Anne Landman's Collection
Domestic Marketing Long-Range Objectives
Abstract
Contains phraseology descriptive of cigarette marketing techniques, e.g. "utilizing a music theme to reach less literate prime prospects," "Position BELAIR as a superior, light, refreshing low-tar and provide a mature, romantic attractive image that embraces the emotional needs of older women," "Provide an image of dignity, independence and traditional masculinity which embraces the emotional needs of prime prospects...[advertise] at rodeos and truck pulls."
Fields
- Quotes
This document summarizes Brown & Williamson's long-range strategies for its existing domestic brands...
BARCLAY
Image Mangement Strategy
Develop and maintain a distinctive brand personality based on the "summary pleasures of smoking" which include a combination of personal reassurance and a sense of personal style.
...BELAIR
Image Management Strategy
Position BELAIR as a superior light, refreshing low-tar and provide a mature, romantic, attractive image that embraces the emotional needs of older traditional females.
KOOL
Image Management Strategy
Position KOOL as the epitome of menthol satisfaction at each tar level and provide a contemporary, attractive, pan-racial image which embraces the emotional needs of young adult smokers.
Throughout the foreseeable future, these strategies will be supported by:
1. Music-based advertising that will be consistent across all KOOL styles, 2. Integrated packaging format. 3. Utilization of non-traditional media and publicity using a music these to reach less literate prime prospects and reinforce brand imagery...
RALEIGH
Image Management Strategy
Position RALEIGH as the ultimate in non-menthol taste and satisfaction delivery at each tar level and provide an image of dignity, independence and traditional masculinity which embraces the emotional needs of the brand's traditional values prime prospects.
During the period, RALEIGH will be supported with programs that include...non-traditional media and publicity (rodeos and truck pulls) to reach prime prospects and reinforce brand imagery...
- Company
- Brown & Williamson
- Author
- Brown & Williamson
- Recipient
- Brown & Williamson
- Region
- United States
- Type
- MRPT, MARKETING REPORT
- BUDG, BUDGET
- CHAR, CHART
- FILE, FILE FOLDER/BINDER COVERS/BLANK PAGES
- FILE
- FINANCIAL
- GRAPHIC
- REPORT
- BUDG, BUDGET
- Litigation
- 10004026
- Named Person
- Finley/X
- Flaherty/X
- Griffith, J.S./X
- Mccafferty/X
- Rand, J.A./X
- Steele, H.D./X
- Wallace/X
- Wessel/X
- X/Shop + Check
- X/Donnelley
- X/Time
- X/Natl Enquirer
- X/The Star
- X/Grit
- X/R.J. Reynolds
- X/Us Tobacco
- X/American Tobacco, C.O., American Brands
- X/Lane
- X/Pinkerton
- X/Conwood
- X/Culbrop
- X/Lorillard
- X/Mckinney Silver
- X/Bat
- X/Swr Pipe Smokers Club
- C, J.M./X
- Flaherty/X
Document Images
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DOMESTIC MARMETING
LONG-RANGE" OBJECTIVES
PURPOSE
This document su~arlzes Brcwn ~ Williamson's long~range
strategies for ~ts exlstlng domestic brands.
OVERVIEW :
Marketing'$ overall objeztlves for the Established Brands
continue to bc joint maxim~zatiom of brand sha;e and
long-range proflt Contribution.
Thls objective will be m~n~eed through twD basic stra%eg1~s:
~. Product
NBint~nanr~ or crem[3on of brand s~yles in'all marker
segment8 in which a given brand may, e~fee%ivel[ com@~e.
2. Image Management
Develop and maintain brand Images~hat efficlmntly
attract new smokers to each bra~i;£ Brsnc~$se'a~d
reinforce existing franchise brabd loyalty.
Each brand's short and long-range objectives are ~esigned ~o
fulfill these two overall marMetln~ strategies ~ ,Individual
lon@-range brand objectives follow.
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BARCLAY
Overall Ob~ectlve
Establish 5har~ dominance of the Ul£r~ low-tar segment.
