Pakistan’s homegrown sanitary napkin brand Butterfly is making waves in a market long dominated by international giants like Procter & Gamble. Santex’s Butterfly has managed to achieve what many considered impossible– doubling its market share from 12% to nearly 25% in just a few years.
And this is not a sudden change spurred on by external circumstances. Santex has been on a mission and has seen consistent growth, with customer preference changing fast. As a result, a battle has ensued between P&G and Santex.
Can Always always stay relevant?
Butterfly has been around for a while. The sanitary napkin brand was first launched by Santex in 1983. In a market that was still developing, this was Pakistan’s first local feminine hygiene product to hit pharmacies and the retail market. But Butterfly’s story begins with a bit of failure. Despite its unique positioning as the only authentic and branded local pad manufacturer, the brand struggled to maintain its position against international competition. In the mid-1990s, P&G introduced the Always brand to the Pakistani market and for all intents and purposes blew Butterfly out of the water. Their products were not well known, or well-stocked.
It was part of P&G’s strategy of coming in hard in new markets. Just think about it. For an entire generation of Pakistanis, the word ‘Pampers’ is synonymous with the word diaper, even though pamper is the brand name of P&G’s product. It is the same way washing powder is known as Surf no matter what brand it is, simply because Unilever’s Surf Excel had gained such popular appeal and recognition. In the same way, sanitary pads were known as Always.
What Santex did right in the face of this assault was to not give up. From the mid 1990s all the way up to now, they have continued to produce, market, and sell. Over the years, the number of Pakistani women entering the formal workplace has increased. The female labour force participation rate rose from under 16% in 1998 to a peak of 25% in 2015. And this is the labour participation rate, meaning the number of women increasing in the work force proportional to the overall population. All in all, as the population has increased, millions of women have become a part of the workforce.
A result of this has been the increased use of convenient sanitary products such as Always and Butterfly that are easy to find and reliable. According to the National Institute of Health, nearly 20% of women use menstrual pads in the country, while 66% still use traditional cotton cloth. While this number is low, the study noted it has risen from close to nothing at the turn of the century. And to cater to this need, Always was the dominant player in the market.
Until 2018 that is.
The turning point for Santex came with a trend all the way in Kenya.
Shared experiences
Butterfly’s resurgence started far away. In 2018, the hashtag #myalwaysexperience started trending in Kenya, where many women took to the internet to share horror stories of infections Always pads had been causing them. Soon after, P&G found itself in a controversy with accusations of selling subpar quality sanitary napkins in many third world countries.
A widely shared 1996 study from the Canadian Medical Association Journal highlighted 28 women who experienced vulvar itching, burning, and contact dermatitis after using Always pads. These symptoms disappeared for 26 when they stopped using the product, and seven reported recurrence upon reuse. Facing mounting evidence and public outcry in 2019, Always executives held closed-door meetings but largely maintained their denial, likely to avoid litigation. In response to criticism, Always Kenya claimed it had upgraded the quality of its PE films, though concerns remained. In a 2020 roundtable, activist Wanjiru Nguhi noted that the changes don’t address the core problem, particularly for women reliant on the lowest-priced options.
The experience was not limited to Kenya. In fact, women from all over the world began complaining about their experiences with Always pads. Pakistani women were experiencing something very similar and started considering switching brands. A number of women began posting in women-only facebook groups and the word began to spread. As women shared their stories, they also began suggesting alternatives. One name that came up again and again was Santex’s Butterfly. This was the beginning of something new for Butterfly.
Santex capitalises
Around the same time, Santex was also going through a change in leadership. As Santex’s Marketing Manager Dione Rodrigues-Almeida explained to Profit in an earlier interview, “When Talha Rahman joined Santex in mid-2018, the company had already undergone a change in leadership a few years earlier with a young, second generation director coming on-board.” Rahman, a nephew of the first generation of owners, brought a fresh perspective and a commitment to innovation that would prove transformational.
This was the perfect time for Santex to establish its position in the market, considering that Always pads had been facing strong backlash from the market, not just in Pakistan but from other developing countries, as well.
The foundation for Butterfly’s comeback was laid with a renewed focus on product innovation. While they did not lean into the controversy directly, their marketing did promote ideas such as comfort, breathability, and addressed many of the complaints people had with their usual products. Erum Anwar, Lead Corporate Communications and CSR at Santex explained, “We recognised that many women in Pakistan were struggling with challenges such as skin irritation, infections, and odor during their menstrual cycles. While breathable technology was already an established solution internationally, it wasn’t widely available locally.”
