Hydrate IV franchise unit economics
Hydrate IV Bar franchisees run a small IV-drip and vitamin-injection bar, roughly half of revenue on membership. The average franchised location billed $655,781 and earned $114,870 of operating Profit, a 17.5% margin. The median location billed $508,908 and earned −$688.
- Primary source
- Hydrate IV Bar Franchising, LLC, 2026 Franchise Disclosure Document
- Items read
- Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- the locations the filing reports on
- Our calculations
- Marked on the page with an asterisk. Method
- Last reviewed
- 26 September 2026
Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.
The average franchised Hydrate IV location earned $114,870 of operating Profit last year. The median earned −$688. The distance between those two points is about fifteen more visits a week.
- The median location broke even; the average kept 17.5%. −$688 of Profit at the median against $114,870 at the average, so half the system is working for free.
- Fifteen more visits a week is the whole gap. $146,873 of revenue separates the median from the average, which at a $191 ticket is 769 visits a year.
- Break-even sits near $510,000 of revenue. About 51 visits a week at the average ticket, and the median location bills $508,908.
- Product costs more than twice what staff do. Cost of goods runs 33.2% of revenue against wages at 15.3%. This is a supply business with a clinic attached.
- Membership is 40% of revenue, against 48% at the affiliate locations. The highest-selling locations sell a larger share on subscription, and they hold a $191 ticket while doing it.
How much does a Hydrate IV franchise make?
The average Hydrate IV unit reported $655,781 of revenue in the 2026 FDD, and the median reported $508,908. The filing puts the profit line at 17.5% of revenue. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.
How the business works
The average and the median describe different businesses.
| Line | Average | % | Median | % | High | Low |
|---|---|---|---|---|---|---|
| Total revenue | $655,781 | 100.0% | $508,908 | 100.0% | $1,669,363 | $245,867 |
| Cost of goods sold | $217,706 | 33.2% | $189,161 | 37.2% | $448,875 | $177,840 |
| Gross profit | $438,075 | 66.8% | $319,747 | 62.8% | $1,220,488 | $68,027 |
| Wages | $100,613 | 15.3% | $106,523 | 20.9% | $209,466 | $55,706 |
| Other operating expenses | $96,822 | 14.8% | $99,385 | 19.5% | $208,439 | $52,379 |
| Facilities | $54,842 | 8.4% | $53,655 | 10.5% | $52,294 | $36,303 |
| Royalty | $47,492 | 7.2% | $40,106 | 7.9% | $110,713 | $17,305 |
| Brand fund | $13,236 | 2.0% | $10,566 | 2.1% | $33,264 | $4,457 |
| Technology fee | $10,200 | 1.6% | $10,200 | 2.0% | $10,200 | $10,200 |
| Operating Profit | $114,870 | 17.5% | −$688 | 0% | $596,113 | −$108,324 |
Dollar figures and the Profit margin row as the brand reported it.
Read the two percentage columns side by side and the pattern is clean. The median location pays more of every line, product at 37.2% against 33.2%, wages at 20.9% against 15.3%, facilities at 10.5% against 8.4%. It is paying similar dollars on considerably less revenue.
Facilities makes that plainest: $53,655 at the median against $54,842 at the average, which is effectively the same rent bill landing on $147,000 less revenue. The technology fee is identical at $10,200 either way. Those costs were fixed when you signed, and the only thing that moves them as a share of sales is volume.
Top performers
What separates the top Hydrate IV performers
Hydrate IV splits its locations into groups instead of publishing one average. The best group averaged $1,669,363 a year. The worst averaged $245,867. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $508,908. The average was $655,781. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 6.8× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- Territory, and how much of it is real.This model sells from a territory rather than a building. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
- What you spend to open.Opening costs $347,050 to $577,600, a 1.7× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Live operating levers
- 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.
Context you underwrite around
- What the disclosure leaves out.Item 19 publishes no attainment figure. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.
The gap
What the gap is worth in visits.
