The 6 inch Scandal: Subways recovery after Public relations Crisis

Every organization eventually faces external pressures that challenge its leadership and brand identity. Subway, one of the world’s largest fast-food restaurant chains, encountered such a crisis in 2015 when its longtime spokesperson, Jared Fogle, was arrested and convicted for serious criminal offenses. Although Subway was not directly involved in his actions, the scandal had devastating effects on its reputation and customer trust. This paper describes Subway’s size and industry, examines the external force that required change, and explains how management responded to overcome the crisis.

Description of Subway: Size, Industry, and Services

Subway operates within the quick-service restaurant industry, offering made-to-order submarine sandwiches, wraps, and salads. It was founded in 1965 in Bridgeport, Connecticut by Fred DeLuca and Peter Buck. The business grew rapidly, becoming one of the world’s largest restaurant franchises with over 37,000 locations in more than 100 countries and approximately 300,000 employees and franchise workers worldwide (Horovitz, 2017). Subway’s mission has long been to provide fresh, customizable meals as a healthier fast-food alternative.

The External Force: Jared Fogle’s Arrest

For 15 years, Jared Fogle served as Subway’s public face. His story of losing more than 200 pounds by eating Subway sandwiches became central to the company’s image of health and personal transformation. However, in 2015, Fogle was arrested and later convicted on federal charges of child exploitation and possession of child pornography (Associated Press, 2015). At the time, he was still an active spokesperson for Subway. The scandal deeply affected the company’s brand reputation, leading to widespread criticism of Subway’s judgment and a sharp decline in consumer trust and franchise sales.

Management’s Response and Organizational Change

Subway’s leadership acted quickly to cut all ties with Fogle and distance the brand from the scandal. The company launched a large-scale rebranding and modernization effort to recover its image. In 2017, Subway introduced the “Fresh Forward” initiative, featuring redesigned stores, an updated logo, digital menu boards, and menu innovations such as new sauces, bread, and proteins (Parker, 2016). The marketing strategy shifted away from celebrity endorsements to highlight authenticity, employees, and everyday customers. Management also improved internal policies for vetting brand ambassadors and enhanced corporate transparency. These actions showed Subway’s commitment to ethical standards and long-term brand rehabilitation.

Conclusion

The Jared Fogle scandal forced Subway to face an unprecedented public relations crisis. The company’s management responded by taking decisive action—rebranding, updating its image, and restoring consumer confidence. Subway’s ability to adapt demonstrates how effective management and strong leadership can turn a crisis into an opportunity for growth. The case remains a powerful example of how organizations can recover when external forces threaten their core values and reputation.

References

Associated Press. (2015, August 19). Subway cuts ties with Jared Fogle after charges filed. NBC News. https://www.nbcnews.com/news/us-news/subway-cuts-ties-jared-fogle-after-charges-filed-n412066

Horovitz, B. (2017, July 18). Subway unveils fresh look to lure back customers. USA Today. https://www.usatoday.com/story/money/2017/07/18/subway-unveils-fresh-look/487367001/

Parker, A. (2016). Rebranding after crisis: How Subway navigated public relations challenges. Journal of Brand Management, 23(4), 235–248. https://doi.org/10.1057/bm.2016.14