Non-medical home care franchise finance
Averan read the 2026 FDDs of 18 non-medical home care brands.
The median brand here reports average revenue of $1,545,697 an unit. Percentage fees at the median brand come to 7.2% of sales. The median cost to open runs $102,475 to $176,239.
Brands18
Median revenue an unit$1,545,697
Median percentage fees7.2%
Median royalty5%
Find a non-medical home care brand
18 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.
- Assisting Hands Home Care Every location listed · Stepped royalty threshold tested against where owners actually bill
- CareBuilders At Hometwo_year_trend · A 9% royalty on revenue is a quarter of gross profit
- Caring Senior Service Revenue by group · Item 19 split by staffing level, pricing a hiring decision directly
- ComForCareyears open-group-plus-hours-and-clients · Gross sales by time in business for 220 territories and 154 owners
- Comfort Keepers Revenue by group · Disclosed cost structure reduced to a per hour billed measure of what one location earns and spends
- Executive Home Care Revenue by group · Flat gross profit at every size, so the minimum fees decide survival
- FirstLight Home Care Revenue by group · hourly rate and pay rate both disclosed, with the full range
- Griswold Revenue by group · Same-owner group build-up plus the franchisor's own offices as the only benchmark for what is left after costs
- Home Helpers Home Caregross-revenues-by-location-with-territory-counts-split-by-time-in-system-and-by-top-and-bottom-fifty-plus-a-single-franchise-cut · Two declining fee ladders on different bases, with territory count driving position
- Home Instead Revenue by group · hourly rate identical at every size, so revenue reduces to a staffing count
- Homewatch CareGivers Revenue by group · The same cost line disclosed by quintile, where the range exceeds the
- Nurse Next Door Revenue by group · Outsourced back office charged as a percentage, so the load falls only with the build-up
- Qualicare Net Revenue of Open Franchisees, 3 years · Royalty_floor_per_territory
- Right at Homenet-billings-by-months-in-business-plus-a-per-owner-entity-table-and-a-distribution-group-table · Tiered brand fund that stops at a revenue ceiling
- Senior Helpers Revenue by group · Escalating performance standard that converts a 5% royalty into a fixed cost
- Seniors Helping Seniors Revenue by group · Sales standard that forfeits territorial exclusivity
- SYNERGY HomeCare Revenue by group · Single-territory against multi-territory owners, where depth beats breadth
- Visiting Angels Revenue by group · Tapering royalty that makes the brand cheaper as the agency grows
The figures, brand by brand
| Measure | Median | Brands | Basis |
|---|---|---|---|
| Average sales per unit | $1,545,697 | 17 of 18 | Median of each brand’s disclosed average |
| Median sales per unit | $1,122,828 | 17 of 18 | Median of each brand’s disclosed median |
| Initial franchise fee | $49,900 | 10 of 18 | |
| Royalty | 5% | 18 of 18 | Headline rate |
| Brand or advertising fund | 1.8% | 18 of 18 | |
| Percentage fees, all in | 7.2% | 18 of 18 | Royalty, funds and local marketing set as a share of sales |
| Cost to open, low | $102,475 | 17 of 18 | |
| Cost to open, high | $176,239 | 17 of 18 | |
| Profit margin | Fewer than three disclose | 1 of 18 | Each brand’s own profit line; definitions differ |
| Labor, share of revenue | Fewer than three disclose | 2 of 18 | |
| Building costs, share of revenue | Fewer than three disclose | 1 of 18 | |
| Unit growth, 2025 | 12.6% | 18 of 18 | (End − start) ÷ start |
| Customers lost, 2025 | 2% | 4 of 18 | 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 non-medical home care are running
What the top performers can do that others cannot
16 of the 18 brands here sell hours of somebody’s time. 3 of them run a recurring plan, and turning a first visit into a standing arrangement is a skill in itself. Rostering against demand is the constraint: wages run 50.6% of sales at the middle brand, more than any other line.
What the customer is buying
The customer buys care or labour billed by the hour. At 1 of them the model is different: the customer buys a placement paid on a fee, which asks something else of the owner. A location at the middle brand sells $1,545,697 a year; the top group sells $4,718,741. 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
This is a retention business. The money is made in the second year of a customer, not the first month, so the number that decides the year is how many stay. A median 34% 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 $4,718,741 against $186,238 at the bottom. Trade area and site set that range before an owner takes a booking.
How the money works
Opening costs $80,245 to $350,550 across the group, and inside one brand the top of the range is typically 1.6 times the bottom. At the middle brand the cost stack runs wages 50.6%, occupancy 2.4%, franchise fees 7.2% of sales. What is left runs 10.8% at the middle brand, which is $509,624 a year at the top group and $20,114 at the bottom. The percentage barely moves between them; the dollars do. Cash and earned revenue arrive in different periods here, so the cash forecast matters more than the profit line in any given month. 15 of these brands publish how a new location builds up, so the first year can be read out of the document instead of guessed at.
