When accelerator defects threatened Toyota’s quality reputation and defied easy diagnosis in Lexus and other models, management took to the Internet to communicate directly with customers. President Akio Toyoda led the public relations blitz with an 800-word letter published at online news outlets, and Internet teams posted recall videos and information for more than 100,000 followers at Toyota’s Twitter, Facebook, and YouTube accounts. Is the Internet an appropriate channel for addressing customers negatively affected by product recalls?