“We saw an opportunity to address these unmet needs by introducing this advanced feature, enabling women to manage their periods more comfortably and confidently. Since its launch, the technology has been well-received, with our napkins becoming a preferred choice for their superior comfort and reliability.”
This insight led to the launch of Butterfly Breathables in 2014, featuring microscopic backsheet technology that promotes breathability and helps prevent odor, rash, and bacteria buildup. The innovation addressed a critical market need and gave Butterfly a unique selling proposition.
But rather than simply marketing this as a premium product innovation, Butterfly saw an opportunity to spark broader conversations about menstrual health and hygiene. The company became a pioneer in digital marketing within its category, launching initiatives that would help break long-standing taboos around menstruation.
Butterfly claims that sanitary napkins are essential to women’s health and comfort, so they prioritise quality in every step of their manufacturing and distribution processes. “Each product is rigorously tested for absorbency, adhesive strength, and breathability to ensure reliability and performance.”
Anwar said, “Our Research & Development team stays updated on global advancements, integrating them into our production process to meet international standards. From sourcing materials to final product inspection, we follow strict quality protocols to ensure a safe and hygienic experience for our consumers.”
“Butterfly takes pride in being Pakistan’s first local sanitary napkin manufacturer,” Anwar noted, “And this identity has always been central to our brand story. Our consumers recognise and appreciate that Butterfly represents a homegrown solution designed specifically for their needs.”
Fast forward six years, most recent Euromonitor data shows just how dramatic Butterfly’s turnaround has been. As of 2023, the brand commands 24.9% of Pakistan’s Rs 20.8 billion menstrual care market, while market leader Always has seen its share decline to 60.5%. This shift represents a significant reshaping of Pakistan’s menstrual care landscape.
“The growth in our market share is a result of consistent efforts in manufacturing high-quality products, continual innovation, and sourcing the best materials. A significant driver of this growth has been word-of-mouth recommendations from satisfied customers who have shared their positive experiences across various platforms,” Anwar shared proudly.
The education crisis
The intersection of menstrual health and education access in Pakistan highlights a significant development challenge, exacerbating gender inequality and economic disparity. Period poverty, defined as the lack of access to menstrual products, education, and sanitation, disrupts education and perpetuates systemic inequities. Only 46% of girls complete primary education compared to 57% of boys, with rural areas like Balochistan seeing rates as low as 32%. Case studies, such as one in Sindh, reveal that menstrual management challenges are a primary cause of dropout, with 63% of female students leaving school between grades 6 and 8.
In a country where women’s education is considered a luxury, low income families already struggling to send girls to school are further demotivated to educate their daughters when the added costs of menstrual products start piling up.
This gender education gap costs Pakistan approximately $2.5 billion annually in lost productivity. Secondary education retention has transformative potential. A study tracking 500 girls found those who completed secondary school earned 82% more than peers who dropped out during puberty. However, poor infrastructure is a critical barrier, with 60% of schools lacking adequate facilities for menstruating students. In Karachi, only 12% of surveyed schools had proper disposal systems, and 8% offered emergency menstrual supplies. Attendance in schools without these facilities drops by up to 74% during menstruation.
Some pilot programs illustrate viable solutions to tackle this issue. The “Dignity First” initiative in Peshawar, which provided free menstrual products and proper sanitation in schools, reduced period-related absences by 45%. In Islamabad, the “Knowledge is Power” program, integrating education and infrastructure upgrades, improved girls’ retention rates by 60%. Cultural sensitivity is essential for success, as seen in community-based initiatives like Multan’s “Mothers for Education,” which achieved a 52% reduction in dropouts by engaging families and religious leaders.
Addressing period poverty’s impact on education requires comprehensive, multi-faceted efforts. Infrastructure improvements, product access, education, and culturally sensitive approaches. Proven interventions demonstrate that the challenge is solvable, the pressing need is for political commitment and scaled implementation to transform these pilots into nationwide solutions.
The vending machines gambit
Butterfly and sustainability company Davaam partnered to install sanitary napkin vending machines in offices, schools and universities in 2024. This was a first of its kind initiative in Pakistan that addresses the need to improve access to menstrual hygiene products.
Cofounder of Davaam Salman Tariq told Profit, “Through a partnership with Butterfly, we distribute their products, manage vending machines branded with both logos, and handle customer operations, including maintenance and restocking.”
