While social media is abuzz with PM Modi’s promotional song ‘Modi Hain Toh Mumkin Hain’ featuring Bollywood celebrities, another one of his initiatives is finding fresh resonance on the sidelines - ‘Vocal for Local’. Brands are leading the charge for the cause by launching patriotic campaigns and witty ads calling for a resurgence of Swadeshi. According to a recent YouGov–Rukam Capital study, over 50% of Indian consumers now prefer buying from local or homegrown brands, while 76% say they value genuine and transparent communication from these brands. This growing sentiment stems from a mix of post-pandemic self-reliance, rising import costs, and maybe, pride in Indian entrepreneurship. Reflecting this cultural and economic shift, campaigns like Dabur Red’s ‘Swadeshi Desh Ka Laal’ and boAt’s ‘Rock’in India’ have tapped into this emotion, positioning Indian-made products not merely as patriotic choices, but as symbols of progress, trust, and modern identity.
The Swadeshi movement is experiencing a resurgence, not just as a nostalgic echo of the past, but as a dynamic force shaping India’s consumer landscape. Brands across sectors are embracing their Indian roots, aligning with government initiatives for self-reliance, and resonating with a populace increasingly inclined toward homegrown products.
Central to this transformation are policy reforms that have redefined the economic terrain. The Goods and Services Tax (GST) overhaul, effective September 22, 2025, introduced a simplified two-tier tax structure of 5% and 18%, with a special 40% rate for luxury goods. This restructuring streamlines compliance, reduces costs, and makes domestic products more competitive. Complementing this is the ‘Make in India’ initiative, aimed at positioning India as a global manufacturing hub.
Swadeshi in Action: Brands Leading the Charge
Amidst this backdrop, Dabur India Ltd. launched its ‘Swadeshi Desh Ka Laal’ campaign for Dabur Red Paste. Prashant Agarwal, Marketing Head - Oral Care, Dabur, emphasises, “With initiatives like this, we are reinforcing consumer pride in choosing products made in India, for Indians. This builds long-term differentiation against multinationals. To measure effectiveness, we look at three pillars: awareness and engagement (earned media, organic conversations, sentiment lift), consumer behavior (preference scores, advocacy intent), and business outcomes (sales lift, market share gains).”
On a similar vein, Vedansh Kumar, Head of Brand Marketing, boAt, speaking about the ‘Rock’in India’ campaign says that it dismantled misconceptions about its manufacturing base. He adds, “This helped strengthen boAt’s positioning as a brand that not only speaks the language of youth but also contributes meaningfully to the country’s growth story. It reinforces pride in boAt as a truly homegrown brand, while also deepening trust among consumers who now see us as committed to the ‘Make in India’ initiative, helping us stand out as both relatable and responsible.”
Today, embedding Swadeshi in strategy is more than cultural messaging, it is a way to build resilience and maintain domestic economic power. Abhijat Bharadwaj, CCO of Dentsu Creative Isobar, highlights the structural advantages of embedding Swadeshi, “Swadeshi isn’t nostalgia. It’s a plan. It’s insulation. It’s leverage. When supply chains wobble and tariffs bite, ‘local’ stops being a virtue and becomes a strategy. A hard edge that cuts risk, builds resilience, and keeps power at home, and it only counts when it’s more than stickers on boxes: not just ‘Made in India’ but owned in India. And, the flag is evidence, not costume, and every campaign centres on two pillars: pride and value.”
This strategic approach is visible in the fashion sector as well. Brands like Killer are showing how Swadeshi messaging can be combined with global standards. Hemant Jain, Joint Managing Director, Kewal Kiran Clothing Limited, shares how the campaign ‘I Wear India, I Wear Killer’ resonates, “The campaign has reinforced Killer’s commitment to the ‘Make in India’ initiative, positioning the brand as proudly Indian while delivering global standards of style and quality. Consumers see Killer not just as a denim label but as a symbol of Indian confidence and craftsmanship.”
At the same time, Swadeshi campaigns are also capable of delivering measurable business results. Joy Chatterjee, Vice President, Mankind Pharma, shares that their Independence Day campaign, ‘India Ki Acidity Ka Asli Indian Solution’, achieved revenue of `200 crore and increased market share to 11%. Harikrishnan Pillai, CEO and Co-founder of TheSmallBigIdea, underscores why campaigns like these resonate, “Swadeshi is more than just a brand tone, it’s something audiences genuinely resonate with. Today’s Swadeshi companies are creating as much value as global brands, if not more. Currently, the cultural relevance lies in national pride, so whenever a campaign requires it, we incorporate it. At the same time, we ensure that national pride does not become an exercise in jingoism.”
Authenticity Over Opportunism
Yet, the rise of Swadeshi branding brings its own questions about authenticity. Prem Narayan, Chief Strategy Officer, Ogilvy India, emphasises the importance of genuinely earning consumer trust, “The key question to ask is: Does it matter to the consumer? Do we choose a brand because it is Swadeshi or because of its benefits? One must not forget - national pride and piggy banking national pride onto a brand are two different things. The former is beyond brands, and the latter is marketing/advertising trying to tap into a perceived opportunity. Swadeshi is not opportunism, it is something you have to earn.”
Heritage brands demonstrate this principle in action. Mayank Shah, VP Marketing, Parle, explains, “There’s no harm in talking about being Swadeshi, but consumers should also know which brands are truly Indian. Brands are trying to talk about being Swadeshi and there’s nothing wrong in that. But you have to walk the talk. When you claim to be an Indian brand, have you really done something to stand by India?” He adds, “Parle has always stood by the country in times of need, be it natural calamities, relief operations, or even war situations. Your actions speak louder than your claims. Simply saying you are an Indian brand is not enough.”
Consumers today are discerning, often questioning whether a brand’s national pride is genuine or performative. Anupam Bansal, Executive Director, Liberty Shoes, highlights how campaigns can balance pride with relevance, “The core insight behind ‘Mera Joota Hindustani Hai’ amid GST reforms is reinforcing pride in owning footwear truly Made in India. Footwear is more than utility; it is a symbol of national pride and inclusivity, bridging Liberty’s heritage with India’s new era of economic reforms.” He adds, “By consistently highlighting our Indian roots, Liberty not only differentiates itself from competitors but also builds lasting trust and loyalty, ensuring that the brand is recognised as a symbol of Made-in-India pride across generations.”
Meanwhile, Rohan Kumar, Executive Creative Director, VML India, warns, “Don’t wrap yourself in the flag unless you’re ready to carry its weight. We don’t help brands borrow pride; we help them earn it. The trick is to find the one thing the brand already does that makes India stronger and build the story around that.” The movement, therefore, becomes a careful negotiation between patriotism, performance, and authenticity, proving that in 2025, Swadeshi is as much about earning trust as it is about celebrating it.
Looking ahead, Swadeshi is set to evolve from a cultural sentiment into a defining lifestyle choice, driven by a young, digitally connected, and globally aware population. Rohan sums it up, “Swadeshi works when it’s not decoration but DNA. People will pay for pride if it feels like theirs.” But as brands continue to embed pride, transparency, and meaningful storytelling into their core, the question remains: can brands maintain authenticity while scaling Swadeshi values worldwide?
