A "Grave Crisis": B&W's Public Relations

The level of concern that the Surgeon General's report aroused in the industry's public relations departments is indicated in a report from John V. Blalock, director of public relations for B&W, to J. W. Burgard of B&W's Marketing Department {1902.01}. A copy of this report was also delivered to B&W's president, E. P. Finch. The report is dated June 18, 1963, six months before the Surgeon General's report was actually released.

In this report Blalock discusses meetings he held with various representatives from the Tobacco Institute, the Tobacco Industry Research Committee, and the public relations firm of Hill and Knowlton regarding how the industry as a whole should respond to the Surgeon General's report.

The consensus is that the industry is in a "grave crisis," and the philosophy is "to expect the worst and work for the best." Of course the greatest cause for alarm is the forthcoming Surgeon General's report, which is expected to be detrimental to the industry. The only degree of hope is the possibility that, instead of singling out tobacco per se , the report will take into account a list of other agents (environmental and otherwise) which are suspect. However, this is deemed a rather dim hope, because indications point to a strong indictment of tobacco, with possible "root-shaking" consequences. {1902.01, pp. 1–2}

Blalock speaks of "an unmistakable note of pessimism" throughout these discussions {1902.01, p. 2} because of the threat of "mounting organized opposition" against tobacco. Those who attended these meetings were particularly fearful that extensive press coverage of anti-smoking reports being issued by organizations such as the American Cancer Society and the American Heart Association would convince the public to accept whatever was said in the Surgeon General's report {1902.01, p.2}.

Blalock also states that he expects the Surgeon General's report to consist of two phases. First, the Surgeon General will probably release his scientific findings based on a review of the data. Blalock recommends that public relations during this phase be handled by TIRC, which could provide tobacco industry–generated data, with guidance from H&K {1902.01, p. 2}. The second phase will consist of a recommendation for legislative or government action, such as labeling, stricter regulation of advertising, or regulation by the Food and Drug Administration. This phase, Blalock advises, should be handled by the Tobacco Institute, also with guidance from H&K {1902.01, p. 2}.

Apparently, however, neither of these organizations felt prepared to handle the situation that was about to confront them.

[There are] feelings of frustration, inadequacy, and fear that exist among those engaged in representing the tobacco industry on an organized front. However, perhaps this is more healthy than it would seem at first blush. At least these people want to do something in the face of mounting opposition. They want direction—an opportunity to take effective measures in the interest of the industry. {1902.01, p. 3}

Blalock also discusses the reasons for the industry's current state of underpreparedness. He points to a lack of cooperation among the tobacco companies in developing a public relations strategy and notes that the industry's public relations strategy has been affected by legal concerns, and that it would be unwise to assure the public that cigarettes were not dangerous to health.

Litigations, of course, have vastly affected the Public Relations posture—and understandably so. Certainly, no one can quarrel with the urgent necessity of complying with the lawyers' position in regard to assumption of risk. It would be foolhardy indeed to take a form of "aggressive" action which implies assurances, denial of harm, and similar claims [emphasis added]. {1902.01, pp. 3–4}

Blalock concludes his report by reiterating that the industry does not have a plan of action and by recommending that strong leadership will be needed to steer the industry through the crisis.

[T]he great specter of the Surgeon General's Report looms before us, and the inescapable fact remains that the industry, at the moment, does not have a definite plan of action or reaction. There is talk of possibilities—the first step in planning. Yet the disturbing element is that no one seems disposed to suggest measures for meeting these possibilities. Everyone admits to a "wait-and-see" attitude, but this is without individual endorsement. Invariably, the burden of inaction is placed on "a lack of direction" and the need for "policy decisions."

I would suggest that the time is most propitious for leadership in shoring up industry organization and planning. Such leadership should be applied on all levels of participation—Executive, Legal, Trade, and Public Relations. I see Brown & Williamson as having both this opportunity and obligation. {1902.01, p.4}

The Blalock report indicates that tobacco companies in the United States felt that the release of the 1964 Surgeon General's report on smoking and health would dramatically alter public perception of their product and would probably lead to government regulation of tobacco. The industry's public relations departments were unsure how they should respond to the report and were scrambling to develop a new strategy that would maintain public acceptance of tobacco while minimizing the potential for lawsuits.