Non-medical home care franchise finance
The median brand here reports average revenue of $1,542,540 a unit. Percentage fees at the median brand come to 7% of sales. The median cost to open runs $103,950 to $181,200.
Non-medical home care franchises at a glance
- Averan Franchise compares twenty-eight non-medical home care franchise brands, each from its own 2026 FDD.
- The cost to open a non-medical home care franchise runs from $32,530 at ActiKare to $628,000 at Interim HealthCare.
- Interim HealthCare reports the highest average sales of these brands, at $3,837,660, and A Better Solution In Home Care the lowest, at $810,814.
- Franchise fees take 5.25% to 13% of sales across the twenty-seven brands where Averan Franchise works out the figure.
These figures come from each brand's 2026 Franchise Disclosure Document, as the brand reported them, and were read by Averan Advisors.
Find a non-medical home care brand
This guide covers twenty-eight brands, each from its own 2026 FDD. Open one, or pick two and compare them.
All 28 brands
The brands in this group
Each brand has its own page on how its locations make money, with every figure set out against the brand’s disclosure document it comes from.
- 1Heart Caregiver Services 33 locations · Minimum royalty rising by year and charged per territory
- 2nd Family 24 locations · Revenue and expenses for each reporting business
- A Better Solution In Home Care 28 locations · Agency-by-agency revenue against a $250,000 Performance Standard
- ActiKare 150 locations · Item 19 reported by owner hours worked per week
- Always Best Care 291 locations · Owner discretionary profit margin by years in operation, published separately for single-unit and multi-unit franchisees, plus three years of systemwide gross sales, assigned areas, earning franchisees and average monthly client counts
- Assisting Hands Home Care Every location listed · Stepped royalty threshold tested against where owners actually bill
- BrightStar Care 396 locations · Measured year-by-year ramp plus attainment counts
- CareBuilders At Home 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
- ComForCare Sales by years open · Gross sales, hours and clients 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
- Hallmark Homecare 59 locations · Gross profit per billable hour
- Home Helpers Home Care 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
- Home Matters Caregiving 31 locations · No Item 19; rising revenue minimums
- Homewatch CareGivers Revenue by group · The same cost line disclosed by quintile, where the range exceeds the
- Interim HealthCare 201 locations · Royalty rate set by payer, which makes payer mix a fee decision
- Nurse Next Door Revenue by group · Outsourced back office charged as a percentage, so the load falls only with the build-up
- One You Love Homecare 24 locations · Full-time against part-time owners, with one location crossing between the groups
- Qualicare Net Revenue of Open Franchisees, 3 years
- Right at Home 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 | $1,542,540 | 26 of 28 | Median of each brand’s disclosed average |
| Median sales per unit | $1,297,048 | 26 of 28 | Median of each brand’s disclosed median |
| Initial franchise fee | $54,500 | 26 of 28 | |
| Royalty | 5% | 27 of 28 | Headline rate |
| Brand or advertising fund | 1% | 26 of 28 | |
| Fees paid to the brand | 7% | 27 of 28 | Royalty, brand fund and other fees paid to the brand or its affiliates, as a share of average sales |
| Cost to open, low | $103,950 | 27 of 28 | |
| Cost to open, high | $181,200 | 27 of 28 | |
| Profit margin | 16% | 6 of 28 | Each brand’s own profit line; definitions differ |
| Labor, share of revenue | 53.3% | 5 of 28 | |
| Building costs, share of revenue | 0.9% | 3 of 28 | |
| Unit growth over each FDD’s Item 20 period (2025, or 2023 to 2025) | 12.6% | 28 of 28 | (End − start) ÷ start |
| Customers lost over each FDD’s Item 20 period (2025, or 2023 to 2025) | 5.5% | 12 of 28 | 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
Twenty-five of the twenty-eight brands here sell hours of somebody’s time. Three 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 53.3% of sales at the middle brand, more than any other line.
What the customer is buying
The customer buys care or labor billed by the hour. At one 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 $1,542,540 a year, and the median top group sells $3,692,303. The offer is the same at both ends of that range, so the difference is volume.
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 37% of locations reach their own brand’s average, so most of the system is below the number the brand advertises, and the gap usually comes from low demand. Effort is usually not the cause. The top group sells $3,692,303 against $212,369 at the bottom. Trade area and site set that range before an owner takes a booking.
How the money works
Opening costs $32,530 to $628,000 across the group, and inside one brand the top of the range is typically 1.7 times the bottom. At the middle brand the cost stack runs caregiver wages 53.3%, occupancy 0.9%, franchise fees 7.0% of sales. The brands that report caregiver pay as cost of sales put it at a median 58.0%, the same expense under another name. What is left runs 16.0% at the middle brand, which is $591,692 a year at the top group and $34,032 at the bottom. The percentage changes little between them; the dollars change a lot. Cash and earned revenue arrive in different periods here, so the cash forecast matters more than the profit line in any given month. Twenty-one 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.
