, Inc. (BSAM).30 The company is now directed by Gary Garfield,
28 Coombs, W. (2007, October 30). Crisis Management and Communications: Initial Response. Retrieved December 3, 2015,
from http://www.instituteforpr.org/crisis-management-and-communications/

29 Popely, R. (2004, February 6). Firestone rolls back from SUV tire crisis. Retrieved December 7, 2015, from
http://articles.chicagotribune.com/2004-02-06/business/0402060375_1_firestone-tires-john-lampe-bridgestone-americas-holding

30 Schertz, W. (2012, November 15). Bridgestone Americas to drop Firestone name from most of its operating units - Rubber &
Plastics News. Retrieved December 5, 2015, from http://www.rubbernews.com/article/20081117/NEWS/311179961/bridgestoneamericas-to-drop-firestone-name-from-most-of-its-operating-units

FIRESTONE TIRES RECALLS

14

president and CEO of BSAM, who assumed the role in the Spring of 2010 and oversees all of the
subsidiarys operations across the Americas, Europe, Asia, and Australia.31 According to Garfield
at the late-July 2014 quarterly Nashville Business Breakfast, BSAM has undergone a lot of
changes since its days as the former Bridgestone/Firestone, Inc. including changes in its
corporate culture and the way the company treats people, both internal (employees) and external
(consumers). The company has formed a closer team-member mentality and Garfield said its
profitability has grown four-and-a-half times in the past four years.32
Suggestions
I believe that the Firestone tire recall of 2000 and 2001 was one of the worst-handled crisis
communications cases of all time. Despite the fact that, just decades before, Firestone underwent
an awfully similar situation, the company acted as if though it had no experience in handling a
recall crisis at all. Its initial approach to media relations was almost futile in garnering positive
media attention and in rescuing its reputation from being tarnished any further. The company
allowed the deaths of over 200 people on U.S. roads because its primary shareholders either
ignored or refused to recognize defects in several models of its tires. By the time the company
took action and began making proactive changes, negative public opinion had already taken root
and it was too late for Firestone.
If I were a crisis communication manager confronted with the same situation, I would do
many things differently, beginning with the way the media was handled. As previously
mentioned, rapid outreach to a companys various internal and external publics as well as the
31 Executive Bios. (n.d.). Retrieved December 5, 2015, from https://www.bridgestoneamericas.com/en/corporation/executivebios

32 Harrison, S. (2014, July 23). How Bridgestone Americas' CEO measures performance (and jokes with Tiger Woods).
Retrieved December 6, 2015, from http://www.bizjournals.com/nashville/blog/2014/07/how-bridgestone-americas-ceo-measuresperformance.html

FIRESTONE TIRES RECALLS

15

media within 24 hours after a crisis occurs is essential for that company to be able to overcome
the drastic situation. The more time one lets pass by without addressing media or the audience,
the more time you give them to form incorrect or negative opinions about the situation and your
company. Just as Ford Motor Co. did, I would make key figures within my clients company,
such as the CEO, be easily accessible and readily available to reporters and other media
personnel to prevent casting any shadow of doubt or avoidance within the public or the media.
Openness and honesty are key traits of any strong, successful leadera principle that applies to
corporations and businesses just the same.

References

Ackman, D. (2000, October 10). Top Of The News: Bridgestone's Ono Out Of The Fire.
Retrieved December 2, 2015, from http://www.forbes.com/2000/10/10/1010topnews.html
Arney, J. (2000, September 17). Ford, Firestone in a PR freefall. Retrieved December 5,
2015, from http://articles.baltimoresun.com/2000-09-17/business/0009160001_1_firestonebridgestone-crisis

FIRESTONE TIRES RECALLS

16

Barboza, D. (2001, May 24). Firestone's Revival Strategy: Be Contrite and Attack Ford.
Retrieved December 4, 2015, from http://www.nytimes.com/2001/05/25/business/firestone-srevival-strategy-be-contrite-and-attack-ford.html
Bridgestone History. (n.d.). Retrieved December 30, 2015, from
http://www.bridgestonetire.com/about/who-we-are
Bridgestone/Firestone announces massive tire recall. (n.d.). Retrieved November 30,
2015, from http://www.history.com/this-day-in-history/bridgestonefirestone-announces-massivetire-recall
Coombs, W. (2007, October 30). Crisis Management and Communications: Reputation
Repair and Behavioral Intentions. Retrieved December 3, 2015, from
http://www.instituteforpr.org/crisis-management-and-communications/
Demere, M. (2013, August 21). Why Blowouts Happen-and How to Avoid Them.
Retrieved December 6, 2015, from http://www.popularmechanics.com/cars/how-to/a9399/whyblowouts-happen-and-how-to-avoid-them-15832078/
Fearn-Banks, K. (2011). Crisis Communications Theory. In Crisis Communications: A
Casebook Approach (4th ed., p. 18, 25). New York, N.Y., U.S.A., New York: Routledge.
Firestone 500 Steel Belted Radials. (n.d.). Retrieved December 3, 2015, from
http://www.autosafety.org/firestone-500-steel-belted-radials
Firestone Tire Recall Hearing before the U.S. Senate Committee on Commerce, Science,
and Transportation. (2000, September 12). Retrieved December 1, 2015, from
http://www.gpo.gov/fdsys/pkg/CHRG-106shrg85219/html/CHRG-106shrg85219.htm
Firestone Tire and Rubber Company. (n.d.). Retrieved November 5, 2015, from
http://www.ohiohistorycentral.org/w/Firestone_Tire_and_Rubber_Company?rec=891
Firestone recalls 6.5 million SUV tires. (2000, August 9). Retrieved December 6, 2015,
from http://money.cnn.com/2000/08/09/news/firestone_recall/
Ford makes good PR move by being open about tire recall. (2000, August 20). Retrieved
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