At an average ticket of $191, a revenue gap converts straight into appointments.
| Move | Revenue gap | Visits a year | Visits a week |
|---|---|---|---|
| Median to average | $146,873 | 769 | 15 |
| Median to the highest-selling location | $1,160,455 | 6,075 | 117 |
| Lowest-selling location to median | $263,041 | 1,377 | 26 |
Ours, dividing the disclosed revenue differences by the disclosed $191 average ticket.
Fifteen more visits a week is the distance between a location earning zero and one earning $114,870. That is two or three a day. It is a number you can put in front of a team, and it is a very different brief from a $146,873 revenue gap.
The reason it converts so well is the cost structure. Once product and franchisor fees are paid, about 42% of each dollar, most of what remains on an incremental visit reaches Profit. Because facilities, technology and a good deal of wages are already committed.
Break-even, and how much of the system sits on it.
The median location bills $508,908 and earns −$688. So break-even in this system is around $510,000 of revenue, or roughly 51 visits a week at the average ticket.
By definition, half the reporting locations sit at or below that line. The lowest-selling bills $245,867 and loses $108,324, a loss larger than 44% of its revenue.
Companies the brand owns
The affiliate locations, and what they do differently.
| Measure | Affiliate-owned | Franchised |
|---|---|---|
| Total revenue | $844,027 | $655,781 |
| Operating Profit | $150,126 | $114,870 |
| Profit margin | 18% | 18% |
| Median Profit | $214,614 | −$688 |
| Membership share of revenue | 48% | 40% |
| Average ticket | $185 | $191 |
| Lowest Profit in the group | $10,753 | −$108,324 |
All figures as the brand reported it.
The shares kept match at 18%, and the medians diverge. The affiliate group’s median location earns $214,614; the franchised group’s earns zero. Every affiliate location cleared break-even, with the lowest-selling at $10,753, while the lowest-selling franchised location lost $108,324.
Two disclosed differences point at why. The affiliates sell 48% of revenue on membership against 40%, and they do it at a lower ticket, $185 against $191. That combination describes a book built on recurring visits, which is what keeps a drip room busy in a quiet week.
So the lever is subscription share. Eight points of membership on the median location's revenue is about $41,000 of recurring billing. It arrives without the traffic problem that the visits table sets out.
Questions we get asked
Does Hydrate IV disclose profitability?
Fully, and with the medians that most brands leave out. You get revenue, cost of goods, wages, facilities, other operating costs, all three franchisor fees and operating Profit, each with average, median, high and low, for both franchised and affiliate outlets. The medians are what make it useful. They show the average is carried from above.
Which number should I measure my location against?
The median, at $508,908 of revenue and roughly break-even Profit. Then compare your cost lines against the median column: product at 37.2%, wages at 20.9%, facilities at 10.5%. If your percentages look closer to the average column, you are already in the upper half of this system.
What is my break-even?
About $510,000 of revenue, or 51 visits a week at the $191 average ticket. The median location bills $508,908 and earns −$688, which sets the line precisely. Your own number moves with your rent, and facilities run near $54,000 across the system whatever you bill.
Where is the recoverable money?
Volume first, then membership share. Fifteen more visits a week closes the gap from break-even to the system average. Beyond that, the affiliate locations take 48% of revenue on membership against 40% at franchised outlets, at a slightly lower ticket, so recurring billing.
Who does bookkeeping for a Hydrate IV franchise?
Memberships bill ahead of service, so part of every month’s cash is treatment you still owe, and at 40% of revenue that balance matters. Track cost of goods by bag and by protocol, at a third of revenue it is your largest line. A single supplies figure will hide both waste and purchasing terms. Keep visit counts and average ticket in the monthly pack beside the P&L, since those two multiply into your revenue and the system figures give you something to read them against. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
Questions worth putting to Hydrate IV
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- Is the profit figure in Item 19 before or after owner pay, and how many locations sit below it?
- What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- What do the fees add up to as a share of sales at the average location, once minimums and technology charges are counted?
- How many Hydrate IV locations closed, were sold, or changed hands last year, and why?
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 →Run these numbers against your own location.
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