Chiropractic franchise finance
Averan read the 2026 FDDs of four chiropractic brands.
The median brand here reports average revenue of $609,587 an unit. Percentage fees at the median brand come to 10.5% of sales. The median cost to open runs $226,320 to $540,000.
Find a chiropractic brand
4 brands in this guide, each from its own 2026 FDD. Open one, or pick two and compare them.
The brands in this group
Each brand has its own business model breakdown, with every figure set out against the brand’s disclosure document it comes from.
- ChiroWay No financial performance representation · Fixed_not_percentage
- HealthSource Chiropractic Revenue by group · Patient value, visits multiplied by revenue per visit, accounts for the entire revenue range
- MaxLivinggross-sales-and-weekly-patient-visits-published-side-by-side-for-two-years-with-top-and-bottom-fifths-and-an-insurance-share · Gross sales and average weekly patient visits published for the same clinics in the same two years
- The Joint Chiropractic Full P&L · What the franchise agreement fixes exceeds what the clinic keeps
The figures, brand by brand
| Measure | Median | Brands | Basis |
|---|---|---|---|
| Average sales per unit | $609,587 | 3 of 4 | Median of each brand’s disclosed average |
| Median sales per unit | $526,397 | 3 of 4 | Median of each brand’s disclosed median |
| Initial franchise fee | $44,950 | 4 of 4 | |
| Royalty | 7% | 3 of 4 | Headline rate |
| Brand or advertising fund | 2% | 3 of 4 | |
| Percentage fees, all in | 10.5% | 4 of 4 | Royalty, funds and local marketing set as a share of sales |
| Cost to open, low | $226,320 | 4 of 4 | |
| Cost to open, high | $540,000 | 4 of 4 | |
| Profit margin | Fewer than three disclose | 1 of 4 | Each brand’s own profit line; definitions differ |
| Labor, share of revenue | Fewer than three disclose | 2 of 4 | |
| Building costs, share of revenue | Fewer than three disclose | 2 of 4 | |
| Unit growth, 2025 | 1% | 4 of 4 | (End − start) ÷ start |
| Customers lost, 2025 | 11% | 3 of 4 | Terminated, non-renewed, reacquired and ceased, ÷ opening units; transfers excluded |
Each figure is the median of the brands that disclose it, and the Brands column counts them.
How we calculated this
Revenue is each brand's own reported figure on its own unit basis, so the median describes the group and no single brand. Growth and customers lost are our calculations from each brand's outlet table. Where fewer than three brands disclose a figure, no benchmark is shown.
The model
The business model the top performers in chiropractic are running
What the top performers can do that others cannot
2 of the 4 brands here sell a visit at a time. Rostering against demand is the constraint: wages run 39.8% of sales at the middle brand, more than any other line.
What the customer is buying
The customer buys a service booked when it is needed. At 1 of them the model is different: the customer buys work that repeats on a schedule, which asks something else of the owner. A location at the middle brand sells $609,587 a year; the top group sells $1,103,318. The offer is the same at both ends of that range, so the difference is volume rather than product.
Who the customer is, and how often they come back
The customer relationship sits between the two: some repeat, some are won once, and the mix decides how much has to be spent on marketing. A median 40% of locations reach their own brand’s average, so most of the system is below the number the brand advertises, and the gap is usually a demand gap rather than an effort gap. The top group sells $1,103,318 against $295,293 at the bottom. Trade area and site set that range before an owner takes a booking.
How the money works
Opening costs $113,350 to $635,078 across the group, and inside one brand the top of the range is typically 1.9 times the bottom. At the middle brand the cost stack runs wages 39.8%, occupancy 10.8%, franchise fees 10.5% of sales. What is left runs 16.2% at the middle brand, which is $178,738 a year at the top group and $47,837 at the bottom. The percentage barely moves between them; the dollars do.
Also disclosed across this group: $0, $3,353, $49,681, $563,514, $6,096, $908,947, 4.8, 6.7.
Top performers
These are the things that separate top performers in chiropractic
At the typical chiropractic brand, the best group of locations sells $1,103,318 a year. The worst group sells $295,293. That is $808,025 more a year, 3.7 times over, for the same brand on the same agreement. Across these brands, a median of 40% of locations reach their own brand’s average. The average describes the top of a system, not the middle. 3 of the 4 brands here publish bands; the rest disclose no spread at all.
Decided before you open
- What it costs to open.Opening costs run $113,350 to $635,078 across the group, and the top of a single brand’s range is typically 1.9 times its bottom. The top group sells $1,103,318 a year against a build that tops out at $635,078, so at the heavy end of the range a location sells $1.74 for every dollar it cost to open. That build is recovered inside a year or two of sales at that end of the system.
- What a location sells.Average sales run $609,587 at the middle brand and $1,103,318 at the top group. Format and site decide most of that before an owner does anything, which is why the same operator produces different results in different trade areas.
- Rent is one number, and it lands twice.Occupancy runs 10.8% of sales at the middle brand, which on median sales of $609,587 is $65,531 of rent a year. That same $65,531 is 5.9% of sales at the top group and 22.2% at the bottom. Nobody negotiated a worse lease. The top performers move this line by putting more sales through the same square footage: longer earning hours, a second daypart, and a site picked for traffic rather than for the rate.
