FREE ESSAY ON COMPLETE PHILIP MORRIS MARKETING ANALYSIS

COMPLETE PHILIP MORRIS MARKETING ANALYSIS

Definition of Industry
Market Concept
The tobacco industry consists of many competitors trying to satisfy a specific customer
need. Companies such as Philip Morris, RJ Reynolds, Brown and Williamson, and Lorillard
hold almost the entire market share in the tobacco industry. While each company has
different advertising and marketing techniques, they all target the same customer group.
Tobacco companies try their best to generate interest in their particular brand or
brands. Companies market a number of attributes that usually include, but are not limited
to: taste, flavor, strength, size and image in order to distinguish themselves from
competitors (Business Week 179, November 29, 1999). However, all tobacco companies are
satisfying the same needs. Many long-time smokers are addicted to the nicotine in
cigarettes. They smoke because the nicotine is needed to help them feel normal (Focus
group). Many addicts go through withdraw without nicotine. All tobacco companies have
nicotine in their cigarettes, which fulfills the need of long-time smokers. 
Other smokers depend on cigarettes in social settings. Many smoke to look sophisticated
and mature. Tobacco companies make many kinds of cigarettes that target different groups.
Social smokers may perceive certain brands as more sophisticated, and therefore they shy
away from other lesser-known brands. For example, a person who smoked generic cigarettes
at the bar may be perceived as uncultured. On the other hand, the smoker with the
Marlboro Lights may be more socially accepted because they have a brand name product
(Focus group). Many types of cigarettes cater to the many markets of smokers who want to
portray a certain image in social settings.
Tobacco companies do not create the need to smoke, but try to generate interest in their
particular brand (Hays, New York Times, November 24, 1999). Overall, the tobacco
companies satisfy consumer demand for the millions of adult Americans who choose to use
tobacco by providing differentiated products to different target markets of smokers. 
Industry Concept
The tobacco industry has developed a rather large array of products. Companies such as
Philip Morris, Lorillard, RJ Reynolds, and Brown and Williamson, as well as the other
smaller competitors, all provide the same product- cigarettes. 
The tobacco industry is filled with fierce competitors. But underneath the brand names
and images, the product is relatively the same. All tobacco companies produce an inhalant
that is made with tobacco, tar, and nicotine. These materials are rolled in a special
kind of slow-burning paper for longer smoking time. The cigarettes are approximately
three to four inches long and come in packs of twenty to twenty-five. With so many
similarities, one would think that the market would resemble that of a commodity.
However, through brand marketing and promotions, each cigarette is uniquely different in
the mind of the customer.
Boundaries
The tobacco industry can be broadly or narrowly defined. Many products use tobacco as the
main material. We chose to define the market by focusing on the tobacco and the way it is
smoked. Companies such as Philip Morris, Lorillard, RJ Reynolds, and Brown and Williamson
are the main competitors in the tobacco industry (Pollack, Advertising Age, August 30,
1999). They produce cigarettes, which are lit and the smoke is inhaled to the lungs.
Tobacco products such as cigars, snuff, and chew are considered close substitutes to
cigarettes. Cigar smoke is just taken into the mouth, but not inhaled like cigarettes.
Snuff and chew do not even contain smoke, but are put on the skin for nicotine
absorption. Companies such as Imperial Tobacco, which produce a wide array of chew and
snuff products, would be considered a company that provides substitutes to cigarettes.
They would not fall in the cigarette industry itself.
Situation Analysis 
Industry Structural Analysis
Threat of Entry
The tobacco industry has a very low threat of entry. A few powerful firms, such as Philip
Morris, RJ Reynolds, Lorillard, and Brown and Williamson, control most of the industry
(Pollack, Advertising Age, August 30, 1999). Any new entrants would be sure to receive
heavy retaliation from the other companies fighting to keep their share of the lucrative
industry. For example, Philip Morris is by far the industry leader with estimated tobacco
sales of $46.7 billion is 1999 (Business Week 179, November 29, 1999). They have a huge
base of resources with which to attack other competitor entrants. They could easily start
promotions such as buy one, get one free or offer coupons at certain times during the
year to discourage entrants to the industry. Many small companies will not be able to
compete with the capital requirements in the tobacco industry.
The barriers to entering the tobacco industry are numerous. First, the high volume of
cigarette sales gives existing firms economies of scale, which would be a disadvantage
for newcomers to the market. The products currently on the market are differentiated
somewhat in their design, but mostly through the large advertising budgets that are used
to promote them. Tobacco companies now pour $4 billion a year into promotions and
advertising- nine times what they spent in 1971 (Elliot, New York Times, September 22,
1999). These firms have finely tuned distribution channels, which include legions of
sales representatives that vie for shelf space. One of the biggest obstacles to a new
entrant would be finding a decent place of the shelf with such heavy-handed competition
already occupying that space. Store managers may be reticent to give away prime slots for
fear of losing discounts or other offers from major players.
Government policy is another possible deterrent to enter the market. Large settlements
against the tobacco companies have been the norm in the past several years. Although
gigantic companies like Philip Morris are able to handle the charges because of their
extensive monetary resources, it is difficult to imagine how a small startup company
would be able to burden the expense.
Switching costs are very high in the tobacco industry. Many smokers are still smoking the
same brand they first started smoking (Focus group). Even if the price of their brand is
raised, they would not consider switching to another brand (Focus group). Many companies
who would want to come into the industry would not easily take away market share, due to
high brand loyalty.
Competitive Rivalry
The tobacco industry is a very competitive market. As mentioned above, about four very
large corporations control the entire market. Philip Morris is the biggest company in the
industry, but others such as Lorillard and growing in brand name (Pollack, Advertising
Age, August 30, 1999). All companies battle for market share through heavy advertising
budgets and slotting deals. The cigarette market is well into the maturity stage of the
PLC, and some might even argue that given the recent anti-smoking campaigns and lawsuits
the industry is nearing the decline phase. However, sales show that decline has not yet
been reached. As mentioned before, Philip Morris has estimated tobacco sales of $46.7
billion (Business Week 179, November 29, 1999). Apparently, brand loyalty still exists.
Buyers
Retailers. The stores that sell tobacco products have a moderate influence on the market.
Retailers have some power over manufacturers who need prime slotting to ensure strong
sales. However, manufacturers have leveraged quite a bit of power by offering retailers
special incentives for giving their products good placement or for installing certain
numbers of brand advertisements around the store. To some stores, such as gas stations,
losing a major cigarette brand would mean large loss of revenues from customers who would
rather go to another gas station to locate their favorite brand.
Also, companies are trying to develop closer relationships with bars and coffeehouses.
Tobacco companies offer ashtrays, napkins, and matches, saving each buyer thousands of
dollars in supply costs (Heuslein, Forbes, January 11, 1999). Retailers now are marketing
the brand on coasters and napkins for the company. 
Consumers. The end-users in the industry also have moderate power. Brand loyalty is very
high, and it has been shown that smokers generally chose a brand in their teen year and
continue to smoke that brand the rest of their lives (Focus group). However, in the face
of a dramatic price hike, consumers have been quick to notice that brands are
interchangeable and then go for the lowest price. But the dearth of substitutes for
tobacco products makes it difficult for the industry to lose customers all together.
Suppliers
The suppliers in the tobacco industry have a low level of influence, even though there is
no close substitutes that the industry can use in place of tobacco. Tobacco is purchased
from farmers, who essentially have to take the market-determined price for their crops.
Tobacco is a commodity, so it makes no difference from which supplier a firm buys its
materials. The large number of individual farms that supply the industry makes it almost
impossible for anyone to raise the price. There is not a threat of forward integration
from suppliers because they have none of the tools necessary to manufacture or market
tobacco products. The farmers have only the land and equipment necessary to grow the
leaf. If they were to try to produce cigarettes, they would probably not be able to
compete with the many large companies that have economies of scale (from Threat of Entry
section).
Substitutes
The affect of substitutes on profits is also low. Nicotine can be found in cigarettes, as
well as cigars, chew, and snuff. But most people will not switch over to chew and snuff
if the price of cigarettes rises. Chew and snuff do not substitute for the needs of a
cigarette. Cigarettes are smoked for the nicotine and for social acceptance. Chew and
snuff are not acceptable substitutes for most smokers; the nicotine is not inhaled but
put on the skin for absorption.
Profit Analysis
Why are tobacco executives still smiling? Simple: They continue to rake in the huge
profits from the category despite a decade-long stagnation in dollar and unit sales
growth. (Arrizza, Discount Merchandiser, p 97) Indeed, the tobacco industry has faced
much opposition during recent years but still remains profitable. To be specific, there
are two main reasons that the industry has continued to be prosperous: addiction and
management practices. Government influence and lobbying have also played a smaller role.