Product Stra£eqy
Utilize Grooved fllter technology tc offer a full range
of superior Ulhra low-t~r products in both Kings ~nd
100's/Regular and Menthol styles, as well as Regulsr Box.
~m~qe MaDaqement Stratecy
Develop and maintain a distinctive brand personality
based on the "summary pleasures of smoking" which
~mcInde ~ combination of p~r~onal reassurance, ~m
attractive confident sel£-imaq~ and ~ sense of p~rson~l
style.
This brand image ~ill be presented to consumers at
investment s~ending levels through media, promotion
and publicity at ~pemding levels that will g~er~te
high ~e~ess, trial ~nd i~ce registration.
BELAIR
Overall Ob~ectlve
H~it market share decline and restore lonG-term growth.
Product Strateq3~
Position BELAIR as a true 10w-tar menthol with products
that are smoother, milder and better-tasting than
relevant competition.
Im~qe Manmqement Stratecy
Position BELAIR as a supeFior light,refreshing low-far
and provide a mat~r~, remantic, attractive image that
embraces the em0t~onai needs of older tradltlonal females.
Ex@cution of these strategies will includm;
-- i. E~amination of bmand nomenclature: "Lights" vs.
"Ultrm" in 1982.
~. Utiliz~tio~ of the couPOn as a ~efens~ve ~oo]
to r~tdlD f~aric~li~e ~n~ok~rs.
3. Advertisin~ support levels commensurate with
brand sha~e u~less and until investment spending
can be jusfmfled with ~arkefplace test results.
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Overall Obiective
Reduce rate o~ market-share decline leadinc to share
st~biliza~ion.
Product Stra~e~
Postion MOOL styles in all maior se~ents which deliver
more menthol taste an~ refreshment than competition.
In 1982, this array will include Plains, Kings and 100s,
ful|-taste, new KOOL Lights and KOOL Ultra Li~htso
The latter to be introduccd in the fourth quarter of
1981 and the first quarter of 1982 respectively.
liF~qe Man~qe~ent Strateq¥
Postio~ KOOL as the epito~,e of menthol sa£isfaction at
e~ch tar level add ~rovide a c~it~m~ra~y,attractive,
pan-racial ~ge which embraces the emotional neeas Of
young a0ult ~Fokers.
Throughout the ~ore~eeable future, ~he~e strat~g~
will b~ suppu~ted by:
Music-based advertising ~hat will be consis~ant
across all KOOL styles.
2. Integr~t~ p~e~gin~ format.
3. Utilization of ~on-~roditional media and publ~city
usin~ a ~usic them~ to reach le~s literate prlme
pros~ts an~ r~nforce bra~d imagery.
B~dget~ry support at 1~st ~qu~l ~n ~ per case
b~is te ~alem.
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RALEIGM
O~erall Ob]ectlve
Reduc~ r~t ~ of luarket-sh~r~ d~clin~ le~ding to ~h~rc
stabilization ~nd lon~-ter~ ~o~th.
Product Stra%e~
R~p~ent RALEIGH i~ the Plain, Full Tast~ a~d Lights
segments with ~roducts that del1~er h~her taste and
s~tisfacti~n ~vels versus primary competition. In
addition, the brand will evaluate cre0tion of ~ RAL~I~I]
Ultra product b~s~d on market potenti~l consonant with
RALEIGH's hcritng~.
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RALEIGH (cont'd)
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Imaqe Manaqement Strategy
Position R/ILEIGH as the uJtlmate in non menthol taste
and s~ti~facti~n delivery at each tar lev~l and
provide an i~age of dignity, independence and
traditional masculinity which embraces the emotional
needs Qf the brand's traditional values prime p~o~pects.
During the period, RALEIGH will be supported wlth
programs that include:
i. Line-consistant advertising utilizing
2. Line-con~istant packaging: to b~ ~evelmped.
l. Non-traditional ~e~ia and puhlic±ty (rodeos
~nd truck pul[~) t~ re~cb prJm~ prospects and
~einforce brand imagery°
4. Utilization of the coupon as a defensive t~ol to
retain brand framchise.