Top performers
These are the things that separate top performers in non-medical home care
Across the non-medical home care brands that publish both figures, the median top group of locations sells $3,692,303 a year and the median bottom group sells $212,369. Across these brands, a median of 37% of locations reach their own brand’s average.
Decided before you open
- Opening cost against sales.The top group sells $3,692,303 a year against a build that tops out at $628,000, so at the heavy end of the range a location sells $5.88 for every dollar it cost to open.
- Rent as a share of sales.Occupancy runs 0.9% of sales at the middle brand, which on median sales of $1,542,540 is $13,883 of rent a year. That same $13,883 is 0.4% of sales at the top group and 6.5% at the bottom. Top-group locations put more sales through the same square footage, with longer earning hours, a second daypart, and a site picked for traffic.
Live operating levers
- Twenty-five of the twenty-eight brands here bill by the hour.
Business model attribute
- Service
- Care or staff hours billed to clients
- Unit economics
- Hours billed times the hourly rate, less wages for hours worked
- Twenty-one of the twenty-eight brands here publish how a new location builds up.
Business model attribute
- Service
- The FDD’s month-by-month build-up of a new location
- Unit economics
- Months until sales cover costs
- Four of the twenty-eight brands here run a recurring plan.
Business model attribute
- Service
- Recurring plans and booked return visits
- Unit economics
- Customers on a plan times visits a month
- Wages by brand.Wages run 53.3% of sales at the middle brand and 48.0% to 70.0% across the five that disclose it. The levers are scheduling against booked demand hour by hour, sales per paid hour, and keeping part of pay variable. On the top group’s $3,692,303 of sales, a point of wages is $36,923 a year; on the bottom group’s $212,369 it is $2,124.
- Profit margin.Of the six brands that publish a profit line, the middle one keeps 16.0% of sales, from 10.8% to 26.0%. The cost lines above move by a few points between the highest-selling and lowest-selling locations while sales move by multiples. At a 16.0% margin, the top group earns $591,692 a year and the bottom group $34,032.
- Fees as a share of sales.Fees run a median 7.0% of sales across twenty-seven brands, from 5.2% to 13.0%. Where a minimum applies, lower-selling locations pay a higher effective rate. At $3,692,303 the fees cost $258,461 a year; at $212,369 they cost $14,866.
Context you underwrite around
- First-year build-up.Twenty-one of twenty-eight filings in this group show how a new location builds up. The others do not show it.
- Brands without sales bands.Three brands publish only an average, with no sales bands.
Operating levers
What each brand’s top performers actually work on
These are the levers each brand's filing supports. Each brand has three to five, read from its own 2026 FDD. Filter by type of business, or open a brand for the figures underneath.
28 brands
1Heart Caregiver Services
Non-medical home care
- Fees and the minimum. Fees run about 7.4% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Wages. Wages take 49.5% of sales. The levers are staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission.
2nd Family
Non-medical home care
- Fees and the minimum. Fees run about 7.3% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
- Wages. Wages take 59.0% of sales, against 26.0% kept at the end. The levers are staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission.
A Better Solution In Home Care
Non-medical home care
- Fees and the minimum. Fees run about 6.4% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
ActiKare
Non-medical home care
- Fees and the minimum. Fees run about 6.5% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
Always Best Care
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Assisting Hands Home Care
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 5.5% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
BrightStar Care
Non-medical home care
- Products and materials. Products and materials take 58.0% of sales. The levers are buying terms, price discipline and waste.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Memberships and rebooking. A recurring plan turns appointments into a monthly subscription and keeps the schedule fuller. Rebooking before the customer leaves keeps it full.
- Fees and the minimum. Fees run about 5.2% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
CareBuilders At Home
Non-medical home care
- Placements. The fee is earned when a candidate is hired and refunded if they leave inside the guarantee period.
- Fees and the minimum. Fees run about 10.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Caring Senior Service
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 7.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
ComForCare
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 7.5% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Comfort Keepers
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Memberships and rebooking. A recurring plan turns appointments into a monthly subscription and keeps the schedule fuller. Rebooking before the customer leaves keeps it full.
- Fees and the minimum. Fees run about 5.8% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Executive Home Care
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 8.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
FirstLight Home Care
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Griswold
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Hallmark Homecare
Non-medical home care
- Fees and the minimum. Fees run about 10.2% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Home Helpers Home Care
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.4% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Home Instead
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 7.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Home Matters Caregiving
Non-medical home care
- Fees and the minimum. Fees run about 7.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
Homewatch CareGivers
Non-medical home care
- Wages. Wages take 48.0% of sales. The levers are staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 10.2% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Interim HealthCare
Non-medical home care
- Accounts. Accounts bill year after year. Track how many you keep as well as how many you win.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Nurse Next Door
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Memberships and rebooking. A recurring plan turns appointments into a monthly subscription and keeps the schedule fuller. Rebooking before the customer leaves keeps it full.