First, the strong addiction of tobacco has allowed for a very loyal following in the
tobacco industry. In fact, most tobacco users are very brand-loyal and therefore less
price sensitive than most would think. Not only does this bring in revenue for the
companies themselves but for the wholesalers and retailers as well. The average smoker
still smokes 1.2 packs per day, which means strong profits for the industry as a whole
(Heuslin, Forbes, p 160). Buyer power is lower because the smokers depend on the
cigarettes to fulfill their addictions. On average, the industry's profit on cigarette
sales is about 23 cents a pack. When the average store sells around 25 packs per day, the
industry is bound to make substantial profits (Sullum, Reason, p 18). The loyalty of
customers in tobacco has allowed for a successful forecast of future profits in the
industry.
The management practices of the tobacco industry have also contributed to the industry's
success. For example, The Retail Masters program has allowed for strong profits. Retail
Masters is a multi-level program of promoting brands in the retail environment. This
program has the potential to increase a store's cigarette sales by 11 percent (Arrizza,
Discount Merchandiser, p 99). Simply by getting better displays and shelf space, for
instance, the tobacco industry could become more profitable. Buyer influence increases
because they have the power to delegate displays and shelf space. Overall, if the
industry were to constantly maintain better displays and shelf space, tobacco companies
as a whole would have a better chance of achieving greater profits.
Also, most tobacco companies are introducing new products in order to keep high profit
margins. RJ Reynolds, for example, is in the final phase of conducting market studies on
its latest product, Eclipse. The company claims the new product reduces second-hand smoke
by nearly 90 percent, ridding itself of ash and odors ( Arrizza, Discount Merchandiser, p
98). Tobacco companies are also trying to get a better public image by producing public
service announcements such as the Be Smart, Don't Start campaign. And although the
industry has been under close scrutiny as of late, their customers are impressed with the
message. Again, the marketing management practices behind the tobacco industry bring a
promise of strong future profits. 
As already stated, the profits of the industry look to be good, but there are a lot of
changing conditions that might affect the future of the industry. For example, the new
product inventions mentioned above could either help or harm the industry depending on
how well they do. For example, the new Eclipse cigarette will more than likely be
imitated by other competitors, who will also have to invest a great deal of capital to
get the product on the market. 
And finally, tobacco companies are having to pay more and more money for court
settlements. Profits can be decreased greatly if money the money is spent defending the
company.
The government is also a very limiting factor to tobacco. Just over the past decade, the
government has passed so many laws that it has forced the tobacco companies to double
their prices on cigarette packs. Although the customers still seem to be buying as they
have in the past, there is certainly a price ceiling that a customer will not be willing
to pay above. It is highly unlikely that the same customers who are currently paying less
than three dollars a pack, will pay ten dollars for a single pack of cigarettes. However,
if the government keeps increasing excise tax and still allots money to the prosecution
during tobacco lawsuits, the industry will be severely handicapped. Overall, as the
restrictions of the government increase and lawsuits are lost, the profits of the
industry are bound to decrease.
Industry Environment
The tobacco industry is an environment with many strong competitors that have many
opportunities in the market. There are also many threats, mostly imposed by the
government. The tobacco companies play off each other for market share and innovate
marketing strategies to fight back and keep the smoking demand.
The tobacco industry has limited media coverage due to government restrictions placed
over the past two decades. The tobacco companies have been prohibited from advertising on
television and radio, and even more recently from billboards and outdoor posters because
of the harmful side effects their products may cause. Since so many channels of marketing
are closed for the tobacco industry, magazines are the most common method of advertising
(Elliot, New York Times, September 22, 1999).
Even with magazines and other legal forms of advertising, tobacco makers are still
running into restrictions. In each magazine advertisement, a Surgeon General's warning is
required to appear with information about tobacco-related health risks that the product
may lead toward. Companies have also been required to create advertisements solely about
the harmful consequences of using tobacco products. These ads were a result of an
advertising war between the tobacco industry and anti-tobacco campaigns. The tobacco
companies were mocking the ads and celebrating those who continued to use tobacco. The
government intervened and required the tobacco warning advertisements for all tobacco
companies (Fairclough, Wall Street Journal, B12, 1999).
The government has also intervened with tobacco marketing by altering the slogans and
gimmicks the companies use. The government wants the companies to avoid targeting
vulnerable markets, such as young children and teenagers under the legal smoking age of
18 years.
Since government regulations have become such a threat to the tobacco industry, companies
are coming up with creative ways to advertise and appeal to consumers. Some companies are
developing smoker's lifestyle magalogs, a combination of a magazine and catalog. The
issues come out monthly and contain articles about travel, cooking, and shopping. The
magalogs do not contain articles about smoking and do not have pictures of people
smoking, but they do advertise tobacco products and accessories. The idea of the magalogs
is to portray an image that a smoker's lifestyle is fun and exciting (Wyatt, New York
Times, C5, November, 24, 1999).
Tobacco companies are hoping these magalogs will persuade the existing smokers to
purchase more. In the past consumers have been proven to remain loyal to one company
throughout their lives, but as tobacco prices have steadily increased several times, more
brand switching from the premium brands to the lower priced one is occurring. The price
increases are decreasing the demand for tobacco products as well. Figures show the number
of smokers has decreased 10% in 1999 (Heuslein, Forbes, January 11, 1999). 
One of the main reasons for the price increases in the tobacco industry is that companies
are trying to keep shareholders happy by paying them high dividends. Another reason is
that companies need to cover the higher costs that they have incurred from legal
settlements with state governments. The premium brand companies are also spending more
money on advertising as the prices increase to keep their customers from switching to the
lower-cost brands (Fairclough, Wall Street Journal, B12, 1999).
The tobacco industry has many strong competitors with varied portions of market share. As
of now, the price leader is Philip Morris. When they increase prices, other brands will
follow the lead to avoid price wars. Any attempt to take away market share from the
leader will result in more harm than good for the lower companies with less share. If a
price war were to be started, Philip Morris, with its extensive capital, could easily
outprice all other brands (Porter). The smaller tobacco companies could not compete and
would soon go out of business. 
This type of competitive rivalry causes threats to all competitors. The companies with
less market share want to follow the trends to avoid losing share no matter how high
costs are, and they are trying to gain new consumers as well. The competitors have to
watch the price leader carefully to make a competitive strategy. The price leader
controls the industry and sets the rules of the game.
But the opportunities of the leader and the other companies can be dampened by government
regulations. As more restrictions are being placed in the tobacco industry, all companies
will lose consumers if they do not find successful alternatives to marketing their
products. Once the tobacco gain market share, it is somewhat easy to keep it. The
addictive substances in tobacco products give the industry opportunities to keep
consumers brand loyal and trying their new products.
The environment of the tobacco industry is constantly changing with all of the threats
and opportunities. Tobacco makers rely on the key success factor of image in all that
they do. The new magalogs are another attempt to create a wanted tobacco user's
lifestyle, and they will continue to find alternatives around regulations to keep their
image up as they fight hard in the competitive environment.
Competitive Analysis
We have chosen Philip Morris and their brand of Marlboro. Philip Morris is the industry
leader and is able to heavily promote and advertise a new product. Marlboro is one of the
most well-known brands in the world. We could easily create a line extension and rely on
the brand name for customer loyalty. 
The tobacco industry consists of many competitors striving to provide tobacco products
that satisfy the consumer's need to smoke. Companies such as Philip Morris, RJ Reynolds,
Brown and Williamson, and Lorillard are the top four competitors in the tobacco industry
that together hold almost all of the market share. While each company targets the same
customer group, they have different advertising and marketing techniques.
Philip Morris is by far the industry leader with tobacco sales of $46.7 billion (Business
Week, 179, November 29,1999). The industry giant is responsible for the development of
Marlboro, Virginia Slims, and Basic, three of the best-known brands on the market. Other
than producing tobacco products, the company has expanded and purchased Kraft Foods in
1988, the largest food company in the United States in (Business Week 186, November 29,
1999). Kraft's affiliation with Philip Morris has led to much scrutiny from anti-tobacco
users and a decrease in profits. Philip Morris has a strong advantage with the Marlboro
brand. Marlboro is one of the most well-known brands in the world. The brand loyalty to
Marlboro will help Philip Morris keep customers.
Lorillard is responsible for cigarette brand Newport, which is currently second behind
Marlboro (Pollack, Advertising Age, August 30, 1999). Lorillard is the fasted growing
brand in the cigarette category, but is still quite far behind Philip Morris (Pollack,
Advertisng Age, August 30, 1999). Currently, the company is trying to introduce a new
kind of cigarette that would directly compete with Marlboro. The new product would be a
non-menthol cigarette, which is a first in the industry because most companies usually
introduce menthol cigarettes. Lorillard's strength is shown with its creativity. As long
as they try new products, they can gain some market share from Philip Morris. Also,
Lorillard is undertaking a series of print advertisements to expand on their commitment
to responsibility. They are trying to become a more responsible company in the eyes of
the public. 