Live operating levers
- 2 of the 4 brands here sell a visit at a time.The owner counts how many visits happen, what each one is worth, and how many customers book the next one before they leave. The last of those three is what separates a busy week from a full calendar next month. They are HealthSource Chiropractic, MaxLiving.
- Wages. Same labor market, different result.Wages run 39.8% of sales at the middle brand and 31.6% to 47.9% across the 2 that disclose it. These brands hire from the same pool at the same rates, so a 16-point spread is not a pay-rate gap. It is scheduling and productivity: rostering against booked demand hour by hour, managing sales per paid hour as the number, and keeping enough of the pay variable that the line falls when the week is quiet. On the top group’s $1,103,318 of sales, a point of wages is $11,033 a year; on the bottom group’s $295,293 it is $2,953. The same discipline is worth more where the volume already is.
- What is left at the end. Where the gap comes from.Of the 1 brands that publish a profit line, the middle one keeps 16.2% of sales, from 16.2% to 16.2%. The cost lines above move by a few points between the best and worst locations while sales move by multiples, so the top performers are not running a cheaper business. They are running the same cost base over more revenue. Hold that 16.2% margin steady and the top group earns $178,738 against $47,837 at the bottom, a difference of $130,900 a year that comes from volume alone.
- What the brand charges. The line that works backwards.Fees run a median 10.5% of sales across 4 brands, from 3.0% to 14.0%. Where a minimum sits underneath the percentage, the weakest location pays the highest effective rate, so the fee line costs most exactly where it can least be afforded. The top performers clear the minimum early and stop thinking about it. At $1,103,318 the fees cost $115,848 a year; at $295,293 they cost $31,006. The percentage is the same and the burden is not.
Context you underwrite around
- How many brands show a ramp.1 of 4 filings in this group show how a new location builds up. For the rest the first year has to be assumed, and the assumption is usually wrong in the same direction.
- What is not banded.1 brands publish no bands at all, so their spread is unknown rather than narrow. Read a single average as the upper-middle of a distribution you cannot see.
Operating levers
What each brand’s top performers actually work on
The levers the filing supports, brand by brand. Three to five each, read from that brand’s own 2026 FDD. Filter by type of business, or open a brand for the figures underneath.
4 brands
ChiroWay
Chiropractic
- Routes, the operating driver. This model bills on routes. The van costs the same whatever it does that day, so the owner works on how many stops fit into it and how far apart they are. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Service and retail mix. Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites. Fees run about 12.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
HealthSource Chiropractic
Chiropractic
- Wages, the dominant line. Wages take 31.6% of sales. Staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission are where this is won.
- Occupancy, the line that does not flex. Rent and building costs take 10.2% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
- Visits, the operating driver. This model bills on visits. The owner watches how many visits happen, what each one is worth, and how many customers book the next one before they leave. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Membership and rebooking. A recurring plan turns a high-fixed-cost business from an appointment book into a subscription, which smooths the utilisation that drives the wage line. Rebooking before the customer leaves is what builds it, not marketing spend afterwards.
- Fees, and where the minimum bites. Fees run about 9.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
MaxLiving
Chiropractic
- Visits, the operating driver. This model bills on visits. The owner watches how many visits happen, what each one is worth, and how many customers book the next one before they leave. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 3.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
The Joint Chiropractic
Chiropractic
- Wages, the dominant line. Wages take 47.9% of sales, against 16.2% kept at the end. Staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission are where this is won. Small movements here move the result more than anything else, because nothing else in the structure is that large.
- Occupancy, the line that does not flex. Rent and building costs take 11.3% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
- Members, the operating driver. This model bills on members. The owner watches how many people join, how many cancel, and what a member spends beyond the plan. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 14.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
- The first year. This filing shows how a new location builds up, so the ramp can be underwritten from the document rather than assumed. Read two things out of it: the month sales cross the point where costs are covered, and how much cash you fund before that month arrives. Everything before break-even is paid for by you.
Questions owners ask next
The figures above raise these, and each one is answered on its own page.
- At what level of sales does a minimum fee stop costing me more than the percentage?How royalty, ad fund and minimums actually work on a monthly statement.
- How much cash do I fund before a new location covers its own costs?A 13-week forecast for the months before break-even.
- My payroll percentage keeps climbing. Is that a payroll problem?Usually it is a revenue problem wearing a payroll costume.
- How much of Item 19 can I rely on?What a financial performance representation does and does not tell you.
- What should I be looking at every week?The handful of numbers that move before the P&L does.
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
Launch the diagnostic →Where does your unit sit?
A structured review of your unit economics, cash forecast, and reporting, benchmarked against the brands in this guide.
Request the reviewWhere these figures come from
Every figure here comes from the brands' 2026 FDDs and is unaudited by us. We are unaffiliated with the brands. The medians, growth and customers lost figures are our own calculations. The figures describe past performance at other businesses. They are not a projection of your results. This page is an educational summary and is not an offer to sell a franchise or financial, legal or tax advice. All trademarks belong to their owners. How Averan reads a Franchise Disclosure Document.