Dawar and Pillutla (2000) also note that product harm crises present greater challenges in this age of mass media. Therefore, companies should never underestimate the importance of adequately managing product damage crises as they have been documented to have effects on their market share, stock prices, and sales of other company products (Pruitt and Peterson, 1986 ; Siomkos and Kurzbard, 1994). The understanding that there may be some ambiguity about who is at fault in a product harm crisis, especially when it is first reported in the media, suggests that organizations should have a clear strategy on managing product harm crises. from product. An example of this is the New York Times report (Peters, 2005) that suggested that Ford trucks with faulty cruise control switches, parked in garages, were the cause of many house fires. However, Ford suggested that the fires could have started in areas other than the garage and denied any claims of faulty switches. The implications of the product harm crisis are far-reaching and may go beyond the short-term on sales or loss of market share for a variety of reasons. Heerde et al (2007) in their research suggest that an implication for the organization is that the effectiveness of their marketing mix may be reduced because if customer trust is breached, advertising achieves less “bang for its buck” than before the crisis. This could