Table 4.

Lessons from tobacco for alcohol

“First, do not simply reject or ignore criticisms… Second, pay close attention to public concerns, and most importantly, address those concerns… The third lesson we’ve learned is that we must understand the individuals and groups who are driving public opinion. When you look for common ground with your critics, you divide them into two different categories: the reasonable and the unreasonable. Then you will know with whom you can work, and with whom you cannot. Finally, we have learned that it’s a mistake to climb into a bunker when under attack. You must reach out, engage your critics, and speak often and honestly. If people stop seeing your face, your opposition can demonize you” [80]. 4 Strategic directions (our italics) “Constructive Engagement on our issues - listening, seeking reasonable solutions, fighting only the right battles. Societal Alignment - working systematically over the long run to make sure that we are and are seen as a responsible manufacturer and marketer of all our products. Proactive Dialogue - an overall stance of reaching out, listening, talking, and engaging with others. Image Enhancement - long range efforts to increase our visibility and improve perceptions of who we are. All of these are long-term initiatives” [80]. The emphasis in the third strategic direction in relation to strategic alliances; “Proactive Dialogue - involves interacting more aggressively with the outside world. We define that as forging new alliances. Integrating with important associations and groups. Devoting more time to external affairs. And seeking input from others about our issues and programs. While Corporate Affairs will lead this effort, ultimately everyone in management has a responsibility to connect with their constituencies in tangible ways” [81].