He explained how this partnership works, “While Butterfly covers branding costs in non-paying locations like universities, the collaboration initially lacked a focus on reducing plastic waste. However, after a year of trust-building, the team convinced Butterfly to supply single napkins without multi-layer plastic packaging. This innovation redesigned the supply chain, eliminating excess plastic while improving access to sanitary products for women. The partnership now supports both sustainability and inclusivity goals, showcasing a holistic approach to addressing menstrual health challenges.”
Adding to this, Anwar shared, “The Davaam partnership focuses on improving access to menstrual products and reducing stigma by fostering open dialogue on menstrual health. It aims to empower female students and professionals, ensuring they can focus on their education and career with confidence. By promoting understanding and empathy, the initiative raises awareness of menstrual health and hygiene, helping to break the silence around menstruation. Ultimately, it supports our mission to normalise period care conversations, reduce stigma, and create a society where girls feel comfortable discussing their periods.”
But Butterfly targets a diverse segment and claims to offer a ‘value propositions for every consumer across different socio economic classes’. However, vending machines are a very urban concept and quite an expensive one for a country like Pakistan. There is no denying that these vending machines are a great solution for students and employees during emergency situations, but will it work for women and girls in rural areas?
Profit posed this question to Anwar. She replied, “You’re absolutely right. While vending machines can be effective in urban settings, they may not be a practical solution for rural areas. Butterfly is tackling period poverty through a multi-faceted approach that centers on accessibility, affordability, and education.”
She continued, “Our flagship initiative is the outreach program, which brings menstrual education directly to schools and community centers in underserved areas. We also work closely with local NGOs, healthcare professionals, and government bodies to improve the distribution of sanitary products, ensuring that even the most remote communities have access to safe menstrual hygiene solutions.”
She also highlighted that the company’s approach to measuring success goes beyond simple metrics, “Measuring the success of our outreach program goes beyond simple distribution numbers,” Anwar elaborated, “Through surveys and direct feedback, we gauge their comfort levels with using pads, their understanding of proper menstrual hygiene, and their willingness to share this knowledge with others in their community.”
This grassroots approach has proven particularly effective in creating lasting change. “We track conversion rates over time and observe how many of these participants have become advocates within their communities, sharing their experiences and encouraging others to try sanitary pads. This grassroots approach has shown promising results, with many women reporting that they feel more confident and healthier after making the switch from cloth to pads.”
Anwar says that at Butterfly, they focus on understanding women’s preferences and purchase choices, with a strong emphasis on both quality and affordability. Recognising the diverse needs of women in Pakistan, they have developed a comprehensive product range that includes economy, mid-tier, and premium options. They say that this approach ensures that they offer accessible choices without compromising on comfort, performance, or reliability.
“To maintain brand consistency across this wide spectrum, we continuously invest in product innovation. Our ongoing efforts to enhance and refine our offerings ensure that every product, whether budget-friendly or premium, meets our high standards.” Anwar concluded.
Digital innovation and accessibility
While education formed one pillar of Butterfly’s strategy, the company also recognised the need to make its products more accessible. In a prescient move, Butterfly became the first brand in its category to establish a robust e-commerce presence.
Distribution channels play a crucial role in market dynamics. According to Euromonitor data, traditional grocery retailers still dominate, with small local grocers accounting for 51% of sales. Supermarkets follow at 27.2%, while e-commerce, despite its growing importance, represents just 1.5% of sales.
We asked Anwar how Butterfly balances resource allocation between digital initiatives and traditional distribution channels, given that e-commerce represents only 1.5% of sales?
Anwar explained that the majority of Butterfly’s sales are driven by traditional distribution channels, so a significant portion of their resources is allocated to strengthening and expanding these networks. However, they recognised the growing importance of digital platforms, even if e-commerce currently represents a smaller share of total sales.
She added, “Our early adoption of e-commerce gave us a head start, but it wasn’t without challenges,” Anwar acknowledged. “Building trust online for a sanitary napkin brand required strong consumer education and addressing privacy concerns. We also had to ensure seamless logistics and customer support to handle sensitive deliveries.”
An online presence placed Butterfly at an advantage during the Covid-19 pandemic. “Being prepared before Covid hit gave us an edge, while offline businesses were closing, we were ready to accommodate our customers through our established e-commerce platform,” Anwar relayed.