RJ Reynolds, currently third in the standing, has undergone some recent changes in their
corporation. In March of 1999, RJ Reynolds decided to sell its overseas cigarette unit to
Japan Tobacco Incorporated and concentrate on its United States business (Hwang A3, Wall
Street Journal, March 10, 1999). RJ Reynolds will use the money from the international
sale to pay off large debts and to repostion in the market. RJ Reynolds is responsible
for such brands as Monarch, Doral, and the ever-popular Camels.
The weaknesses of our competitors are the weaknesses of the market. The lawsuits and
government regulations have hindered many people from smoking. In the cigarette industry,
there is not much difference within the products. Therefore, cigarette companies must
market more heavily to increase brand awareness. Finally, the smaller companies must
always watch that they do not compete head on with Marlboro, for fear of retaliation from
Philip Morris.
Competitive Analysis (Part B)
As mentioned before, Philip Morris is the leader in the tobacco industry, with over twice
the market share of its closest competitor, RJ Reynolds. After whom several international
companies such as JTI, the Imperial Group and Brown and Williamson compete for the right
to own the third spot in the industry.
Much like Philip Morris, tobacco companies aim their sites through very general
segmentation strategies-men and women. Indeed, they too rely on a multi-segmented market
to bring in the majority of their sales revenue. Not only that, but tobacco companies use
several line extensions in order to gain market share in an attempt to overthrow the king
Philip Morris. Several recent trends in competitive products have shown just that.
For example, the scientific communities in both the United States and Europe have been
developing new nicotine delivery systems in an attempt to transform the cigarette
industry as we know it. Basically, the idea behind it all is to make a product with a
controlled, gradual reduction in nicotine delivery.
However, these new products are not quite that simple for companies to create. In fact,
only one domestic tobacco company has attempted to commercialize a new type of nicotine
delivery device. A few years ago, RJ Reynolds publicly announced a new type of cigarette
called Premier. It was offered in two test markets in Arizona and Missouri. The markets
did not do well and a little over one year later they closed. Premier was hard to light,
did not burn down the way people wanted them to, smelled and tasted bad. But it had a
number of key attributes: no ashes, very little second-hand smoke, and limited fire
safety problems. (Freedman, 85, 1995)
Maybe if those who had tried it had taken the time to acquire a taste for it, the product
would have established itself as a mainstream smoke. Instead, it eventually failed. Since
Premier's introduction, RJ Reynolds has continued to work on the product to try to
improve the problems associated with it. This work, along with a large collection of
project ideas on the way, is a strong indication that RJ Reynolds is doing its best to
steal the number one position away from Philip Morris.(Freedman, 85, 1995) 
Not only that, but RJ Reynolds is not alone in its pursuit of a better smoke. Other
activity has been noted form tobacco industry companies such as JTI, the Imperial Group,
Procordia A.B., and Brown and Williamson. This can be easily seen as a strong indicator
that several companies have extensive interest in the development of a superior nicotine
delivery device. Through all of this, the outsider can easily see that the competition of
Philip Morris is trying to gain market share in the tobacco industry and eventually
overthrow the strongest company in the industry, Philip Morris. (Freedman, 85, 1995)
Value Chain Analysis
Philip Morris creates value in a number of ways, from product design to getting the
product into the customer's hand. Many parts of this value chain have been strategically
used to build a competitive advantage in the cigarette industry.
As discussed earlier, research and design are an important part of Philip Morris'
strategy. They are constantly trying to find ways to make their products better, safer,
or more convenient for the customer to use. A product like cigarettes may seem impossible
to improve on, but time and again they have made minor improvements that have added to
their differentiation in the market, such as the flip-top box and the soon-to-be-released
slow-burning paper, which should reduce cigarette related fires significantly. Even
though cigarettes cause cancer and a myriad of other fatal illnesses, Philip Morris wants
customers to know that they are looking out for their safety.
A discussion of Philips Morris' value chain cannot ignore their operational advantages,
such as the economies of scale they have achieved by being the biggest supplier of
tobacco products in the market. They also have made a number of production oriented
advancements that have allowed them to produce high quality products at sufficiently low
cost to buffer profits.
The marketing aspects of the value chain are the points where Philip Morris has related
differentiated itself. Promotion, distribution, and overall marketing clout and prowess
have made brands such as Marlboro industry leaders and the envy of marketers everywhere.
Distribution is a function which Philip Morris has mastered. Anywhere that sells
cigarettes carries most of their brands, and always carries the top brands such as
Marlboro. Convenience stores, gas stations, discount stores, bars; the list goes on and
on. In distribution, Philip Morris is the industry leader, and the other firms watch and
learn.
Most of Philip Morris' differentiation has been achieved through aggressive promotional
strategies. They spend a great deal of money and effort getting out the message about
their products in all (legal) media. The campaigns they use are seen as cutting-edge by
customers and the industry. A powerful, inescapable message that Philip Morris brands are
the best cigarettes on the market have been a key factor in the success of the company.
An important ingredient to their formula success has been a clever branding strategy that
seems to leave no segment without the perfect brand. With eighteen individual brands of
smokes, each smoker is almost certain to be able to find one the fits his or her
particular image or lifestyle. And although Philip Morris is a megabrand, it is not a
powerful one. The company name is stamped on all of its products and customers often know
which company produces their brand, but who can say what makes a cigarette a Philip
Morris? The individual brands have much more power than the megabrand, and they are what
have a vivid position in each consumer's mind. Indeed, Philips Morris' skillful branding
is a major competitive advantage for the company.
Philip Morris has built and deployed an effective sales force to build strong
relationships with cigarette retailers, and with great success. In any given store, one
is likely to notice Marlboro and the rest of the Philip Morris family in a prominent
place at eye level. The company has also developed a rewards program whereby retailers
actually get paid for giving them freedom in the store. Retailers get points for things
like point of purchase displays, in-store advertising and prime slotting, and of course
for doing the opposite with other companies' products, and the retailers get money back
or credit for the points. This strategy has given Philip Morris a big advantage at the
point of purchase by making retailers happy.
Linkages
Through the variety of effective linkages Philips Morris has carefully constructed over
their years of deft marketing practices, they have built a competitive advantage that is
seemingly rock solid.
Philip Morris uses its large market share to help it leverage for shelf space. Although
the aggressive sales tactics described above are used to get total retailer cooperation,
they do not have to use such persuasive techniques to simply get good shelf space. No
cigarette seller would think of eliminating Marlboro from their shelves, for instance.
Due to the high demand for their products, buyer (retailer) power is limited. Not all
tobacco companies have this sort of power.
The strong promotional tactics that they employ give them much of the power that they
have over retailers. By giving their products such appeal and differentiation, customers
will not be satisfied without them. This strong demand forces the hands of retailers.
Strategy
At this point, it would be difficult to make very strong recommendations to Philip Morris
for strategic change. The strategy that they have formulated has worked extraordinarily
well for them. As the strong market leader, the most important thing for them at this
point is to not fall asleep at the wheel. They must stay one step ahead of competitors at
all times and resist complacency. A flexible strategy that stays in touch with changing
consumer wants and needs is paramount to remaining on top of the industry. 
However, Philip Morris should be using a defensive strategy. From their market leader
position, they should focusing much of their attention on blocking the offensive moves of
competitors to ensure that market share is not eroded. At the same time, they should be
constantly finding ways to improve the current product line. Brands that are weak should
be repositioned or replaced with more appealing ones. Popular brands have to be monitored
to ensure that they remain vital and profitable.
Kotler would suggest building the total market, that is, creating a larger demand for
cigarettes overall. This is a sound strategy, but may be a difficult one for Philip
Morris to pursue, for social as well as legal reasons. Such efforts must be undertaken
with care so as not to offend or prompt litigation.
As long as Philip Morris is able to market their products carefully while avoiding
stagnation, they should enjoy market leadership for a long time to come.
Potential Segmentation Dimensions
There are hundreds of different kinds of cigarettes available in today's market. It can
be hard to choose which cigarette to buy and pinpointing the differences between brands
can be even harder. Besides brand name recognition, tobacco companies look at
segmentation dimensions in order to clarify whom the cigarette is for and what features
it has to offer to smokers.
When the first studies that indicated lung cancer was directly related to smoking came
out, smokers began to look for substitutes that would provide a healthier alternative.
