Snap Fitness franchise unit economics
Snap Fitness franchisees run a 24-hour gym, typically 4,000 to 6,000 square feet, on monthly memberships. 459 franchised clubs averaged $277,584 of sales on 724 members in 2025. The franchisor's eight corporate clubs averaged $466,552 on 870 members and earned $103,054 of net operating income. The fee structure is almost entirely flat: a $725 monthly royalty inside $30,323 a year of fixed charges.
- Primary source
- Snap Fitness, Inc., 2026 Franchise Disclosure Document
- Items read
- Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- 459 of 460 locations
- 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 royalty here is $725 a month, flat, and it sits inside a franchise fees of $30,323 a year that lands whatever a club bills. At top-quarter revenue that is 7.7%. At bottom-quarter revenue it is 29.2%. Meanwhile the franchised network has lost 87 clubs in three years while the franchisor's own eight clubs bill 68% more than the average franchisee.
- The flat franchise fees is $30,323 a year before a single member-based charge.7.7% of top-quarter revenue and 29.2% of bottom-quarter revenue, on a $725 monthly royalty.
- Corporate clubs bill $466,552 against $277,584 across 459 franchised clubs.68.1% more, on 870 members against 724, $44.69 a member a month against $31.95.
- The franchised network fell from 547 clubs to 460 in three years.−15.9%, with company clubs falling from 12 to 8 alongside.
- Clubs over 8,000 square feet bill $567,318 and clubs under 4,000 bill $229,984.2.47 times the revenue on 2.13 times the members, across 24 and 225 clubs.
- The corporate clubs spend 0.89% of revenue on marketing.$4,174 a club, the lowest marketing line of any brand in this library.
How much does a Snap Fitness franchise make?
The average Snap Fitness unit reported $277,584 of revenue in the 2026 FDD, and the median reported $234,451. The brand’s disclosure document discloses revenue and not profit, so what an owner keeps depends on the cost structure set out below. 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.
Sales and members
459 franchised clubs, by quartile.
| quartile | Clubs | Sales | Sales growth | Members | Member growth | Revenue per member a month | Highest / lowest sales |
|---|---|---|---|---|---|---|---|
| Top quartile | 115 | $522,423 | +8% | 1,107 | −1% | $39.33 | $1,623,508 / $331,997 |
| Second quartile | 114 | $278,393 | +2% | 763 | +4% | $30.41 | $331,884 / $234,774 |
| Third quartile | 115 | $193,421 | +1% | 615 | 0% | $26.21 | $234,451 / $153,223 |
| Bottom quartile | 115 | $116,106 | 0% | 412 | 0% | $23.48 | $152,076 / $45,714 |
| All franchised | 459 | $277,584 | +5% | 724 | +1% | $31.95 | $1,623,508 / $45,714 |
Sales, growth rates, member counts, highs and lows are as the brand reported it; revenue per member is marked. Dividing sales by members and by twelve.
The top quartile grew sales 8% and the bottom quartile grew 0%. Second and third grew 2% and 1%. So growth in this system is concentrated entirely at the strong end, and it is arriving without members. The top quarter's member count actually fell 1% while its revenue rose 8%. That combination is price and mix.
Revenue per member runs $23.48 a month at the bottom quartile and $39.33 at the top. A 1.68 times gap, against a 4.50 times gap on sales and 2.69 times on members. So roughly two thirds of the revenue range is member count and a third is what each member is worth. Both figures sit below the $44.95 to $60 headline membership price, which is what discounting, dormant members and unreported training revenue together look like.
The highest-selling franchised club bills $1,623,508 and the lowest-selling $45,714. 35.5 times. The bottom quarter's ceiling of $152,076 is a tenth of the top quarter's average. In a system of 459 clubs that is an extremely wide distribution for a format with a standard footprint and a standard price list.
Sales by club size.
| Size | Clubs | Average sales | Median sales | Average members | Revenue per member a month | Highest / lowest sales |
|---|---|---|---|---|---|---|
| 8,000 square feet and over | 24 | $567,318 | $486,750 | 1,290 | $36.65 | $1,623,508 / $80,493 |
| 6,000 to 8,000 | 43 | $367,016 | $318,870 | 904 | $33.83 | $1,110,200 / $129,923 |
| 4,000 to 6,000 | 167 | $277,049 | $251,558 | 757 | $30.50 | $947,451 / $78,451 |
| Under 4,000 | 225 | $229,984 | $193,828 | 605 | $31.68 | $1,540,524 / $45,714 |
Sales, medians, member counts, highs and lows are as the brand reported it; revenue per member is marked *.
