Selling femcare products in Pakistan is challenging even in the best of circumstances. Cultural and religious taboos, discreet in-store practices, and a general reluctance to discuss women’s hygiene products publicly create one of the toughest category environments in the region.
For Always, the challenge was compounded by a viral wave of consumer complaints about rashes, a boycott of American brands, and a two-year slide that saw the brand lose 20 percentage points of market share to a local competitor.
Reversing that decline required more than product innovation. It demanded a creative reframing of how consumers could experience the brand at all.
This case study examines how P&G Pakistan, working with independent agency And The Nerve, rebuilt trust, revived trial, and delivered a 96% positive brand perception—alongside a 65% jump in trial-size sales.
For Always, the challenge was compounded by a viral wave of consumer complaints about rashes, a boycott of American brands, and a two-year slide that saw the brand lose 20 percentage points of market share to a local competitor.
Reversing that decline required more than product innovation. It demanded a creative reframing of how consumers could experience the brand at all.
This case study examines how P&G Pakistan, working with independent agency And The Nerve, rebuilt trust, revived trial, and delivered a 96% positive brand perception—alongside a 65% jump in trial-size sales.
Background and aim
The main objective was to encourage consumers to try the product. Traditionally, Always commanded a 50% share of the femcare category but lost 20% to a local competitor over two years. The campaign concentrated on addressing the barriers to trial caused by the product’s reputation for causing rashes.
Campaign Asia spoke to Amna Z. Abbas, director of Femcare, Shavecare and Healthcare at P&G, to understand why Always decided to take a bold creative leap of faith, with the expertise of Pakistan-based agency And The Nerve, to try and turn around the product’s fortunes amidst a boycott.
"The main goal was to encourage people to actually try the product. We were traditionally the market giant, holding about a 50% share, but over two years, we lost 20% to a local competitor. We innovated the product by switching from a mesh top sheet to a much softer one, and this new material really did impress anyone who touched it."
Initial efforts to relaunch the product with the softer top sheet barely made an impact. Despite launching a TV commercial featuring a celebrity and distributing free samples, consumers often declined them because the brand was associated with causing rashes.
"That viral, negative association was a massive barrier, especially in a category where comfort and trust are so crucial," says Abbas. "Even with improved protection and softness, people simply didn’t want to come close to the product, and changing that perception became the foundation of our campaign."
There were a few other significant hurdles. Firstly, femcare in Pakistan is a deeply taboo category due to religious and cultural reasons. Open conversations or demonstrations, whether in stores or on TV, are not generally possible, creating a very quiet marketing environment. Secondly, there was recurring public sentiment calling for boycotts of P&G products because the brand is American, a feeling amplified by the political climate. These factors severely limited opportunities to promote product trials openly.
Strategy and execution
To circumvent all these challenges and encourage consumers to try the new softer top sheet, P&G enlisted the creative boldness of Pakistan-based agency And The Nerve. They tapped into the cultural insight that people love to touch displays despite signs advising against it. They transformed the product's soft material into a large unbranded sofa placed in a mall, inviting shoppers to sit on and feel the fabric, encouraging interaction without brand prejudice.
"We challenged ourselves by focusing on what would break through the biases people had about the product," says Daniah Ishtiaq, chief strategy officer, And The Nerve. "Our key insight was that, in our culture, people love to touch displays, art, furniture, anything really, even if signs say ‘don’t touch’. We thought, why not use our soft fabric as material for a sofa? If presented unbranded, people would feel free to interact without prejudice. The idea clicked while sitting at home; it was about letting the product speak for itself through experience, rather than logos or advertising."
Although there were logistical and material challenges such as stitching a thin fabric into a sofa and delays caused by geopolitical tensions, the team maintained confidence, driven by faith in both the product and the idea.
"We were confident but faced many practical barriers, mainly concerning the fabric," says Hira Mohibullah, chief creative officer, And The Nerve. "Stitching such a thin material into a durable sofa was tricky. The vendor had to invent a way to layer the fabric so that it wouldn’t tear. We wanted a marshmallow-like 'cloud' sofa but had to modify the design."
Logistics were further complicated by delays stemming from conflict between India and Pakistan.
"Yet, we were so convinced by the idea and believed in the product’s strengths," Mohibullah adds. "Even negative experiences motivated us. Having tried the new product ourselves, we knew we weren’t just selling something for the sake of it. The conviction among the entire team kept us moving despite the setbacks."