5. Mar~eting investnL~nt ~guiv~l~nt t~ bzdnd ~h~r~ of
market pending demonstration of brand vitality and
justification of investment spending°
SPECIALITY TOBACCC PRODUCTS
Omerall Objective
Maximize long-term profitability ana participation
in industry growth segments,
Product St rat eny
i. Optimize profitability of existing product lines
without reduction of product quality.
2. Develop diff@rentiaLed p[oduct~ to @n:er existin~
gro~h secments; moist snuff, soft-plug chewing
tobacco, loose-leaf chewing tobacco.
3. Develop new products for new ~arket segments as
they are created or emerge.
Image Management Strategy
These will be individually tailored for ~ach existing
or new product introduced int~ the li~e.
Sales Strategy
Create a r@source outside B&W field selling organization
t~ support Speciality Tobacco Products in the marketplace.
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VICEROy
Overall Obiective
Reduce rate of market-share decline.
Proauct St~teqy
Maimtain presence in the Full Taste and Lights ~eg~emts
with the pos~ibilit~ of d~ eddition of ~ Ultr~ low-tar
product after VICEROY's image management strategy (work~nq)
has been defined and effectively executed.
~anaqeT~ent (workinq) Stra%eqy
Position VIC~/qOY as a milder full-delivery product at
each tar level which provlde~ a dependably satisfying
smoking experlenc~ fo: s~ke[~ wh~ hay@ o[ identify
with traditio[al work ethics, white coll~r, middle-clBss
velues.
These strateqies will be supported by ~he following
@l@m@nts;
]° Marketing spending at a trend-maimte~ance level
~ntil greater potential has b@@~ d@monstrated
through testing in the marketplace.
2. AdYertls~nq and prDmotlon programs which apply to
all styles in the VICEROY lin~.
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BARCLAY 1982 PLAN
Table of Contents
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I. BACKGROUND SITUATION AppRAISAL
II. PLAN EXECUTIVE SUMMARY
III. SALES AND SHARE FORECAST AND ASSUMPTIONS
IV. MAJOR PROBLEMS AND OPPORTUNITIES
V. KEY MARKETING OBJECTIVES AND STRATEGIES
A. Creative/Positioning
B. Target Audience/Media Selection
C. Promotion
D. Copy Allocation/Style Support
E. Ethnic Marketing
F. Product
G. Research Needs
VI. SPENDING PRINCIPLES AND RESOURCE ALLOCATION
VII. RECOMME~;DED BUDGET
VIII. EXHIBITS
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BACKGROUND SITUATION APPRAISAL
A. MA~L~ET S~A~E
Total Family vs. Key Competitors - National MSA
1980 I~de× vs. Jan-M~y
Index Jan-May
rand "" S0~ Y~ar~ 1981 S0M vs. 1980
1981 S0~
BARCLAY .04% - 1.06~
n/m I0.16~
Car]ton 2.52 (104) 2.29 (9l)
21.96
True 1.76 ( 93} 1.60 (91)
15.34
Triumph ,40 (174) .50 (125)
4.79
tent III 1.26 (143) 1,19 (94)
11.41
Ca~rldg~ ,26 ,28 (108)
2.68
~it Ultra .01 .53 n/m
5.08
iem Ultra .37 - .62 (16~)
6.94
~Dtaqe Ultra .76 (422) .TS (10d)
7.4B
Wlnston Ultra .08 .62 n/m
5.94
Now .74 (137) .66 (8S)
6.33
Dorai II .25 (74) .30 (12C)
2.69
Total ULT 8.45 (131) 10.43
(123) ]00.00
BABCLAY ~s the fourth largest ultra low
%at in the perlcd Jan-May 1981.
Car]ten haK experienced a dec1~ne in the
f~rst five months Of the year.
~LT ~@ment growth has been fueled by
n~w product introductions.
BAPCLAY has acccunted for BI~ of the
segment's growth, 1980 total y~ar vs.
Jan-May period 1981.
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