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Socially responsible and ethical marketing decisions to sell tobacco to third world

countries

As it has been mentioned and it is a well known fact that some countries of the world

have been increasing the tax prices on cigarettes. Luckily, this is not the case in the most

of the third world countries since tobacco industry is one of the major stake holders in

the economy of the third world countries. What tobacco companies can do to market

their brands in third world countries ethically is the expression of the nationalism so

that the people as well as the government start believing that the sympathies of the

tobacco company are with that country. Big tobacco companies earn in billions of

dollars per annum. They should spend a few million dollars for charity and welfare in the

third world to make people believe that the existence of the company is in their favor.

Such actions may be considered pomp and show by some, but fact is that such actions

create a sense of empathy among the target class of customers. Distributing gifts on

some national or religious festival by mentioning the name of your brand, holding a free

camp for medical checkup occasionally and that kind of stuff makes people believe that

you care for them and this consolidates your position in that country. Demand of

cigarette can’t be eliminated, however if the government of a third world country tries

to do so, these people with whom you had expressed empathy, become your power.

Reference

Biener, L., & Taylor, T. M. (2002). The continuing importance of emotion in tobacco

control media campaigns: a response to Hastings and MacFadyen.Tobacco

Control , 11(1), 75-77.

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Bennett, R. (2005). Competitive environment, market orientation, and the use of

relational approaches to the marketing of charity beneficiary services. Journal of

Services Marketing, 19(7), 453-469.

Bennett, R., & Barkensjo, A. (2005). Relationship quality, relationship marketing, and

client perceptions of the levels of service quality of charitable

organisations. International Journal of Service Industry Management , 16(1), 81-106.