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Thinking the "unthinkable": why Philip Morris considered quitting.

E A Smith1, R E Malone

  • 1Department of Social & Behavioral Sciences, School of Nursing, University of California, San Francisco 94143, USA. libbys@itsa.ucsf.edu

Tobacco Control
|May 30, 2003
PubMed
Summary

Philip Morris considered leaving the tobacco business but rejected this option for an image enhancement strategy, culminating in the Altria name change. Advocacy efforts can denormalize tobacco companies.

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Area of Science:

  • Public Health
  • Corporate Strategy
  • Tobacco Control

Background:

  • Philip Morris faced significant external pressure from public health advocates and internal conflicts.
  • The company seriously considered exiting the tobacco industry in the early 1990s due to a changing social climate.

Purpose of the Study:

  • To examine the origins and evolution of Philip Morris's recent image enhancement initiatives.
  • To analyze the significance of these corporate image strategies.

Main Methods:

  • Analysis of internal Philip Morris documents obtained through the Master Settlement Agreement.
  • Utilized secondary newspaper sources and website searches (www.pmdocs.com) with terms like "image management" and "identity."
  • Employed a snowball sampling strategy to identify relevant project names, consultants, and dates.

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Main Results:

  • The company's highest management levels discussed abandoning the tobacco business.
  • This option was ultimately rejected in favor of a comprehensive image enhancement strategy.
  • The strategy culminated in the corporate name change to "Altria."

Conclusions:

  • Tobacco industry advocacy efforts have demonstrated the capacity to significantly denormalize tobacco as a corporate entity.
  • The shift to Altria represents a strategic response to sustained public health pressure and a changing societal view of tobacco.