Philip Morris was the first company to take a step in the right direction by introducing
Marlboro. The filtered cigarettes were believed to be healthier and reduce the chance of
developing cancer. Since then, more companies have introduced their own version of a
healthier cigarette. Tobacco companies introduced such innovations as light and ultra
light cigarettes. Light cigarettes are made with less tar; ultra lights have almost no
tar in them. The concept of light cigarettes opens up the field of opportunity for
smokers. They can now be more health conscious when choosing a cigarette, but light
cigarettes can still cause cancer.
Cost is another concern when it comes to smokers. Research shows that most smokers are
brand loyal and do not pay attention to price, but there is a possibility that some do
buy the cheapest brand available. By offering a lower priced brand, tobacco companies can
help to gain market share and broaden their variety and assortment of products. Not all
current tobacco companies offer a low price cigarette; they tend to focus their strength
on their top brand. 
Gender is segmented within the tobacco industry. Brands like Misty's, Virginia Slims, and
Carlton are aimed at the female population. Men have the Marlboro Man; women have slimmer
and slender cigarettes. The tobacco industry has been trying to also segment ethnicity,
but has failed in the past. One example is the brand Uptown, distributed by RJ Reynolds,
which was aimed at African Americans. Many critics felt that the tobacco industry, as
well as RJR, were exploiting and encouraging minorities to smoke. Virginia Slims is
currently running ads that target many cultures by showing their brand as a cigarette to
be smoked by all women worldwide. 
Flavored cigarettes are becoming an industry favorite. Menthol cigarettes used to be the
only choice available for a different taste. In today's market, there are many
alternatives to menthol and regular cigarettes popping up around the industry. Camel is
currently marketing new citrus and vanilla flavored cigarettes. These cigarettes come in
regular, light, and ultra light varieties and offer a different perspective on smoking.
Camel also is offering different blends of cigarettes that are made with Turkish and
domestic tobaccos, all giving off a different taste. 
Marlboro was the first brand to alter the appearance of the cigarette package by offering
a flip-top box. The idea caught on quickly and now most cigarette packages do have the
flip-top box. This little innovation made cigarettes less messy and easier to keep track
of. Today, there are still soft and hard packages being offered to the smoking community.
Each package comes wrapped in a cellophane seal to help protect the box, but can be
removed for immediate use. Cigarette box designs have not really changed much since the
1950s, but there is room for improvement. 
Targeting Strategy
Philip Morris has adopted the strategy that they are committed to marketing their tobacco
products to adults who choose to smoke. So what is an adult? By company standards, an
adult is a person who is at least 21 years old. 
Philip Morris markets to adults by using a multiple-segment targeting strategy. Product
specialization has worked well for the company over the last forty years. They have
developed a series of brands that are very popular and well known among the smoking
population. Philip Morris has also used market specialization to its advantage. The
Marlboro Man is an example of how market specialization has been a success with the
public.
Marketing Strategy
After a failed attempt to target women in the 1920s and 30s, Philip Morris pulled "Mild
As May" brand cigarettes off the market. At the time, the country was engulfed in WWII
and people were rationing cigarettes. When the war was over, cigarette consumption
skyrocketed, but new studies coupled cigarette smoking with lung cancer. Consumers were
outraged and felt betrayed by their brands. There had never been much shift in brand
preference before, even considering price and model differences. But consumers felt
mislead and dropped their allegiances with old brands.
Philip Morris saw this as an opportunity to reintroduce their "Mild As May" brand, but
the product had undergone a drastic makeover. Trying to attract old smokers who feared
lung cancer, Philip Morris introduced Marlboro brand to the public in 1955. Marlboro was
a filtered cigarette that would be safer for all consumers. There was only one problem;
filtered cigarettes were viewed as sissy and feminine. Philip Morris needed to assure
male smokers that Marlboro was the right cigarette for them.
Marlboro launched a new advertising campaign entitled the "Tattooed Man" campaign. The
"Tattooed Man" gave off the image of a new Marlboro smoker. Men were portrayed as lean,
rugged, merited respect, relaxed, and outdoors oriented. Naval officers, ranchers, and
airmen represented a "Tattooed Man," all showing that filter cigarettes were not at all
sissy or feminine. The men's hands were calloused and rough, depicting they were
hardworking and demonstrating that filtered cigarettes were not sissy. 
Marlboro developed full-page black and white advertisements that featured information on
the filter and a new flip-top box. The campaign was a success and turned Marlboro into a
top selling filtered cigarette overnight. As the campaign continued, researchers used
different personalities to find the ideal Marlboro representative. The cowboy emerged as
the most popular character and has gone on to represent what a Marlboro cigarette is
today.
When the Marlboro Man was first introduced to the public, Philip Morris had to explain
him. Life ran an article on who and what the Marlboro Man was in January 1957, where each
frame pictured the cowboy talking about freedom, smoking, and ranching out West. The
article's purpose was to draw in men and make them jealous of a lifestyle that they did
not possess. This introduction led to many more educational ads over the years, which in
turn has led to silent, beautiful image-filled ads featured in present day magazines.
Without words, the Marlboro Man takes you to a place that many consumers have come to
know very well: Marlboro Country. 
Consumers have also become very familiar with the Marlboro flip-top box. The design is
very important to Marlboro smokers, as discovered by Forbes magazine in 1987. At that
time, Forbes polled smokers by giving them two different packages of Marlboro cigarettes.
One box was the standard red with black, bold lettering on it. The other box contained
unaltered Marlboro cigarettes dressed in a generic brown wrapping and at half price. Only
21% were interested in the generic brown box, which proves that consumers prefer the
bright red packaging (http://xroads.virginia.edu/~CLASS/marlboro/mman3.html). The box
symbolizes membership into an elite club that recognizes the Marlboro Man as their
spokes-person.
Currently, tobacco industry advertising standards are very harsh. Banned from television
and any print media that is targeted at people under 21, Marlboro must make use of its
minimal space. Marlboro Man ads can still be seen in magazines like Time and Life, and
even on some billboards, but overall advertising has diminished. As stated earlier,
Marlboro ads no longer explain anything because consumers are well educated and
understand their meaning. Modern ads depict cattle running through a field, a mountain
scene with wranglers herding cattle, or just the stereotypical Marlboro Man quietly
holding his cigarette in his hand. Men understand the message and privately long to be a
true Marlboro Man, which is what Philip Morris and Marlboro have been working on for over
forty years.
Focus group
The focus group consisted of people with basically the same demographic information.
Three males and three females participated in the focus group, each around the age of 21.
Every person was from the Midwest, and many attended Truman State University. All the
participants in the focus group now smoke Camel Lights or Marlboro Lights.
Almost all the participants smoke the brand they had started with. Friends in high school
were a main factor in deciding which brand to smoke. One girl had even started smoking
the brand her mother used. Many started to smoke a particular brand, became accustomed to
the taste, and have never changed. Price is not even a consideration. Although Camel
Lights and Marlboro Lights have the highest prices compared to most brands of cigarettes,
the people in the group would not switch to another brand even if the price of the
competitor's brand was extremely low. Apparently, the switching costs are high in the
tobacco industry. Each group member feels a high emotional connection with their
particular brand, and would not consider switching brands. 
The participants basically smoke because they believe they are addicted to the nicotine
in the cigarettes. Many feel that smoking is a relaxing activity. Some agreed that social
smoking was enjoyable. For example, Female 1 and Male 1 like to smoke while at the bar.
(Interview, p 3) The gas station was a popular place to buy cigarettes, mainly for the
convenience. Some group participants liked to stop at the gas station on their way to
work or school. One participant, Female 3, buys her cigarettes at the bar where she
works, which is convenient for her. Still others, like Female 1 and Male 1, buy their
cigarettes at Walmart because the price is cheaper. (Interview, p 3) Male 1 sometimes has
trouble getting his cigarettes from the gas station after the weekend because they are
usually sold out. Also, the participants prefered hard packs, but most would but a soft
pack if hard packs were sold out.
Overall, the participants were satisfied with the current product. Some participants were
annoyed with the amount of wrapping on the boxes, but others thought that the wrapping
protected the cigarettes better. (Interview p3) The price was considered to be high, but
everyone would pay to get their favorite brand. The participants were dissatisfied with
the soft packaging; the cigarettes were not well protected. Most group members did not
like the smell that the cigarettes left on their clothing, but did not have a solution to
the problem. Male 3 had a problem with the smell, because his girl friend did not like
it, and a problem with the after taste. But these complaints would not stop anyone from
smoking. 