- Fees and the minimum. Fees run about 13.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
One You Love Homecare
Non-medical home care
- Fees and the minimum. Fees run about 7.1% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
- Wages. Wages take 70.0% of sales. The levers are staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission.
Qualicare
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Gift cards. Gift cards are sold before the service is delivered, and sales peak around the holidays. A gift card is deferred revenue until it is redeemed, so cash and earned revenue arrive in different periods.
- Fees and the minimum. Fees run about 9.3% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
Right at Home
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.7% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Senior Helpers
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.9% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Seniors Helping Seniors
Non-medical home care
- Wages. Wages take 53.3% of sales. The levers are staff productivity, scheduling against demand hour by hour, and the balance of base pay to commission.
- Occupancy cost. Rent and building costs take 2.4% of sales here. The rent is fixed when the lease is signed, so this share falls only as sales per square foot rise.
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 6.5% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
SYNERGY HomeCare
Non-medical home care
- Billed hours. You pay for every hour worked and bill only the hours a client accepts. Track hours worked against hours billed, and the rate charged against the rate paid.
- Fees and the minimum. Fees run about 7.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
- Cash needed in the first year. This filing shows how a new location builds up: the month sales cover costs, and how much cash you fund before then.
Visiting Angels
Non-medical home care
- Visits. Track how many visits happen, what each one is worth, and how many customers book the next one before they leave.
- Memberships and rebooking. A recurring plan turns appointments into a monthly subscription and keeps the schedule fuller. Rebooking before the customer leaves keeps it full.
- Fees and the minimum. Fees run about 6.0% of sales. A minimum fee also applies, so lower-selling locations pay a higher effective rate. Work out the sales level where the percentage overtakes the minimum.
Non-medical home care cost lines as a share of sales
Eight of the twenty-eight non-medical home care brands in Averan Franchise disclose what their locations spend on wages, rent and space, or cost of goods. Each figure is a share of the average location's sales, from the brand's 2026 FDD. Rent and space covers rent and the other costs of the premises.
| Brand | Wages | Rent and space | Cost of goods |
|---|---|---|---|
| 1Heart Caregiver Services | 49.5% | 0.6% | Not disclosed |
| 2nd Family | 59.0% | 0.9% | Not disclosed |
| A Better Solution In Home Care | Not disclosed | Not disclosed | 53.5% |
| BrightStar Care | Not disclosed | Not disclosed | 58.0% |
| Hallmark Homecare | Not disclosed | Not disclosed | 64.5% |
| Homewatch CareGivers | 48.0% | Not disclosed | Not disclosed |
| One You Love Homecare | 70.0% | Not disclosed | Not disclosed |
| Seniors Helping Seniors | 53.3% | 2.4% | Not disclosed |
How fast new non-medical home care locations build sales
The pages for thirteen of the twenty-eight non-medical home care brands in Averan Franchise show how a new location's sales build after opening, by month or by years open, in dollars from each brand's FDD. The months before sales cover costs are the ones to plan cash for, and the minimum fee calculator shows what the fees cost during them.
Common questions
How much does a non-medical home care franchise cost to open?
Among the twenty-seven non-medical home care brands in Averan Franchise that publish it, the cost to open runs from $32,530 at ActiKare to $628,000 at Interim HealthCare, according to their 2026 FDDs.
Which non-medical home care franchise costs the least to open?
ActiKare has the lowest starting cost of the non-medical home care brands in Averan Franchise, at $32,530 to $57,550.
Which non-medical home care franchise has the highest average sales?
Interim HealthCare reports the highest average sales of the non-medical home care brands in Averan Franchise, at $3,837,660 in its 2026 FDD.
What do non-medical home care franchise fees cost as a share of sales?
Across the twenty-seven non-medical home care brands where Averan Franchise works out the figure, franchise fees take 5.25% to 13% of sales.
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?It explains 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?It works out the sales level where a minimum fee stops applying.
- How much cash do I fund before a new location covers its own costs?It builds a 13-week forecast for the months before break-even.
- Do I need a bookkeeper, a controller, or a CFO?It explains what each role owns and when the next hire pays for itself.
- Revenue was the highest it has been. Why did profit not move?It traces where the extra revenue went, line by line.
Run your own numbers.
The Franchise Numbers Check 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. It 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 agency.
We review your unit economics, cash forecast and reporting, so you know where you stand against the twenty-eight brands above.
Talk to AveranWhere 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.