Despite e-commerce representing a negligible segment of the market, Butterfly’s digital-first approach has helped it connect with young, urban consumers and build brand awareness. The company has had a lot of firsts in digital, as Anwar puts it, “We were the first in this category to do blogger campaigns, the first to have a dot com, and the first brand to use the word, ‘period’.”
This distribution pattern underscores the importance of maintaining strong traditional retail networks while investing in digital channels for future growth.
Anwar revealed that Butterfly’s approach is to maintain a balanced strategy, continuing to invest heavily in traditional channels, while dedicating focused resources to digital initiatives that build brand awareness, engage consumers, and lay the groundwork for future growth in online sales. “This ensures that we remain competitive across both platforms while meeting consumers where they are,” she concluded.
Innovation continues to drive category growth, with maximum absorption towels gaining popularity. According to Euromonitor, consumers in Pakistan can expect a broader range of options and improved effectiveness in towels, with enhanced functionality meeting evolving needs.
Made in Pakistan
A key advantage in Butterfly’s strategy has been its local manufacturing capability. “Our state-of-the-art manufacturing facility is based in Karachi and is equipped with advanced machinery designed to produce premium-quality sanitary napkins,” Anwar explained. “By investing in cutting-edge technology and continuously upgrading our operations, we ensure that our production standards match global benchmarks.”
This local presence provides crucial advantages in terms of market responsiveness. “Local manufacturing gives us the agility to adapt quickly to market demands and preferences, enabling us to provide innovative solutions tailored specifically to the needs of Pakistani women.”
Butterfly’s strategy for maintaining its growth trajectory focuses on continued innovation and market responsiveness. “By understanding the evolving needs of our consumers, we are able to introduce new and improved products that directly address these demands.”
Butterfly claims to address unique consumer demands and the proof is in the pudding. They offer specialised products, like the Teens & Tweens range and a maternity line, to address women’s needs at different life stages.
The company also sees opportunities in emerging consumer trends. According to Euromonitor, growing environmental awareness is creating potential openings for sustainable products, while increasing demand for products catering to sensitive skin represents another growth avenue. By partnering with companies like Davaam, Butterfly is targeting climate conscious consumers.
Recent Euromonitor data reveals key trends shaping the future of Pakistan’s menstrual care market. In 2023, the category saw retail value sales increase by 30% in current terms to Rs 20.8 billion, demonstrating consistent growth despite economic challenges. This growth was driven by several factors, including increasing urbanisation, growing awareness of menstrual hygiene, and the gradual lessening of cultural taboos.
The market structure itself shows interesting patterns. Towels account for the vast majority of sales, with tampons representing a minimal share of the market. Within the towels category, slim/thin/ultra-thin towels with wings dominate, accounting for Rs 9.7 billion in sales. This preference reflects both cultural norms and consumer education efforts.
As the market evolves, Butterfly faces new challenges from both established players and new entrants, such as Turkish brand Molpad and Embrace pads by the local Packages Group. However, the company maintains a positive outlook on competition. “We welcome healthy competition,” said Anwar, “as it helps raise awareness and encourages more women to consider using sanitary products, which ultimately benefits the market as a whole.”
Understanding the consumer
Butterfly’s transformation from a struggling local player to a fast-growing household brand in Pakistan’s menstrual care market demonstrates the impact of combining social mission with business strategy. By addressing fundamental issues of accessibility, education, and stigma, the company has not only built a strong brand but has also helped reshape the conversation around menstrual health in Pakistan.
The growth in Butterfly’s market share from 12% to 24.9% represents more than just commercial success, it reflects the company’s ability to connect with consumers through a deep understanding of local needs. As Anwar puts it, “Our vision is to be the brand that is in every second woman’s handbag.”
With Pakistan’s menstrual care market set on a trajectory to grow, Butterfly appears well-positioned for continued growth. Recent Euromonitor data projects the market to reach Rs 49.3 billion by 2028, with a current value (CAGR) of 19% over the forecast period.
As the market continues to evolve, with increasing focus on environmental sustainability and specialised products, Butterfly’s connection with local consumers has laid the groundwork for success. More importantly, its success provides a blueprint for how companies can achieve commercial success while driving meaningful social change in emerging markets.
The company’s efforts to address period poverty and promote menstrual health education, it may also help chip away at one of Pakistan’s most persistent development challenges; the gender gap in education. By helping girls stay in school during their periods, they are contributing to a future where fewer Pakistani girls have to choose between their education and their health and hygiene.
This post was originally published on here
