Push Strategy

This strategy focused on training Philip Morris employees through their “Cultural Sensitivity Program” to ensure their sales team seemed more approachable to Asian American retailers.

“Philip Morris and other major manufacturers do not understand the Asian culture and lack sensitivity needed to build complete relationships with these retailers. The American objectives is to ‘close the deal fast’ versus the Asian objective of ‘establishing a relationship first.’”

- FraserSmith Marketing Firm

This strategy also created retail materials to help retailers understand Philip Morris’ way of marketing and to “create an appreciation of the potential of Philip Morris products and marketing activities.” Due to the language barriers, these materials mostly contained pictures and graphics to explain their marketing style.

Corporate Goodwill Strategy

This strategy focused on building community support so the Asian American communities would prefer the Philip Morris brand over any other brand. Philip Morris met with community leaders from women’s groups, political groups, arts and culture, and senior citizens organizations to build a positive image for the company.

Philip Morris wasn’t the only tobacco company trying to gain political support. In 1993, R.J. Reynolds met with the New York and Southern California chapters of Korean American Grocers Association to help R.J. Reynolds fight increasing excise taxes because it would impact the sale of their tobacco products.

“A special effort should be launched to enlist the support of many minority-owned ‘mom and pop’ retail stores…that could be driven out of business by increasing federal excise tax.”