Philip Morris Worldwide (PMI) is making an attempt an formidable reinvention, repositioning itself round smoke-free alternate options within the U.S., whereas nonetheless carrying the monetary weight of a worldwide cigarette enterprise. The roughly $280 billion tobacco firm, finest identified for the Marlboro model, says it plans to generate greater than two-thirds of its web income from smoke-free alternate options by 2030. It’s a delicate transition. To get there, PMI should construct new progress engines whereas preserving the income base that makes transformation doable at scale.
Seth Kaufman, PMI’s U.S. chief industrial officer, frames the technique as a uncommon alignment between enterprise progress and public well being targets. The pitch is simple, he says. Hundreds of thousands of adults nonetheless devour nicotine, and PMI desires them to maneuver away from cigarettes towards smoke-free alternate options. Kaufman factors to the scale of the chance. “There are 45 million legal age nicotine users in the US, over 30 million of whom still consume nicotine in its most harmful form.” In principle, serving to these customers swap permits the corporate to develop whereas advancing a hurt discount narrative.
That promise sits on the heart of PMI’s public positioning, however it additionally exposes the tensions beneath. PMI markets itself as smoke-free within the U.S., the place its portfolio focuses on alternate options relatively than cigarettes. Flamable merchandise, nevertheless, stay a significant income internationally. The corporate argues that income from conventional merchandise helps funding and growth in smoke-free platforms, a framing that supporters view as a pathway towards transition, although critics say it permits PMI to proceed benefiting from cigarettes in some markets whereas positioning itself as a health-forward innovator in others.
How PMI navigates these tensions relies upon closely on the buyer technique driving its U.S. enterprise.
Kaufman’s method to constructing manufacturers displays a profession spent in industries constructed on repeated consumption. Earlier than coming into nicotine, he labored throughout soda, espresso, and wine, classes that rely upon creating repeat habits and emotional attachment to manufacturers.
These companies additionally succeed by shaping how merchandise match into on a regular basis life, typically blurring the road between routine and dependency. That background exhibits up in how he talks about technique now. “It always, always, always has to start with the consumer,” he says, emphasizing curiosity, empathy, and figuring out unmet wants. The framework is traditional client packaged items pondering utilized to one of the closely scrutinized classes in enterprise.
PMI says its progress story is constructed round conversion relatively than growth, insisting it’s targeted on current grownup nicotine customers, not on creating new ones. Kaufman describes the chance as embedded within the mission. “Growth is actually inherent in the mission, because there is an audience there that we can talk to, and we can help them make better choices.” The logic works whereas thousands and thousands of people who smoke stay out there to change. The unanswered query is what occurs when that pool shrinks. Conversion-driven progress has a pure ceiling, and stress to maintain delivering returns might ultimately collide with the corporate’s public well being narrative.
Tradition has additionally difficult the story in methods PMI didn’t absolutely script. Nicotine pouches like Zen have change into carefully related to high-stress office environments, notably in finance and tech circles, the place they’re steadily mentioned as productiveness aids. Kaufman avoids describing the merchandise in efficiency phrases, reframing nicotine use round rituals and events as an alternative. The language retains the emphasis on hurt discount relatively than on cognitive or purposeful advantages, which might create regulatory threat as the corporate seeks to keep up credibility with public well being authorities.
Kaufman describes Zyn’s cultural surge as one thing pushed by customers relatively than firm technique, creating distance between PMI and the viral on-line tradition surrounding Zyn merchandise and reinforcing the concept that the corporate is responding to demand relatively than driving it. “I’m always surprised by consumer behavior,” he says. “If I wasn’t surprised by consumer behavior, it would tell me I’m not curious enough, because it’s changing so quickly.” On the similar time, Kaufman factors to broader audiences past the finance and tech picture that has popularized the merchandise on-line. Feminine people who smoke, he says, are an underdeveloped phase, so the corporate is highlighting sure taste profiles and adjusting its messaging to achieve them.
Inside PMI, product growth focuses on refining the portfolio primarily based on client suggestions. Kaufman factors to gaps in taste selection, nicotine strengths, and packaging codecs meant for various events. “We’re really, really early in understanding what those unmet needs are,” he says. The technique depends on regularly adjusting choices to higher match how grownup nicotine customers truly devour them.
Kaufman initiatives confidence that PMI’s smoke-free transformation can work. Smoke-free merchandise already account for 42% of web income throughout 106 markets as of the top of 2025. Nonetheless, some contradictions are troublesome to disregard: A smoke-free narrative supported by flamable income elsewhere. A conversion technique that guarantees progress however in the end faces limits. And a client playbook constructed on cultivating habits that’s now getting used to promote a future centered on hurt discount.
The problem forward might be to show that the economics, cultural positioning, and public well being narrative stay aligned as the corporate pushes deeper into its subsequent chapter.
This story was initially featured on Fortune.com
