Two years ago, the main question automotive journalists wanted to ask every top industry executive was related to the future of EVs – until the expected sales failed to materialize and the political environment changed.
Then, as the Trump administration entered its early months, the conversation shifted to tariffs – reporters wanted to know auto execs’ position on them, how they would be impacted and how they planned to pivot.
Today, tariffs are still a hot topic, but the number one issue is more focused on trade and what every company’s position is on efforts to renegotiate the United States-Mexico-Canada Agreement (USMCA) – an issue many experts think will not be resolved until the end of 2026 or early 2027.
At the same time, a bigger, even more important question has emerged. There is a growing consensus that the entire North American auto industry is facing an existential threat from a combination of factors that include an unpredictable environment on trade, tariffs and regulation and the competitive threat that has emerged from Chinese automakers.
Now, the question auto journalists want to ask is: “What is your company’s plan to survive these major industry challenges that are hitting the industry all at once?”
“The right time” may never come
All too often, tough questions that are politically sensitive cause companies that want to talk about their products and services to put public relations programs on hold.
Some of you reading this will recall hearing some version of, “Things are just too sensitive right now. Let’s wait until after [insert hot button issue of the day] passes.”
Waiting until the smoke clears in the automotive industry is a mistake. Here’s why: There has always been and will always be at least one, if not several, high-profile, high-stakes issues occurring in the automotive industry at any given time.
Think about it: Before the EV craze there was the semiconductor chip shortage. Before the chip shortage there was the global pandemic – and all the supply chain disruptions that came with it.
Back in 2008 and 2009, there was the Great Recession, and then there was the government support that was provided during the Chapter 11 bankruptcies of General Motors and Chrysler.
History makes it clear that companies that wait for the perfect time to talk to the media may find themselves waiting years – or maybe even forever – for the right time.
Meanwhile, the companies that have the courage to enter the media cycle and talk about the challenges the industry is facing and how their company is adapting to deal with those challenges are the ones that emerge as thought leaders. Additionally, journalists remember the people and the companies that are willing to discuss issues when the stakes are high – and will call those companies in the future for additional stories.
We know it isn’t easy
We get it, the stakes are high. We live in a fast-paced, social media driven world. A tone-deaf remark can spark an intense media cycle that can cause real harm to a company’s reputation and even to an executive’s career.
But those kinds of consequences are caused more often by a failure to take public relations and communications seriously than by companies that thoughtfully talk about an issue and fail to do it perfectly.
It is also important to remember that journalists are not the only ones who are asking the tough questions. Your customers, suppliers and employees are all asking the same questions that reporters want to ask. Those who can provide clear, confident answers to employees, customers and suppliers should also be well-equipped to provide the same or similar answers to a reporter.
Develop a plan, talk about the plan
Companies that have a communications strategy can use it to explain to all stakeholders how they plan to overcome today’s biggest challenges – whatever they happen to be at the moment.
Executives do this with journalists. It opens opportunities to elaborate about how their products and services fit into that plan – and that’s when the magic often happens. Suddenly that widget the reporter wasn’t interested in becomes interesting – because it makes sense.
This doesn’t guarantee the reporter will write about the widget – but it increases the chances.
A great example of this kind of corporate courage is Pat D’Eramo, the CEO of Martinrea International Inc., who spoke at CAR MBS in June 2026. D’Eramo talked about the impact tariffs are having on his company, how Martinrea is approaching conversations with automakers and his hopes for USMCA negotiations this year. After his presentation, one of the industry’s top journalists told me it was the best CEO presentation he had heard in at least two years – precisely because D’Eramo talked about real issues in a clear, transparent way. (Martinrea is not a current Franco client.)
This example demonstrated what I believe: It is always possible to answer the hard questions the automotive industry and your company is facing and then pivot and talk about your company’s products and services.
This is what journalists expect when they sit down to talk to auto execs – and it’s what everyone who works for you or does business with you is also wondering.
Franco has extensive experience working with auto/mobility companies. Reach out to learn more.
Brent Snavely is Vice President of Media Relations at Franco. Connect with him on LinkedIn.