The severity of the problems is not great, but a few ideas have been raised. The tobacco
companies need to look at the problems of aftertaste, smell of smoke, and packaging. Soft
packs were not liked by any participants. More hard packs should be distributed. One
point that surprised us was the excitement for prepacked cigarettes. Tobacco companies
might have a marketing strategy with prepacked cigarettes. The high price of the
cigarettes was noted within the group, but each was willing to pay for their particular
brand. Tobacco companies do not need to lower price because the members of the group were
still willing to pay. They all saw the brands of cigarettes as being very differentiated,
and therefore the industry has very high switching costs. It was also noted that the
participants still smoked the same brand of cigarettes that they started out with. Many
have not even bothered to try different brands. This is a key point that the tobacco
companies need to focus on. If they can get people to start smoking their brand first,
then they have a good chance of having that person making a repeat purchase. The tobacco
industry is seen by consumers to be very differentiated, allowing the companies to charge
higher prices and creating high switching costs.
Current Marketing Mix
Philip Morris' Marlboro is currently in the mature life cycle. The cigarette industry as
a whole is in this life cycle. The objectives for the mature stage are to extend the life
cycle for Marlboro by maintaining the brand leader position, advertising image, and
cannibalizing the product. Marlboro needs to watch competition (RJ Reynolds and Brown and
Williamson), maintain high brand loyalty to keep brand leadership, and continue with
creating a socially conscious company. The creating of this image as a socially conscious
company is a company wide customer orientation. What has helped them remain on top is
their size advantage, experience, and well-defined target. Some specific areas that
Philip Morris needs to focus on are sales growth, profits, customers, and competition.
These will be discussed briefly. We will elaborate on the factors product, pricing,
promotion, and distribution in greater detail.
Marlboro is currently in a growth maturity stage for sales growth. Although the industry
is in the mature life cycle, Marlboro still controls a majority of the share and sales
are increasing (1999 Annual Report). With the 1998 Master Settlement Agreement, where
Philip Morris had to pay a large settlement to past consumers for with holding
information about the harmful effects of smoking, sales still increased from 1998 to
1999. This is mostly due to the high brand loyalty of consumers (focus group). 
As mentioned above, due to the high and unusually strong brand loyalty of the market,
profits have increased even with stricter laws and regulations. Pending litigation,
smoking could become even more expensive than it already is. Taxes could be imposed to
increase price per pack, which would hurt profits if consumers start buying cheaper
brands. If government raises the price per pack as a standard and consumers remain brand
loyal, profits could increase for the company. 
Marlboro targets adults over twenty-one and will not use anybody in an advertisement who
looks younger than twenty-five. They wish to retain current customers and try to
discourage youth smoking. Many smokers start smoking in high school and remain loyal to
the brand they start smoking (focus group). Though reality and their strategy are
incongruent, they try to target current consumers. 
The three big competitors in the tobacco industry are Philip Morris (market leader), RJ
Reynolds, and Brown and Williamson. Philip Morris (Marlboro) and RJ Reynolds (Camels) own
the two main brands. Due to the price increases delegated by the government, cheaper
non-premium brands are catching price sensitive customers. If such price increases
persist, competition could increase as well. That is only if the prices increase so much
that brand loyalty sways.
We would like to discuss how these stated strategies of Marlboro effect Porter's Five
Forces. Buyers are an overall weak force in that they are so brand loyal, they will pay
inflated prices for product. They do expect more from the parent company that helps
explain the Philip Morris Foundation, a community service charity ran by the people of
Philip Morris, and the new slogan for Philip Morris, "Working to Make a Difference. The
People of Philip Morris." The main reason buyers are a weak force is because of their
strong, unwavering brand loyalty.
Competitive rivalry is intense in the tobacco industry. With the changing view of smoking
by society from one-time glamorous to now outcast and increasing government restrictions
with price increases, the consumer pool is dwindling. Luckily, Philip Morris' Marlboro
has an advantage as brand leader. The three main competitors are struggling to maintain
market share, and Philip Morris is succeeding in remaining the market leader. 
New entrants in the tobacco industry are rare. It is later in the life cycle, so many
would-be new entrants are dissuaded by many factors. First is the sheer size of the
established competition. They have the upper hand with economies of scale, experience
curve, channels of distribution, and high brand loyalty. New entrants also are thwarted
from entering the tobacco market by the uncertain future of the market. The pending legal
dealings, increased restrictions, and mandated price increases makes the environment
risky for new entrants. There are high barriers to entry.
Being that the cigarette industry is in the mature life cycle, the number and
availability of substitutes should be numerous. There are a few substitutes to cigarettes
like chew, snuff, and cigars, but none truly substitute the cigarette. Unlike perfume
were the smell is similar enough or clothes that fit well and look nice, the taste and
experience of smoking your brand of cigarettes can not be duplicated. This inability to
reproduce the experience and taste makes the substitution uncommonly weak for the mature
life cycle. 
As mentioned in the new entrants, channels of distribution are established and the high
demand from the brand loyal customers weakens the power of distributors. This is the
environment for Marlboro in reference to Porter's Five Forces. Although it does not
follow the text book definition of the mature life cycle, it is due mainly to the unique
industry of tobacco. 
The competitive strategy of Marlboro is differentiation. Marlboro has a perceived
uniqueness industry wide by consumers. The uniqueness of the brand name Marlboro and its
image, quality, and taste, is highly valued by customers. The customers value it enough
to pay higher prices for the Marlboro brand. Marlboro's strategy of differentiation has
remained stable and consistent. 
There are three main strategies Philip Morris has chosen to help differentiate Marlboro.
The company has increased the service quality of quick responsiveness to complaints and
compliance to federal regulations, assurance of a quality product purchased, and empathy
for consumers (smokers and non-) through the services of the Philip Morris Foundation.
Philip Morris has differentiated by reputation and brand image as well. The company has
remained consistent in their image as a high quality product and an American tradition.
Their market expertise, as market leader, has also allowed them to differentiate their
product. This strategy reinforces the image as a stable company and plays up the
company's longevity and dominance in the market. 
The current position of Marlboro has been mentioned many times as the brand leader. As
the brand/market leader, Marlboro has to defend their position and territory against
competition (which as mentioned before is very intense). Luckily for Marlboro, the
defensive position is the preferred position. It has becoming increasingly difficult to
defend position pending legal results from numerous cases set against Philip Morris and
other tobacco companies. If excise taxes ensue (which would increase price of cigarettes
by federal government and state) they could lead to a decline in sales, a decline of
volume for the entire industry, and a shift from the premium segment (Marlboro and
Camels) to the discount segment (GPC) (1999 Annual Report). 
Given Philip Morris' superior defensive position currently, it enables them to have
defenses against environmental factors Porter identified as the Five Forces. Marlboro
being a differentiated premium brand, this creates a buffer with high price and low cost.
The consumers are brand loyal and less price sensitive. New entrants have barriers to
entry due to Marlboro's brand leader position. The barriers include the high emotional
switching cost from Marlboro to a new brand due to high brand loyalty, the high product
differentiation Marlboro has created and maintained, and the economies of scale and
established distribution channels the com from Marlboro's experience.
The buffer previously mentioned for the defense against the threat of new entrants, also
is a defense against competitive rivalry. It is with this buffer that Philip Morris has
the excess resources to fight, identified as the Principles of Force by Ries and Trout.
The expertise of the company in the mature industry also is a powerful defense against
competitors. As the market leader and the high brand loyalty, Marlboro is less
susceptible to price wars. 
For some of the same reasons mention above, Marlboro has similar defense against buyers.
Being less susceptible to price wars because of the high brand loyalty helps the company
have greater control over pricing. This could change, though, with price increases and
pending excise taxes. For now it does not seem to be a problem, but the future of the
industry is uncertain. But for now as market leader, Marlboro can create expectations of
higher quality products and service. The buffer so prominent in many of the factors
defends against suppliers. 
The defense against substitutes is Marlboro's decreased susceptibility to a price ceiling
and the brand name loyalty advantage. Due to the position of market leader, Philip Morris
and Marlboro have strong defenses against factors in the industrial environment. Their
defensive position allows them these perks and if the market is not too effected by
litigations pending, it looks to be a very sustainable advantage.
Growth strategies of Marlboro have been product development or line extensions. They have
created new products like Marlboro Lights and Marlboro Menthol and introduced them in the
same market. They have also employed a family of branding such as specific brands
(Marlboro, Virginia Slims, and Newport) that target certain segments and offer different
images. 
Marlboro is well positioned and successfully maintaining the leadership position in the
mature life cycle stage. They have retained this position through differentiation and
product development. These have helped and will continue to help, if the market stays
stable, Marlboro extend the mature life cycle and remain market leader. Now we are going
to focus and emphasis some major factors in the current marketing mix not yet discussed.
These factors are the product, pricing, promotion, and distribution.
The product strategy is differentiation and being widely available through distribution.
As market leader, Marlboro has taken the Defensive Warfare. They have had the courage to
attack themselves through line extensions, and have expanded the market with their family
of brands.
