Thank you for doing the price comparison. Your ₹/litre calculation is absolutely fair:

Our Product: ₹569 ÷ 3L = ₹189.67/L
Koparo: ₹225 ÷ 2L = ₹112.50/L
Beco: ₹233 ÷ 2L = ₹116.50/L
Vim: ₹307 ÷ 2L = ₹153.50/L

So yes — purely on a per-litre basis, our product is more expensive today.

But ₹/litre tells only one part of the story. We would also encourage customers to look at the unit economics behind the selling price.

Take a 2L liquid cleaner selling online for around ₹225.

The ₹225 collected from the customer is not the company’s profit. From that amount, there can be GST, manufacturing/raw-material costs, a plastic bottle, cap, label, outer packaging, warehousing, payment-gateway/platform charges, salaries, customer support, returns/damages and marketing costs.

And then comes logistics.

A 2L liquid cleaner can easily become a 2.3–2.8 kg shipment after the bottle and protective packaging are included. Depending on the courier agreement, destination and dimensions, shipping such a parcel between major cities can itself represent a significant cost — potentially around ₹180–₹300 at normal commercial/retail courier rates, although high-volume companies can negotiate substantially lower rates.

So naturally, we ask the same question you are asking us:

If a 2L product is being delivered to your doorstep for ₹225, what are the actual unit economics behind it?

How much goes towards the actual ingredients?

How much is the packaging?

How much is logistics?

How much is marketing and customer acquisition?

How much goes towards salaries, warehousing and operations?

And after all of these expenses, how much genuine profit remains from that ₹225?

This is also where modern startup economics can be very different from traditional business economics.

Many startups and D2C companies focus heavily on revenue growth, market share and valuation. In that model, profitability is not necessarily the immediate priority. A company may intentionally spend heavily or even operate at a loss while trying to grow sales, acquire customers and build a larger valuation.

A higher valuation can eventually create significant value for founders, promoters and investors through future fundraising, secondary share sales or an acquisition.

That is a legitimate business strategy — but it is not the strategy we want to use to artificially make our products look cheaper.

We want Javi’s pricing to eventually make sustainable business sense.

There is another question we believe deserves equal attention.

If environmental sustainability is the central promise of an “eco-friendly” cleaning product, why are we still selling litres and litres of water in new plastic bottles?

Plastic is cheap, lightweight, durable and economical to transport. Glass and many alternative packaging formats are heavier, more fragile or more expensive. So there are genuine practical reasons companies choose plastic.

But that is exactly the problem Javi is trying to approach differently.

Instead of repeatedly transporting bottles largely containing water, our model focuses on concentrated/powder-to-liquid products and paper-based packaging, allowing customers to prepare the liquid at home and reuse containers.

Our packaging and genuine ingredients can cost us more today because our volumes are still much smaller than those of established mass-market brands.

And we are okay admitting that openly.

Scale changes everything.

When you purchase enormous quantities of raw materials, packaging and logistics, your per-unit costs fall substantially. As Javi grows, our purchasing power will improve too. If our raw-material, packaging and manufacturing costs come down because of higher volumes, our intention is to pass those efficiencies on and reduce prices wherever sustainably possible.

We also stand behind the ingredients we use.

Our founder has gone to extreme lengths personally to demonstrate his confidence in our formulations — including consuming a small amount of our toilet-cleaning formulation as a demonstration.

However, we want to be very clear: nobody should ever drink or intentionally consume any cleaning product, including ours. Cleaning products are not food or beverages, and this should never be copied as a safety test or challenge.

So we don’t ask customers to believe us simply because we use words such as “green”, “natural” or “eco-friendly.”

We ask them to question us.

Question our ingredients.
Question our packaging.
Question our plastic consumption.
Question our pricing.
And question the same things of every other brand.

If the only measurement is ₹ per litre, we accept that Javi is currently more expensive than several alternatives.

But if the measurement becomes what ingredients you receive, how much packaging waste is created, how much water is unnecessarily transported, whether containers can be reused, and what environmental footprint is left behind, then we believe the comparison becomes much more meaningful.

We aren’t trying to become the cheapest cleaner at any cost.

We’re trying to make genuinely responsible cleaning affordable — and as we achieve greater scale, our goal is to make it more affordable, not simply increase our margins.

Thank you for challenging us on the price. These are exactly the conversations we believe consumers should be having.