Pilates, barre and yoga franchise finance
Averan read the 2026 FDDs of six pilates, barre and yoga brands.
The median brand here reports average revenue of $482,108 an unit. Percentage fees at the median brand come to 10.3% of sales. The median cost to open runs $427,675 to $755,192.
Find a pilates, barre and yoga brand
6 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.
- Bar Method Revenue, membership revenue, retail revenue, member count and unique customer count for 73 studios on one consistent quartile ranking, plus reported rent and CAM per square foot
- barre3monthly average/median/min/max with quartiles and a schedule-density split · 140 classes a month is worth 1.82 times the revenue
- BODYBAR Pilates Revenue by group · The highest revenue per member in the library, and a bottom end near zero
- Club Pilates Revenue by group · Operating metrics disclosed alongside revenue, read as a growth stalls
- Pure Barre Revenue by group · Year one is a repricing exercise, members fall while revenue rises
- Yoga Six Revenue by group · Revenue per member is a constant across every quartile, so the whole range is member
The figures, brand by brand
| Measure | Median | Brands | Basis |
|---|---|---|---|
| Average sales per unit | $482,108 | 6 of 6 | Median of each brand’s disclosed average |
| Median sales per unit | $447,442 | 6 of 6 | Median of each brand’s disclosed median |
| Initial franchise fee | $60,000 | 6 of 6 | |
| Royalty | 7% | 6 of 6 | Headline rate |
| Brand or advertising fund | 2% | 6 of 6 | |
| Percentage fees, all in | 10.3% | 6 of 6 | Royalty, funds and local marketing set as a share of sales |
| Cost to open, low | $427,675 | 6 of 6 | |
| Cost to open, high | $755,192 | 6 of 6 | |
| Profit margin | Fewer than three disclose | 0 of 6 | Each brand’s own profit line; definitions differ |
| Labor, share of revenue | Fewer than three disclose | 0 of 6 | |
| Building costs, share of revenue | Fewer than three disclose | 1 of 6 | |
| Unit growth, 2025 | 8.4% | 6 of 6 | (End − start) ÷ start |
| Customers lost, 2025 | 1.8% | 6 of 6 | 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 pilates, barre and yoga are running
What the top performers can do that others cannot
6 of the 6 brands here sell a membership. Filling a fixed building is the constraint: occupancy runs 16.3% of sales at the middle brand, and the rent does not move when the week is quiet.
What the customer is buying
The customer buys a plan they pay for monthly whether they show up or not. A location at the middle brand sells $482,108 a year; the top group sells $776,728. The offer is the same at both ends of that range, so the difference is volume rather than product. At 6 of them the top performers widen the offer rather than the building: retail and higher service tiers raise what an hour earns without adding an hour.
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 46% 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 $776,728 against $261,407 at the bottom. Trade area and site set that range before an owner takes a booking.
How the money works
Opening costs $240,288 to $1,029,811 across the group, and inside one brand the top of the range is typically 1.8 times the bottom. At the middle brand the cost stack runs occupancy 16.3%, franchise fees 10.3% of sales. 4 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: $393,761, $4,821, $987,810, 2.9.
Top performers
These are the things that separate top performers in pilates, barre and yoga
At the typical pilates, barre and yoga brand, the best group of locations sells $776,728 a year. The worst group sells $261,407. That is $515,321 more a year, 3.0 times over, for the same brand on the same agreement. Across these brands, a median of 46% of locations reach their own brand’s average. The average describes the top of a system, not the middle. 6 of the 6 brands here publish bands; the rest disclose no spread at all.
Decided before you open
- What it costs to open.Opening costs run $240,288 to $1,029,811 across the group, and the top of a single brand’s range is typically 1.8 times its bottom. The top group sells $776,728 a year against a build that tops out at $1,029,811, so at the heavy end of the range a location sells $0.75 for every dollar it cost to open. A build that heavy takes years of sales to recover, so the site has to be right the first time.
- What a location sells.Average sales run $482,108 at the middle brand and $776,728 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 16.3% of sales at the middle brand, which on median sales of $482,108 is $78,535 of rent a year. That same $78,535 is 10.1% of sales at the top group and 30.0% 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
- 6 of the 6 brands here sell a membership.The owner watches three things. How many people join in a month. How many cancel. What a member spends on top of the plan. The top performers work the cancellations as hard as the joins, because a member who leaves in month four has cost a year of revenue that was already counted.
- 6 of the 6 brands here can widen what they sell without widening the building.Selling a product alongside the service, or moving customers onto a higher tier of it, raises what an hour of the same room earns. It is the only way to lift the ceiling without spending money on more space or more hours.
- 4 of the 6 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. They are barre3, Club Pilates, Pure Barre, Yoga Six.
- What the brand charges. The line that works backwards.Fees run a median 10.3% of sales across 6 brands, from 9.0% to 12.0%. 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 $776,728 the fees cost $79,692 a year; at $261,407 they cost $26,820. The percentage is the same and the burden is not.
Context you underwrite around
- How many brands show a ramp.4 of 6 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.
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.
6 brands
Bar Method
Pilates, barre and yoga
- Occupancy, the line that does not flex. Rent and building costs take 16.3% of sales. Sales per square foot and the hours the space is earning are the only two ways to move it, since 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.
- 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 9.5% 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.
barre3
Pilates, barre and yoga
- 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.
- 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 9.5% 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.
BODYBAR Pilates
Pilates, barre and yoga
- 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.
- 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 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.
Club Pilates
Pilates, barre and yoga
- 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.
- 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.
- 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.
Pure Barre
Pilates, barre and yoga
- 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.
- 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 11.0% 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.
Yoga Six
Pilates, barre and yoga
- 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.
- 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 11.0% 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.
- What should I be looking at every week?The handful of numbers that move before the P&L does.
- 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.
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 do your numbers sit against your brand's?
A structured review of your unit economics, cash forecast, and reporting, benchmarked against your own brand’s filed numbers.
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.