Tobacco Documents Online

8' - 1 Budget Although the Communications group has a defined operating bud'get to fund planned.activities, historically, supplemental funds can be obtained to support attractive opportunities or rebuff detractors. We suspect.that the unearmarked $7$0,00:0 is a contingency' reserve for this purpose. At any rate, if the Flanning Process outline in 5-1-A is followed, the construct of the budget will become clear ,j k to all.and individual budget items understable and controllable. n

7 - 1 Programs We applaud the insight revealed in this section.and agree with the direction suggested. On. Point #2, 7'-Il-A, we think no more than twe.representatives of the tobacco industry should comprise the media team. (Minor point admittedly, andl may be more a matter of style.)

9I - 1 Information Resources We agree with the overview and the point that.a knowledgable staff professional shouldievaluate information upon receipt. We should also encourage the CTR information be. reviewed and put.into some recognizable, usable form for retrieval, understanding and media story use.

10 - 1 Products Point #1: Speakers Program. 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 warranted. (4-1-B). Point #4:: News Communications. We agree with the evaluation but question why B'urson-M'arste]ller isn"t addressing this shortfall. Point #5: Films. We agree.

J. Robert Ave January 201, 198'3 P'a g e Z distributed but entirely within the tobacco "family„"' such as TAN communications. The publications group maintains sensitivity to needs. reported from the field and the member comparnies, and observes long-standing procedures covering legal clearance of all of its. materials. I know youiare familiar withithe speakers' work, which is en- gendered through a.variety of promotional and follow-up techniques employed by the support staff, who report, as you will note on the organization chart, through Sparber rather than Merryman because of the latter's necessary absence on the road some 60 percent of the time. Other than the broadcast or print interview engagements made and kept by our speakers, and occasionall media questions which reach them in the office as a result of their field contacts, media, relations are maintained from ai single desk--- a procedure understood throughout the TI staff -- to avoid any problem,s of inaccurate or imprudent responses to media inquiries. This function includes preparation and distribution of TP news releases. As I told'you, we.are ready to respond promptly to the particular interests of the members of th,e review group~. Cordially, . F Samuel D. Chil'cote„ Jr. SDCjr:,mss Enclosures 9 D W W 6 F 6 ro

11 - Measurement of Results We agree with the overview but would addlthat results of various research.is detailed to member companies through their members on the communications committee. Not always are these results printed, because some don't lend themselves to other than an oral presentation. Point #1: On the need for a "baseline public opinion study", perhaps the ongoing Roper Study fills:this need.

5 - 1 Process & Procedures Perhaps not totally formalized, but still apparently' in 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, 111-1-I., Point #1:: We agree that this type of formalized structure to focus efforts would improve the results obtained, and the prototype process outline (',5-]1-A) should be presented as a basis for the TZ's development of a similar but specific one for their use. Point #2: We agree. Again, more formalizediprocedures would be beneficial. Point #3: We agree.

4 - 1 Staffing While we agree that the in-house staff appears small in relation to the monumental tasks to be accomplished, the existence of an outside resource in the form:of a sophisticated PR Agency (Burson-Marsteller) has the potential.of extending the staff's reach. We should.examzne whether the more extensive use of B-M for ongoing activities might he a better solution to cyclical staffing needs. Without such examination, however, we feel that a number of news writers need be utilized, a massive desk effort, to create the features, releases, etc. directly to the daily and weekly newspapers across the country. In point #1,. we applaud the productivity of the limited Publications.staff, but question whether the bi-monthly Tobacco Observer editor has to be solely concerned with its' publication to the exclusion of all other activities. On the other hand,. Anne Duffin"s memo ('4-1-B) is.an orange flag regarding possible excessive demandis made on this department. Althoughy there may be some other explanation of the high personnel.turn-overl On point #2,, we agree that the "'speaker's" program significant contribution could be further enhanced by increasing the staff.. Point #3 clearly recognizes the workload on the existing staff.. ~ Staff enhancement and.better orchestrated use of Burson- r c., ~ Marsteller might significantly improve the pro-active ~ 6 productivity of the department. CJ'

THETOBACCC) INSTITUTE 18-5 c srJPE:PT suIiTlncHSr l1', A511IAGT ON'. UC'_UUrni _'U_'15;-qtt[IO • HO(I d:4dl'J-H January 20, 19,83 Mr. J. Robert Ave Executive Vice President - Marketiing. Lori'll.ard., A Division of Loews Theatres, Inc. 666 Fifth Avenue New York, NY 10103 Dear Bob: SAMUEL D. CFnLCOTB',JR. Prc>idenl Following up on.our phone conversation yesterday„ I have set. up and am enclosing a package of background information on the PR Division, with sufficient copiies to enable you to share them with other members of the review group as you choose. The enclosure consists of a:division organization chart backedi up with descriptions of each position. R'egarding the Divis9ion's mission, it is "'communications t'o achieve greater objectivity regarding tobacco-related contro- versies in public opinions andpolicies." The division does not operate with a set of written procedures, which is relevant to one of the questions that arose in our conversation. Because of the relatively small number of persons involved, each has a clear understanding of the methods of operations and the tasks to be performed in each area. G'enerally, I can describe the operating procedures as follows. As you know,, the director is one of the five senior people who report to me. Bill Kloepfer is, of course,, working continuously with the three vice presidents in his division, and in the case of Pete Sparber's areas of special projects such as advertising, opinion research and the fire prevention progra2n, shares responsibility for the executions. He also is the direct conduit to the Communications Committee,, andi in a necessary' but not directly related capacity, acts a~s TI's principal. contact with INFOTAB and sister associa- tions abroad. The publications operation is clearly defined and includes all published material!s, except news releases, coming from The Ihstitute.. "'Publications," in this case, do not include ma!terial widely

6 - 1 P1ans 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 objective "maintain the social acceptability of smoking".. (Point #1). On the.other handi, the looseness of the accountability function allows the assignment of any appropriate person available at that.point in time, since as noted earSier, the staff is such a small and closeknit.groupt on Points #2 and #3:: We agree..