Also disclosed across this group: $0, $15,457, $2,750,876, $40,961, $852,618, 22.8, 2438.9.
Top performers
These are the things that separate top performers in non-medical home care
At the typical non-medical home care brand, the best group of locations sells $4,718,741 a year. The worst group sells $186,238. That is $4,532,503 more a year, 25.3 times over, for the same brand on the same agreement. Across these brands, a median of 34% of locations reach their own brand’s average. The average describes the top of a system, not the middle. 16 of the 18 brands here publish bands; the rest disclose no spread at all.
Decided before you open
- What it costs to open.Opening costs run $80,245 to $350,550 across the group, and the top of a single brand’s range is typically 1.6 times its bottom. The top group sells $4,718,741 a year against a build that tops out at $350,550, so at the heavy end of the range a location sells $13.46 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 $1,545,697 at the middle brand and $4,718,741 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 2.4% of sales at the middle brand, which on median sales of $1,545,697 is $36,633 of rent a year. That same $36,633 is 0.8% of sales at the top group and 19.7% 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
- 16 of the 18 brands here bill by the hour.The owner pays for every hour a caregiver works and only bills the hours a client accepts, so the first job is to keep those two numbers close together. The second is to protect the gap between the rate charged and the rate paid, and the top performers do that by scheduling carefully and holding pay bands rather than by raising the price.
- 15 of the 18 brands here publish how a new location builds up.Where a brand shows its first year month by month, an owner can see when sales finally cover the costs and how much cash has to be put in before that point arrives. Where a brand does not show it, that curve has to be guessed at, and the guess is usually optimistic.
- 3 of the 18 brands here run a recurring plan.A plan turns a business that waits for the phone to ring into one that knows roughly what next month looks like, and that predictability is what lets an owner staff properly. It is built by asking the customer to book the next visit before they walk out, not by spending more on marketing afterwards. They are Comfort Keepers, Nurse Next Door, Visiting Angels.
- Wages. Same labor market, different result.Wages run 50.6% of sales at the middle brand and 48.0% to 53.3% across the 2 that disclose it. These brands hire from the same pool at the same rates, so a 5-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 $4,718,741 of sales, a point of wages is $47,187 a year; on the bottom group’s $186,238 it is $1,862. 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 10.8% of sales, from 10.8% to 10.8%. 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 10.8% margin steady and the top group earns $509,624 against $20,114 at the bottom, a difference of $489,510 a year that comes from volume alone.
- What the brand charges. The line that works backwards.Fees run a median 7.2% of sales across 18 brands, from 6.0% to 13.0%. 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 $4,718,741 the fees cost $342,109 a year; at $186,238 they cost $13,502. The percentage is the same and the burden is not.
Context you underwrite around
- How many brands show a ramp.15 of 18 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.2 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.
18 brands
Assisting Hands Home Care
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.5% 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.
CareBuilders At Home
Non-medical home care
- Placements, the operating driver. This model bills on placements. The fee is earned when someone is hired and lost again if they leave inside the guarantee, so a placement that does not stick costs the firm twice. 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 10.0% 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.
Caring Senior Service
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.0% 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.
ComForCare
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.5% 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.
Comfort Keepers
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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.
- 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.
Executive Home Care
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 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.
FirstLight Home Care
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 6.0% 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.
Griswold
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 6.0% 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.
Home Helpers Home Care
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 6.4% 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.
Home Instead
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.0% 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.
Homewatch CareGivers
Non-medical home care
- Wages, the dominant line. Wages take 48.0% of sales. Staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission are where this is won.
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.0% 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.
Nurse Next Door
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 13.0% 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.
Qualicare
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- The gift card book. Gift cards are sold before the service is delivered. The top performers are not selling more of them by accident, they are running a deliberate seasonal push into the holidays and out of it again. The accounting follows: a gift card is deferred revenue until it is redeemed, so cash and earned revenue arrive in different periods.
- Fees, and where the minimum bites. Fees run about 9.3% 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.
Right at Home
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 8.1% 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.
Senior Helpers
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 6.5% 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.
Seniors Helping Seniors
Non-medical home care
- Wages, the dominant line. Wages take 53.3% 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 2.4% 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.
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 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.
- 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.
SYNERGY HomeCare
Non-medical home care
- Billed hours, the operating driver. This model bills on billed hours. The owner pays for every hour worked and bills only the hours a client accepts, so the job is to keep those two close and to protect the gap between the rate charged and the rate paid. 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 7.0% 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.
Visiting Angels
Non-medical home care
- 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 6.0% 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.
Questions owners ask next
The figures above raise these, and each one is answered on its own page.
- Money arrives before the service does. How should that be booked?Deferred revenue, and why the bank balance and the profit line disagree.
- 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.
- Do I need a bookkeeper, a controller, or a CFO?What each one owns, and the point at which the next one pays for itself.
- Revenue was the highest it has been. Why did profit not move?Where the extra revenue went, line by line.
Part of our Senior Care Franchise Finance guide · Other types: Senior living placement · Home health and staffing
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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.