Strengths of their product position is that the company has a strong position. They are
not over, under, confused, or doubtful in their positioning of Marlboro. It makes sense,
is not too narrow, is stable and consistent, and consumers believe in the higher quality
of the brand. The high brand loyalty and perceived higher quality help the positioning of
the product to be strong. 
Some weaknesses of the product are mainly environmental. Society's view of smoking has
changed. Smoking used to be considered glamorous and beautiful, now most buildings are
smoke free. Smokers have to huddle outside in rain, sleet, and shine and enjoy their
cigarettes. Restrictions on advertising for tobacco products have increased. Outdoor
advertising has recently been taken away. The only traditional medium appropriate to find
tobacco product advertisements is print. There have also been legal backlashes due to
health risks of nicotine use. A negative view of tobacco companies that is prominent in
society is one of shiftiness and shadiness. Plus in medium unavailable to the tobacco
companies, there has been an influx of anti-smoking campaigns. But even with all of the
weaknesses of the market, Marlboro has remained brand leader.
The branding strategy of Philip Morris, as mentioned before, is family of branding.
Marlboro follows a family branding strategy. Marlboro would be considered the megabrand
and Marlboro Lights/ Ultra Lights/ Menthol would be considered the subbrands. This some
what follows Ries and Ries' 22 Laws of Immutable Branding. Ries and Ries say that family
of branding is good, while family branding takes away from the product. Marlboro follows
many of the suggestions made by Ries and Ries.
Marlboro has a unique and one of a kind name that helps set it apart from other
cigarettes. Marlboro also owns a word, that word is rugged. The cowboy, who embodies a
sense of a great American tradition, represents this ruggedness. There are many
characteristics highly valued in our society that are related directly to cowboy.
Marlboro has also been continuously consistent in their brand imaging (with the cowboy)
and packaging. Changes have been slight and industry wide, like the introduction to
Lights, Ultra Lights, and hard packs. Some other ways in which Marlboro follows Ries and
Ries' suggestions are their law of color, law of quality, and law of extensions. As
mentioned above, Marlboro has followed Ries and Ries' law of consistency. They have done
this not only in the handling of their brand image, but also in the look of their
packaging. 
Marlboro does not follow all of the suggestions from Ries and Ries. One is their law of
publicity. With all of the trials impending and the changed view of society on smoking
and tobacco companies, publicity has not helped the product or the market. Though the
Philip Morris Foundation would be an excellent vehicle for publicity, they have decided
to advertise. If they would let the newspapers and reporters take the drivers seat,
consumers might believe it more. 
Even with all of the problems the industry is seeing, Marlboro is still the brand leader.
The high brand loyalty is the key factor to Marlboro's dominance in the market. They
achieved brand loyalty by being first movers, becoming established, quality of their
product, and consistency. This has helped them endure through the turbulent times in the
industry. 
Brand equity is also very important to the product. Marlboro has a lot of brand equity.
It has high brand loyalty that increases trade leverage, attracts new customers, and
gives consumers a reassurance in you product. The high brand awareness is due in part of
it being brand leader. Marlboro sticks out in the mind of consumers, including
non-smokers because of familiarity, and is seen as a brand to consider. The perceived
quality is very high for Marlboro. It is positioned as a premium brand and the price
leader. Marlboro is also closely associated with its parent company, Philip Morris.
Philip Morris is currently creating an image as a socially conscious company. This
indirectly creates a positive image for Marlboro. And as the market leader, Marlboro has
a competitive advantage. All of these factors increase Marlboro's brand equity.
This brand equity helps the consumer by increasing satisfaction, confidence in purchase
and helps them to process information by setting a reference point. Brand equity helps
the firms by assisting in creating efficient and effective marketing programs, increasing
brand loyalty, to independently set prices, aid in brand extensions, increase trade
leverage, and competitive advantage. This is shown through the increase of shares from
1998 to 1999 (1999 Annual Report) even though there has been an increase in restrictions.
The increases help demonstrate the power of brand equity. 
The nineties ushered in a time of relationship marketing. Customer Services programs were
the most popular way many companies played the new game. Marlboro and Philip Morris are
no different. Marlboro offers Marlboro Miles to their customers. Collect a certain amount
of 'miles' and order items out of a catalogue them have Marlboro written all over them.
This gives current customers perk and draws in new customers. Philip Morris started the
Philip Morris Foundation, a service charity and created a new slogan. Their community
service relief is aiding in creating a new image for the Philip Morris company. Instead
of a seedy, shady cigarette manufacture, Philip Morris is helping society and is socially
conscious. 
Some recommendations for Philip Morris and Marlboro are to let the news organizations
cover your good work. Perhaps send out press releases of activities the Philip Morris
Foundation are involved in. Don't stop the advertisements, it creates awareness and since
Marlboro and Philip Morris are so closely associated it helps separate them during the
legal mess and hopefully will have a carry-over effect from Philip Morris to Marlboro.
They need to continue the programs that are working for them. These things are the
consistent image of the brand, being a first mover to comply with government regulations,
and in creating the image of a socially conscious company. They also could introduce a
new product, a line extension, of the brand leader Marlboro. They need to introduce a
product that offers what no other cigarette offers, waterproof packaging. 
Pricing Strategy
Marlboro is a very well known company with many subsidiaries. The pricing strategy
followed by the tobacco portion of the company is one where the primary objective is to
simply sell the most products possible through promotions and brand-loyalty. 
For the first part, demand has been proven to be inelastic. Even if the United States
Government enacts bills where cigarette taxes grow even further, customer brand-loyalty
will still exist strongly. In fact, history has shown that demand "...is very, very
inelastic, meaning higher prices don't necessarily translate into equivalent reductions
in consumption." (Kennedy, p30, June 1998) Indeed, the one out of six tobacco smokers
that use Marlboro products have proven their preference not to change. 
Secondly, Marlboro uses a fair amount of discounting in order to retain its customer
base. The company, two times a year, will run promotions where consumers can buy two
packs and receive a third for free. This has been shown to not only keep customers who
are loyal to Phillip Morris, but will also tend to take away from the competition.
According to the article, "Experts Pick: Marlboro," by Nathaniel Kennedy, every time the
campaign is launched, Marlboro gains a substantial portion of market share. (Kennedy,
p31, June 1998) However, competitors have follwed the lead of Marlboro. They too run the
same promotions that, in turn, balance out the market share that Marlboro had just
recently taken. 
Because competition is so fierce, the majority of Marlboro' pricing strategy is to
promote lower prices. In fact, "Marlboro...shows that you don't have to make cars and
trucks to make money. It has the second-highest profit margins among the top-ten U.S.
manufacturers."(Hedden, p26, October 1996) The reason being is simple. Marlboro does not
sell low enough for it to be considered a generic, but it does keep its prices compatible
with its closest competitors. 
For example, in Mexico, Marlboro and its Mexican producer Cigarrera La Tabacelera
Mexicana are "temporarily reducing the price of Marlboro cigarettes in Mexico by 20%."
(p2, March 1997) The move is an attempt to beat the competition of cigarette smugglers,
who are illegally importing the cheaper U.S.-manufactured cigarettes and selling them at
steep discounts. 
Furthermore, the company must fight in the face of many legal competitors as well. With
three main competitors, RJ Reynolds, Brown & Williamson and Lorillard, Marlboro strives
to keep its products at a quality level and it prices competitive with the other leaders
in the industry. The aforementioned laws of the United States governments have also
proved to be a stiff competitor to the company's overall successes. Through maintaining
low prices, an inelastic demand and well-placed discounts, Marlboro' share of the market
is more than doubling its closest rival.
However, that demand could easily switch hands at any time. Marlboro relies too heavily
upon brand-loyalty to assume that it would always be the leader. Newcomers are plentiful,
and it will take a lot of work for the company to maintain its current market share.
Indeed, with cigarette prices on the rise as much as they are, consumers are more likely
to become, in the future, more price-sensitive than they currently are. If Marlboro falls
into the age-old trap of incumbent inertia, there is a good possibility that the
corporation will lose their number one spot in the industry. To prevent market loss,
Marlboro needs to pay close attention to consumers' preferences and any new additions to
the industry (such as a less harmful cigarette). Marlboro will be able to keep on top of
the game. Technology is the key here, and the corporation must do everything possible to
be ahead of it.
Promotion Strategy
The biggest problems that Marlboro faces today are health problems and advertising to
children. To combat these issues, the company uses a substantial amount of promotion and
goodwill to keep its high-quality name. 
