Tobacco Documents Online

4.1 How to set up a Tobacco Alliance TOBACCO ADVISORY COUNCIL PRESENTATION TO INFOTAB WORKSHOP, WASHINGTON 20TH SEPTEMBER 1983 by Tony St. Aubyn The U.K. industry looks to the Tobacco Alliance as only one leg, albeit a most important one, of the total communications package. So how did it come into being? In the early summer of 1982 we knew we needed a means whereby we could communicate with the "tobacco family". In particular we wanted to develop the substantial amount of goodwill that we knew to exist in the distributive trade following the success of the 'Tell the Taxman' petition campaign mounted earlier in the year. But our ideas about what sort of an organisation we would need, or what its specific objectives should be, were still far from clear. We turned initially for guidance to the Tobacco Institute and, thanks to the unstinting help they gave us, we were able to draw much of our conceptual thinking from their experience with the Tobacco Action Network. We realised of course that the differences in scale and political structure at State and Federal level in the U.S. meant that we could not produce a carbon copy of TAN for U.K. and that we would need our own specially tailored organisation. Nevertheless T.I.'s experience, and especially their warnings of some of the problems and pitfalls we had to avoid, was invaluable. in the event the Tobacco Alliance was born as a communications network for all those who work in the industry, for the industry or whose livelihoods depend upon it. Precise objectives were laid down. To inform and draw together all those who depend on tobacco products for their livelihood. To help put forward the case for individual freedom to counter any moves that might further restrict the right of individuals to enjoy smoking. To help put the record straight by providing facts and figures, devoid of emotional comment, to Alliance supporters. The Alliance would not be intended to be a campaigning organisation in its own right: it would have~official spokesmen but would encourage its supporters to act either as indiviauals or as representatives of their own organisations. Early on we decided that it would be preferable to keep the Alliance at arms length from TAC and the industry and with its own identity and address, to emphasize to supporters, as far as is practical, that it had a degree of independence. Thus while the industry determines policy and provides the funds, the day to day management is the responsibility of our P.R. agents Daniel J. Edelman. Prior to the launch we sought the views of key members of the "Tobacco Family" and allies at a series of meetings with representatives of retail and wholesale trade associations, advertising and publishing bodies, as well as groups such as FOREST, Pipe Smokers' Council and cigarette vending companies; we also sought the support of the industry's trade unions.

-z- Although there was a minor element of scepticism, the overall concensus was positive commitment from all quarters. While everyone agreed that there was a need for such a communications network, it was our predetermined policy of encouraging each constituent group to retain its own identifiable voice which, if anything, won over any doubters. They also welcomed the concept of Alliance "supporters" rather than "members" which would have required their blanket agreement on policies and views. Such agreement would have been virtually impossible in view of the diversity of the various groups. The Alliance was officially launched in February this year in a carefully planned but low-key manner. The first priority targets were company employees and each of the five UK manufacturers featured the Alliance in company newspapers. Later we briefed the tobacco trade press on the Alliance and reported that in less than eight weeks, more than 1,000 responses had been received. We stressed that the Alliance was needed because 'in order to be heard, the entire tobacco family must speak with a unified voice and with confident command of the facts ...'. Our recruitment has been purposely gradual because we wanted to be certain that the administration system was sound and efficient in servicing the needs of a growing network. An Alliance 'publicity stand' has attended various trade exhibitions and attracted a great deal of interest. At one small exhibition, it had 475 visitors. The next major push was a direct mail shot in July to 17,500 retailers. The response was thought by some to be disappointing but nevertheless produced over 700 recruits. Every supporter receives the series of briefing papers and regular UPDATE new letters,all of which carries the Alliance logo. But the key recruitment tool is the 'Speaking up for Tobacco' film which I would like to show you now. It has been made available to all companies and associa- tions on video or cine film. It comes as a pack, complete with a set of guidance notes for presenters. FILM To date the Alliance has attracted over 3,000 supporters and the task ahead will be continually to refine the lists for quality rather than sheer quantity. We need interested, active supporters, who, armed with factual material, can defend the cause of tobacco wherever they go. And from the total list of supporters we are seeking a small number of committed and articulate "key" supporters. These people will be provided with a higher level of briefing, and training, to enable them to speak up on tobacco issues in the more public media such as radio and television. The others will be encouraged to take part in the, perhaps more mundane but equally important tasks, of letter writing, organising petitions, bullying local councils who contemplate restrictions on freedom to smoke etc. 2501021531

- 3 - We are currently reviewing the longer-term development of the Alliance and while its original aim of being a communications network for the industry and allies is unlikely to change, we are considering ways in which it can take a more positive stance. Much depends on the recruitment of the key spokespeople I mentioned earlier. In the shorter-term, our objective is to build up administration to maximum cost -effectiveness and efficiency; increase and refine the mailing list; and maintain the interest of all supporters through mailings and direct contact so that they can be mobilised quickly as and when required. 20th September 1983. A. W. M. St. Aubyn