The Moroccan nationalist movement portrayed the Régie Co-Intéressée des Tabacs, a French-controlled tobacco and cannabis monopoly company in protectorate Morocco (1912-1956), as an obstacle to self-government. The Régie, founded in 1911, expanded its production and sales of tobacco and cannabis products at a brisk pace up until the outbreak of World War II. Yet, its stranglehold on two popular commodities, the invasive policing powers granted to its agents, and its connections to protectorate state finances caused many Moroccans to view the company in a negative light. The Moroccan nationalist movement seized on the discontent as a strategy in its larger struggle for independence after the war. This paper asks how Moroccan nationalists harnessed widespread resentment with the Régie in the fight for political and economic autonomy. It uses the records of the Régie, the French administration, and protectorate media to demonstrate that nationalist leaders channeled this anger through rhetorical, commercial, and physical means. One approach involved publishing criticisms through journal, press, and poster campaigns that equated colonial rule and the Régie. At the same time, different nationalist groups called for a boycott to hurt the company’s revenue and worker strikes to halt production. In the most extreme case, a violent strand of the movement encouraged vandalism of Régie facilities and assault against employees and customers. It is important to note that the Moroccan nationalist movement never sought to abolish the Régie, but rather transfer its management to an independent Moroccan state. In emphasizing the contradiction between tactics and goal, this paper considers the role of commodity markets in conceptions of national sovereignty in the Southwest Asia and North Africa region. From the perspective of Moroccan nationalist leaders, liberation involved not a reinvention of the market but instead a replacement of its managers and beneficiaries. Nationalist action against the Régie in the period before 1956 is consequently positioned here as the initiation of a longer and gradual ‘Moroccanisation’ of the company and market.