For the first part, the company is constantly giving to charities and running television
commercials to promote their image. For example, in 1997, Marlboro began a concert series
known as the "Dueling Diva" concerts, taking place in 10 cities over January and
February. The winner at each location won a spot to open for Martha Byrne, a soap-opera
actress who made her singing debut on a CD which was given away with a free pack of
cigarettes. Marlboro saw this as an opportunity to not only sell their cigarettes with
the promotional CD, but to benefit society as well. The company was "providing
opportunities for local bands to showcase their talent." (Lerner, p69, May 1997) 
However, Marlboro' promotion is not always offered with a purchase. Indeed, the company
has done much to promote their goodwill through generous donations to various charities.
For example, Marlboro Company has a long-standing relationship with National Newspaper
Publishers Association. This relationship became solidified even further when the
corporation gave over $35,000 for the establishment of a Black Press Institute.
(Rosewater, p38, July 1997)
Also, the University of Memphis was the happy recipient of one of Marlboro' donations.
The company awarded $100,000 to U of M for the program, "Extending the Bridge: Community
Colleges and the Road to Teaching" (Rosewater, p38, July 1997). The program's goal is to
facilitate student transfers from community colleges to universities, in order to improve
teacher education and diversify the pool of prospective educators. These two situations
are but a few of the several examples that Marlboro is a society-minded company. The
corporation uses this publicity, through press releases and regular news, as an
additional source of promotion. 
Marlboro is also a regular advertiser on television, but not for any of its products.
Instead, the company markets its brand-name by sponsoring a program known as the "We
Card" program. It simply encourages retailers to verify the age of those purchasing
tobacco products. By doing so, Marlboro is trying to make known that it does not support
children smoking, that only adults who chose to should be allowed to smoke. 
The tobacco industry has been around for quite some time, and so has Marlboro. Currently,
the company's products are in the mature stage of the product life cycle. More
specifically, it is currently experiencing growth maturity. In that, the company is still
growing, but at a slower rate than it once was. Although most investors think otherwise,
Marlboro has an "expected long-term earnings growth-rate of 16%. Also, the stock's yield
of 4% is nearly three times that of the S&P" (Kennedy, p30, June 1998). Marlboro is
expected to remain strong for years to come. It has the best position, according to Ries
and Trout, to defend against competitors Governmental regulations have increased
recently, which is a big part of the reason why the growth rate is starting to decline.
However, the company, through the use of the aforementioned promotions, will more than
likely turn the negative growth rate into a positive one. Through this, they have
maintained their market share at twice that of their closest rival.
(http://www.philipmorrisusa.com, April 2, 2000) 
However, Marlboro does not fit every aspect of the maturity stage to a tee. By
definition, there are very few new customers during the stage. This is not the case for
Marlboro. Although some of the new consumers come through the means of brand switching,
an estimated 100,000 people per day become regular consumers to match about the same
number that quit smoking all together. ( O'Quinn, p15, April, 1999) It is for this reason
that the growth rate of Phillip Morris is declining. 
As far as advertising itself is concerned, the company is very limited due to the
constraints put upon it by the United States Government. For example, the company is not
allowed to use any sort of character that might appeal to children, nor is it allowed to
advertise, directly, for its products on television. Furthermore, events such as the
Winston 500 are no longer allowed to be sponsored by cigarette makers. Indeed, Marlboro
faces much opposition in the way of advertising.
However, there are many creative individuals who work for the company. They have begun to
run ads in alternative weeklies in select cities such as San Francisco to promote parties
in nightclubs for smokers. Marlboro even goes so far as to buy "space over urinals and on
the doors of bathroom stalls. Ads carry targeted copy such as 'Like you, we travel in
packs,' and 'The latest in lip sticks." (Pollack, August 1999) This is not to say that
the company does not run regular ads as well, because they do. In nearly every
periodical, a one to two page advertisement can be found relating to Marlboro, Virginia
Slims, Benson & Hedges or other Marlboro brands can be found. Again, through the use of
both traditional and creative forms of advertising, Marlboro has remained the industry
leader.
One of the biggest problems with Marlboro' promotional campaign is its lack of effort
towards the legislation towards the company. It is well known that there are several law
suits pending against Marlboro, and the company remains quiet about the whole ordeal.
This silence makes customers weary of the products, and distrusting of the company as a
whole. Even with all of the positive publicity toward Marlboro, very little will outweigh
the negative issues in consumer's minds. Not only that, but the press seems to focus in
on the bad points of the tobacco industry, forming America's consciousness. Marlboro
needs to make its acts of kindness better known through America as a whole. Even if it
means advertising their generosity, the United States needs to know what good the tobacco
industries are doing. In this way, the customers will be more likely to remain less price
and sensitive and keep with a brand which they like and which benefits the community as
well.
Distribution Strategy
Because Marlboro has been around for such a long time, its intensive distribution system
has already been established. For the domestic market, it follows the usual chain from
manufacturer, being Marlboro itself, to the warehouses where they are, in turn, sold to
the retailer and then the final customer. As for the foreign market, Marlboro relies
solely on one company-Kirgam International--to supply the rest of the world with its
goods. (Business Wire, 1998). 
However, the company does have some direct distribution channels. For example, if a
customer is unsatisfied with the product, they are encouraged to send in their UPCs and
receipts to Marlboro and the company will mail them directly back a coupon to redeem one
(or more) pack(s) of cigarettes. 
Besides the direct mailing, many problems might be created by this more traditional form
of distribution channels. For the first part, a delay in any one area of the system would
cause delay to the final consumer that would mean fewer profits for the company as a
whole. If the company had a more direct mailing promotion, where the consumer (after
proving he or she is of the legal age) would be a "subscriber" to the company. They would
avoid some problems. The middle-man costs, perhaps state taxes would be eliminated, and
customers would definitely be more brand-loyal to the company if he or she is not given a
choice on whether or not to buy Marlboro brands.
Secondly, the companies international distribution definitely needs to be tweaked.
Because Marlboro is relying on one distributor alone, any number of problems can develop.
For one, the distributor could easily be playing favorites. That is, the company can
basically charge whatever they want to in order for Marlboro to keep its distribution
centers overseas. This becomes even more important because the majority of tobacco
profits for Marlboro come from Europe and the Middle East. Also, using only one
distributor means PM is putting all of its eggs in one basket. If something were to go
wrong, than Marlboro would have to resort to a competitor of Kirgam International, which
would not only be costly and inefficient. It is my recommendation that the company splits
up the distribution now, before anything drastic were to happen, so that at least some
profits could be made if either company were to collapse. 
Marlboro Outdoor 
The flip-top box was the last big innovation made to the cigarette box dating back to the
1950s. Marlboro Outdoor is proposing a new snap-top box. In the past, the flip-tops come
over the top and cover the box, but the new snap-top would seal the box. Marlboro Outdoor
would protect cigarettes from any type of liquid and freshness would be preserved. The
result would be a decrease in ruined cigarettes and a more resilient package.
Marlboro's target market has usually been men, hence the Marlboro Man. Marlboro Outdoor
would have a tendency to target men only, but could be for women as well. Society allows
men and women the same opportunities for outdoor play. Today, women are participating
more in activities like canoeing, hiking, swimming, and camping, activities that used to
be more men orientated. The new Marlboro Outdoor is designed to cater to all smokers who
participate in these activities and are tired of wasting cigarettes due to water damage.
There is a lot of potential in the market for a product like Marlboro Outdoor. While
talking with local students, many of them felt that a new snap-top box for outdoor
activity would be ideal. Many of our group members who do smoke also expressed an
interest in a product like Marlboro Outdoor due to the fact that it would be easier to
protect cigarettes on camping, fishing, or canoeing trips. Also, if the box were to come
into contact with water, like being thrown in a lake or stream, then the lock-top box and
inside protective shell, would inhibit water from leaking into the box. The new box would
cut down on the number of ruined cigarettes and save money.
By introducing this new brand, Marlboro will form a niche market with the hopes of
crushing competitors. Offering a new box with a snap-top lid and a waterproof coating,
Marlboro Outdoor will be the first of its kind on the market. Competitors will scramble
to develop a substitute, but Marlboro will ultimately have the advantage. 
Marlboro Outdoor would use a differentiation strategy in pursuing the market. The new box
would be the first of its kind in the tobacco industry, therefore, it would be perceived
as unique. The box change would not result in an increase in price per box either;
Marlboro Outdoor would be the same price as other Marlboro products. But the main factor
that will work to Outdoor's advantage is brand name recognition and reputation. 
Marlboro is currently the leading cigarette brand in the world; consequently, a new
development like Outdoor will catch loyal Marlboro smokers' attention. Smokers will be
willing to try the new product because only the package will have changed, not the taste.
This will create a competitive advantage for Marlboro and will cause other tobacco
companies to try and imitate the design. Leaving the price relatively the same as their
other products, Marlboro will also develop a competitive advantage in this area as well.
