(Business 2.0) – The nation's largest tiremaker can't afford another blowout. After failing to capitalize on the woes of archrival Bridgestone, which recalled millions of defective Firestones in 2001, Goodyear racked up a $1.1 billion loss last year as market share declined. Its share price has skidded too, falling by 75 percent in a year. Now facing a potentially devastating strike by its largest union, a $4.9 billion debt load, and an industrywide sales decline, how can Goodyear get back on the road? --MATTHEW MAIER

David E. Zielasko, publisher and editor, Tire Business magazine

Goodyear needs to turn to its independent tire dealer network, which has been upset with the company for years. Most outlets have gone multibranded, so Goodyear really depends on dealers. It needs to reattract dealers alienated by order fulfillment problems and partnerships with mass merchants like Sears.

Deepak Sirdeshmukh, industry consultant and marketing professor, North Carolina State University

Unlike Firestone, which is tainted beyond repair, Goodyear continues to command consumer trust. But it needs a breakthrough product or innovation--something that really gives people a reason to focus on the brand. I wasn't impressed by the run-flat tire; it was too cumbersome. Tires are easily overlooked, so Goodyear should also launch an aggressive ad campaign to increase interest in the brand.

Saul Ludwig, managing director, McDonald Investments

The key is to realign Goodyear's cost structure and reduce fixed costs, which is largely dependent on the outcome of current union negotiations. The company will need to shift production to lower-cost countries like China. Finally, it needs to reconfigure its debt load to gain more capital-investment flexibility, which may be needed to expand in places like Eastern Europe.