Date: 11 Mar 1983
Length: 17 pages
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Length: 17 pages
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- Ave, J.R.
- Date Loaded
- 05 Jun 1998
- LETT, LETTER
- OUTL, OUTLINE
- REPT, OTHER REPORT
- Document File
- 04330311/04330410/Task Force
- Toti, C.W.
- Named Organization
- Burson Marsteller
- Ctr, Council for Tobacco Research
- Roper, Roper Org
- Ticc, Communications Comm(TI)
- Tiec, Executive Comm(TI)
- TI, Tobacco Inst
- US News
- Master ID
- 04330334-0378 Appendix B: Elements of Positive Strategy New Iwitiatives for Industry Action
- 04330379 Tobacco Institute Communications Task Force
- 04330380-0386 Communications Task Force Conclusions and Recommendations
- 04330390-0391 Communications Evaluation Task Force
- 04330401-0410 Untitled Document 04330401/0410
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5 - 1 Process & Procedures Perhaps not totally formalized, but still apparentlyin!existence,: is a system which recognizes the value of integrating "'objective development, planning,, accountability, etc.."' as evidenced by exhibits 6-1-D, 11-1-G, 11-1-I., Point #1: We agree that this type of formalized structure to focus efforts would improve the results obtained,, and the prototype process outline (I5-1-A)~ should be presentedl as a basis for the T'I's development of a similar but speci:fic one for their use., Point #2': We agree. Again, more.formalized!procedures would be beneficial. Point #3: We agree.
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Plans We agree with the innate wisdom contained in the overview., An update of the long range plan and a semantic review of terminology would be beneficial - eg., adding,the words "help to" to the obj'ective "maintain the social acceptability of smoking". (Point #1)'. Onithe other hand, the looseness of the accountability function allows the assignment of any appropriate person available at that point in time,, since as noted earlier, the staff is such aismall and closeknit group. On Points #2' and #3': We agree..
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7 - 1 Programs We applaud the insight revealed in this section and agree with the direction suggested. On Point #2, 7'-1!-A, we think no more than two representatives of the tobacco industry should comprise the media team. (Minor point admittedly, andlmay be more a matter of style.)' +~. ~ ~ ~. c~
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8'~ - ]'. Budget Although the Communications group has a defined operating bud'get to fundl planned activities, historically, supplemental funds can be obtained to support attractive opportunities or rebuff detractors. We suspect that the unearmarked $78'0,00D is a contingency reserve for this purpose. At any rate, if the Planning Process d'utline.in~5'-1-A is followed,, the construct of the budget will become clear ,j ~ r, to all and individual budget items understable and controllable. k
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9 - l Information Resources We agree with the overview and the point that a knowledgable staff professional shou.ldievaluate information upon receipt. We should also encourage the CTR information be reviewed andiput into some recognizable, usable form for retrieval, understanding and media story use.
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10' - 1 Products Point #1:. Speakers.Prograln. We agree.that this is one of our strongest proactive efforts to influence opinion~. We agree that this effort should be! expanded. Point #2: Advertising., We agree.. Point #3: Publications. The publication unit is doing,a commendable job, but we believe that the evaluation regardling their non-contemporary look and copy is subjective. A look to properly staffing that unit might be w,arranted. (4-1-B). Point #4:: News Communications. We agree with the evaluation~ but question why Burson-h"Pairsteller isn "t addressing this shortfall. Point #5: F'ilms., We agree.
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11 - Measurement of Results We agree with the overview but wouldadd~ that results of various research is detailed to member companies through their members on the communications committee., Not always are these results printed~, because some d'on'tt lend themselves to other than an~oral presentation. Point #1: On the need for ai"baseline public opinion study", perhaps the ongoing Roper Study fills thiis need.