When others try to introduce their new design, it may be more dramatic and cost more to
produce. Companies may decide to pass on the extra costs to the consumers, which could
hurt sales. 
Marketing Objectives for Marlboro Outdoor
Currently, Marlboro is in the mature stage of the product life cycle. Because of this, we
are trying to create a renewed growth for the product as a whole. By repositioning to be
the only outdoor, waterproof cigarette, Marlboro Outdoor will obtain the first mover
advantage. This will offer us the unique position to obtain a higher level of customer
loyalty, being viewed as an innovator, and the company who is responsive to consumer
needs. It also allows us to increase switching costs, to further defend against
competition's attacks even more easily than before which will strengthen our position in
the marketplace and ultimately lead to higher profit margins. 
Because we are the leader in the industry and will continue to be so with the addition of
Marlboro Outdoor, our best strategy, according to Ries and Trout, is the defensive
strategy. As suggested by the authors Ries and Trout, it is more effective to attack
ourselves than to fall into incumbent inertia. In order to do so, we have decided to use
a flanking strategy-to go into an uncontested area by the use of the tactical surprise of
waterproof packaging. Through this strategy, our attempt is to attract non-users and
encourage brand switching through this new nicotine delivery system. We are convinced
Marlboro Outdoor can do nothing but aide in the success of the Marlboro name.
Marketing Strategy
Imagine you are out in your boat fishing, it does not even have to rain and your
cigarettes get wet, and there is nothing worse than soggy cigarettes. Imagine camping and
you have just eaten of wonderful meal of hotdogs and potato chips, you lean against a
tree and reach for a Marlboro. Unfortunately, earlier when it had drizzled, you forgot to
grab your pack of cigarettes when you hightailed it to your tent. Or put your self on the
beach, it is a fun day of sun and sand. You just won a great game of volleyball, but it
starts to rain. All you are wearing is that itsy-bitsy bikini that barely covers your
body, let alone protect your pack of cigarettes. You need something and it is Marlboro
Outdoor, the new waterproof packaging. 
It is designed to look very similar to the current packaging of Marlboro's. The
cigarettes will stay the same, but guarded by waterproof out side and a strong flip top
lid to keep maximum freshness and dryness. It allows Marlboro customers to go places and
do the things they love to do with out worrying about protecting their cigarettes form
water. There is no other packaging that comes close to water protection for you
cigarettes, like Marlboro Outdoor. 
******************BRANDING STRAT**************************************
Packaging
The new Marlboro Outdoor cigarette box is designed to keep the customer's cigarettes dry.
A waterproof inner shell of plastic rapping, the same that comes on the outside of
current Marlboro products, is Outdoor's key element. In addition, there is a flip-top lid
for added convenience and extra water protection. The package, however, is not reusable.
After the cigarettes have been smoked, the package can easily be discarded, as all of its
contents are disposable. From the onset, it would appear that the package is the exact
same as a current Marlboro product. Upon further inspection however, the consumer is able
to distinguish between Marlboro Outdoor and the regular product. The blue lettering of
OUTDOOR and the aforementioned product designs, distinguish it between the brands. The
reason why color blue was chosen was based on Ries and Ries's theory that it is important
to differentiate your color from the competition. Furthermore, no other Marlboro product
has a blue color. Green was the first color of choice; but it is strongly associated with
menthol cigarettes, so blue became the obvious answer. 
Customer Service
We at Philip Morris realize that there is a very wide market in the cigarette industry
and we will do everything we possibly can to keep our customers happy. Not only will we
offer the traditional brands of Marlboro, but we are also very excited to extend to
ourclients an opportunity to try our new Marlboro Outdoor cigarettes. 
Because we are so concerned with our customer base, we will do our very best to provide
superior customer service in every single case. We welcome any complaints, and appreciate
all suggestions to improve our quality. As a result of this ongoing concern towards
customer satisfaction, Marlboro Outdoor is guaranteed to satisfy every single customer.
In fact, the consumer is given their choice of a coupon for a free pack of cigarettes or
the monetary equivalent if they are not completely satisfied with their purchase. We
provide a website where there is a toll-free phone number for instances such as these. In
addition, we often send out surveys as well as door to door interviews to ensure
post-purchase satisfaction. Our company philosophy is a very traditional one which
follows the marketing concept. In other words, the customer comes first. And if for some
reason one of our consumers has a question about Marlboro Outdoor, they can visit our web
site at LACEY'S EMAIL, or Philip Morris at www.philipmorris.com. 
In addition to all of this, we will begin to offer a subscription program for our newest
product. This would require a photo-ID, proof of age, and a payment in order to receive a
subscription. In this way, we can ensure that our customers will always get their
favorite brand while eliminating middle man costs. We also hope to increase brand loyalty
through this convenient purchase process. 
Not only that, but Philip Morris donates to charities, minorities in particular. Over the
past ten years, more money has been given by our organization to fund black colleges than
any other tobacco company in the industry. Philip Morris and Marlboro Outdoor are the
perfect team-a great company with great customers, and now, the perfect cigarette
package.
Price
The cigarette market is highly elastic. Although many customers are loyal to a particular
brand, they are not likely to pay a much higher price for it than other brands cost.
Consumers perceive different brands of cigarettes as basically the same, so they are all
worth about the same amount of money to them even though they may prefer the image or
look of a particular one. Therefore, Marlboro Outdoor will be introduced at around $3.50,
or whatever the price level is at the time of release.
The price will be slightly higher at gas stations than at discount stores like Wal-Mart
and grocery stores, as is the standard industry practice. A premium price will also be
charged at unconventional retailers such as sporting goods stores (discussed below).
A penetration introductory price should not be necessary for this introduction. Consumers
are quite used to paying $3.50 per pack. Whereas a low introductory price is generally
used to make up for the added risk associated with buying a new product, no such risk is
present for the consumer in this case. Our potential customer is a person who already
smokes and knows that he or she will like smoking the cigarettes inside the new
container. If a customer is dissatisfied with the new package, there will be no monetary
consequence.
On the other hand, a skimming strategy could possibly deter a smoker from buying the new
brand. Customers would think of charging a higher price for the same cigarettes as
gouging or simply not be willing to pay the additional price just for water protection.
This price will convey to the smoker that the cigarettes contained in the modified
package are the same cigarettes that they are used to buying - that they are not
something to be afraid of trying.
Distribution
Marlboro Outdoor will be available at all retail outlets where Marlboro cigarettes are
currently sold. The brand will be added to the existing line and use all of the current
channels.
In addition to conventional retailers, this product will also be made available at
specialty retailers, such as sporting goods stores, gun stores, fishing stores, and other
retailers of outdoor products. Customers will primarily use the product on occasions
where they will be participating in outdoor activities. If the product is made available
to them while they are purchasing other supplies, they might pick up a few packs along
with their other materials. Someone may not think ahead to a trip they are planning and
buy Marlboro Outdoor when they are at the convenience store or their usual cigarette
retailer, but might buy some at a Bass Pro Shop even if they already have plenty of
cigarettes.
Adding retailers will require that distribution channels be expanded. A few salespeople
can be added to each region to get the product on the shelves of outdoor retailers. If
the brand becomes successful, it can be used as an inroad for other Marlboro and Philip
Morris brands at these new outlets. After retailers begin making money selling the
Outdoor brand and receive good customer feedback, they may be willing to add a few other
brands to the selection. This has potential to add to market share.
Promotion
The promotion objectives of Marlboro Outdoor are to increase brand awareness and inform
consumers of the benefits of the new product. This will help extend the mature life cycle
and increase occurrence of use. Since the product is not really changing, the packaging
it comes in is, the target remains the same; Marlboro loyal consumers. This is a bit of
cannibalization, but Marlboro is following the Defensive Warfare strategy, as stated by
Ries and Trout, and the best defense is to attack your self. This will aid in prolonging
the life cycle by allowing smokers to do activities they enjoy and still take their
cigarettes. 
Magazines
Due to the limited media for advertisements in the Tobacco industry, print advertisements
in magazines are on of the only alternatives. The advertisements for Marlboro Outdoor
will remain consistent with current ads for Marlboro cigarettes, as we do not wish to
alter the image of the brand. Advertisements will be distinguished from previous Marlboro
ads, by having water featured in each Marlboro Outdoor advertisement. 
We will place advertisements in appropriate magazines congruent to a specific type of ad.
In advertisements where more fishing or hunting scenes are present, ads will be placed in
related publications (i.e. Field and Stream). For advertisements that show beach scenes
and the like, ads will be placed in fashion magazines or men's special interest magazines
(i.e. Vogue and Maxim). Camping scene ads can be placed in either genre of publications.
All magazines will target twenty-one and over age segment, as required by law.