The activation was named The Top Secret Material. In a bold stunt, the brand stitched its newly developed top sheet onto an unbranded sofa, placing it in the centre of a busy mall without revealing the material’s identity.
To passersby, it looked like just another furniture display. But shoppers were invited, under the pretense of testing the 'material', to sit, touch, and rate the fabric.
The verdict was unanimous: it was soft.
“It felt like sitting on clouds.”
“It’s so soft, I just want to sit on it.”
“Ten out of ten, what is this material?”
Only then was the secret revealed: the mysterious fabric was, in fact, the new Always top sheet. The reveal left participants, especially lapsed Always users, stunned by their reactions.
"Children, mothers, even men were naturally drawn to the installation," Ishtiaq says. "The sofa itself was inviting, and its placement in an area of the mall with limited seating doubled as a rest stop, which increased engagement. People lingered and interacted, which made for a far more organic experience and trial uptake than anything we had done before."
P&G’s decision to shift 100% of its marketing budget from traditional TV to social media following the idea’s development significantly increased consumer engagement.
"Shifting our entire marketing budget online, away from traditional TV, was a bold but successful move, as digitally savvy audiences valued authentic, unscripted influencer content over staged promotions," says Abbas.
Influencers were hired to amplify the activation online. They were carefully selected for authenticity rather than follower count. The briefing was unscripted, allowing genuine and spontaneous content creation, which improved engagement.
"Choosing influencers for their voice and openness, not just their follower count, resulted in content with higher engagement."
Challenges
The barriers were seemingly endless. There was a strong negative viral association with the product causing rash. As femcare is taboo in Pakistan, cultural and religious norms limited open marketing and discussions. Moreover, the political climate exacerbated trial difficulties by encouraging boycotts of American brands.
Previous traditional efforts, including TV commercials featuring celebrities and free sample distribution, failed to overcome consumer reluctance rooted in these negative associations.
"Before this campaign, we tried the classic approach—TV commercials with celebrities, lots of free samples—but none of it worked as well as expected," says Abbas. "The association with rashes was so strong that people actively refused samples, even from celebrities. That’s when we knew it was time for something radically different, which led to this activation."
The activation went smoothly overall with minor size adjustments to fit the space. Sensitive cultural considerations were maintained throughout, including the use of a curtain to ensure privacy during reveals, and teams were instructed to avoid logo exposure.
"Most interviewees, especially younger people, welcomed being filmed and talked openly about the experience," Ishtiaq says. "Only a few opted out of appearing. Strong planning and the right mix of internal and external partners contributed to smooth execution, and the energy among all teams was palpable."
Results
In-store promotions and media activities were ongoing but insufficient alone. The activation broke the barrier to trial, accelerating both trial and talkability, which led to improved sales.
Out of 560 interviewed participants, 540 said the material was soft and comfortable. Trial-size product sales jumped 65% quarter-on-quarter, and the brand’s overall portfolio grew 37%—a remarkable reversal after a long period of decline.
Importantly, people who had previously ignored promotions became curious and tried the product, thanks to talkability and a more welcoming in-store experience. Posted online, the activation reached millions through video content, extending its impact far beyond those present in the mall.
By not revealing the brand upfront, the team was able to circumvent boycott sentiment. In the end, 93% of participants took a sample home despite the boycott.
Digital amplification via influencers produced impressive metrics: YouTube impressions reached 16 million, Instagram impressions 7.6 million, and TikTok impressions over 36 million.
The campaign demonstrated how a strong, creative idea can drive brand memorability even without visible logos. It highlighted the vital role of word of mouth and social media, especially in taboo categories.
Shifting 100% of the marketing budget from traditional TV to social media was key to engaging the younger generation in Pakistan, who are increasingly open to new ideas and conversations, particularly on social platforms.
"First, a powerful idea can make a brand memorable even without a visible logo," says Abbas. "Second, for femcare, especially in our market, word of mouth and social media are essential. We learned that designing content to be social-first increases shareability and attention, particularly among young consumers."
The campaign's success was due to the dedication of everyone involved, from marketing to installation crews and independent agency partners.
"Every individual brought the right energy and skills, and seeing it all come together was incredibly rewarding," says Abbas. "Team alignment and belief in the idea were essential to overcoming challenges and delivering a campaign that changed perceptions and drove real business results."
