GST 2.0 Is About Trust: Why FMCG Must Follow Auto’s Lead
When the GST 2.0 reforms were announced, the immediate reaction of different sectors told two very different stories. The auto industry wasted no time in passing on the benefits to customers, triggering a surge in demand and a rally on Dalal Street. FMCG firms, on the other hand, chose the safer route of tweaking packaging and adding grammage—a move that looks like generosity but doesn’t actually save consumers any money. The contrast shows that GST 2.0 is ultimately a test of trust, and only sectors that respect that will see both consumer and investor confidence grow.
The auto industry offered a masterclass in clarity and speed. Mahindra & Mahindra slashed prices across its SUV lineup by as much as ₹1.56 lakh. Tata Motors and Hyundai announced cuts up to ₹1.5–2.4 lakh, and Kia, Nissan, and JSW MG joined in with reductions of up to ₹3 lakh. Even luxury brands like Audi reduced sticker prices by as much as ₹7.8 lakh. The results were immediate: Mahindra’s stock soared 14% in four days, Tata Motors gained over 4%, Ashok Leyland rallied 5%, Bharat Forge jumped 7%, and the Nifty Auto index hit record highs. Investors clearly rewarded transparency. For them, GST cuts were not just about tax relief—they were about a sector demonstrating trust by directly handing the benefit to customers.
FMCG, however, responded with gimmicks. Instead of lowering MRPs, companies quietly added a few extra grams to packets of biscuits, dairy products, and packaged foods. While this may preserve margins, it does little for consumer sentiment. A 20g extra pack of biscuits doesn’t put even a rupee back in a shopper’s pocket. Consumers don’t feel richer, and without that sense of monetary relief, there is no stimulus effect. Worse, these tactics erode trust. If autos can shave lakhs off their vehicles within days, why can’t FMCG players cut a few rupees at the checkout counter?
This is where the larger lesson lies. GST 2.0 was not just a tax reform—it was designed as a consumption stimulus. By lowering indirect tax burdens, the government aimed to free disposable income that could boost demand. Autos understood this contract and acted accordingly. FMCG risks looking opportunistic by turning a policy-driven stimulus into a margin-protection exercise. The result is not just lost consumer goodwill but also missed investor enthusiasm. Markets chase growth signals, and growth doesn’t come from packaging tricks—it comes from trust and transparency.
The festival season ahead magnifies this point. Autos have ensured customers enter showrooms with confidence, seeing lakhs shaved off price tags. If FMCG, dairy, and electronics do not follow suit with visible price cuts, they risk squandering the most important consumption window of the year. Adding grammage or offering value packs won’t cut it—families need to feel they are saving real money, money they can then spend on more goods. That’s how stimulus multiplies across the economy.
GST 2.0 is ultimately a trust test. Autos passed with flying colours, and were rewarded by both consumers and investors. FMCG and others can still catch up, but only if they stop hiding behind tricks and start handing real savings back to customers. In the end, trust is the most valuable currency in any market—and GST 2.0 just proved it.