Doubling the box multiplies sales by 2.47 and members by 2.13. $567,318 against $229,984, on 1,290 members against 605. So larger clubs win on both counts, and they win slightly more on revenue than on headcount, $36.65 a member a month against $31.68. Size buys traffic first and pricing power second.
225 of 459 clubs are under 4,000 square feet and 24 are over 8,000. Half the system sits in the smallest group and 5% in the largest. That concentration at the small end pulls the all-club average down to $277,584. It accounts for why the investment estimate is built around the 4,000 to 6,000 foot format.
A club under 4,000 square feet holds the second-highest ceiling in the system, at $1,540,524. Against $1,623,508 for the largest group. So the format is capable of an exceptional result at any size, and the size groups describe the typical outcome.
Top performers
What separates the top Snap Fitness performers
Snap Fitness splits its locations into groups instead of publishing one average. The best group averaged $522,423 a year. The worst averaged $116,106. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $234,451. The average was $277,584. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 4.5× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- Capacity, fixed at build.Locations run 4,000 to 6,000 square feet. What you can sell is set by the build, and the build does not change after opening.
- What you spend to open.Opening costs $554,731 to $827,621, a 1.5× 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.
- Lease economics.Occupancy cost ran 20.0% of sales in this filing. The rent does not fall when sales do, so the same lease is a far heavier line at the bottom of the system than at the top. That is how a weak site compounds into a weak profit line.
Live operating levers
- Wages, the dominant line.Wages take 26.0% 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 20.0% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
- Members, the operating driver.This model bills on members. The owner watches how many people join, how many cancel, and what a member spends beyond the plan. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
Context you underwrite around
- The reporting screen.459 of 460 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, as are locations under the brand’s current size standard, so the numbers describe locations that cleared that screen, not the system as a whole.
- What the disclosure leaves out.Item 19 publishes no profit or cost data for franchised locations, 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 brand’s own profit and loss
Eight corporate clubs, with costs.
| Line | All 8 clubs | Share | Top four | Share | Bottom four | Share |
|---|---|---|---|---|---|---|
| Memberships | $360,448 | n/a | $461,743 | n/a | $259,152 | n/a |
| Personal training | $52,372 | n/a | $66,906 | n/a | $37,839 | n/a |
| Insurance reimbursement | $39,575 | n/a | $48,363 | n/a | $30,787 | n/a |
| Product and club enhancement | $1,420 | n/a | $1,194 | n/a | $1,647 | n/a |
| Other | $12,737 | n/a | $15,540 | n/a | $9,934 | n/a |
| Total sales | $466,552 | 100% | $593,746 | 100% | $339,358 | 100% |
| Labor | $121,025 | 26% | $145,948 | 25% | $96,101 | 28% |
| Personal trainers | $16,380 | 4% | $21,139 | 4% | $11,620 | 3% |
| Bank service charges | $16,325 | 3% | $20,348 | 3% | $12,301 | 4% |
| Product cost | $2,459 | 1% | $2,681 | 0% | $2,237 | 1% |
| Franchisor fees | $34,705 | 7% | $37,558 | 6% | $31,852 | 9% |
| Gross profit | $275,659 | 59% | $366,071 | 62% | $185,247 | 55% |
| Rent and CAM | $91,511 | 20% | $117,171 | 20% | $65,852 | 19% |
| Utilities and telecom | $28,188 | 6% | $35,867 | 6% | $20,510 | 6% |
| Repairs, maintenance, cleaning | $20,943 | 4% | $24,903 | 4% | $16,983 | 5% |
| Other general and administrative | $17,784 | 4% | $15,498 | 3% | $20,069 | 6% |
| Insurance | $6,569 | 1% | $6,569 | 1% | $6,569 | 2% |
| Marketing and advertising | $4,174 | 1% | $4,027 | 1% | $4,321 | 1% |
| Real estate tax | $3,436 | 1% | $5,179 | 1% | $1,693 | 0% |
| Net operating income after operating costs | $103,054 | 22% | $156,857 | 26% | $49,251 | 15% |
All figures and the filed percentages are as the brand reported it.
Corporate clubs bill $466,552 against $277,584 at the average franchised club. 68.1% more. Some of that gap is definitional, franchised clubs have historically reported zero personal training revenue, and training plus insurance reimbursement is $91,947 of the corporate figure. Strip both out and the corporate membership and other lines still total $374,605, which is 35.0% above the franchised average.
Marketing is $4,174 a club, 0.89% of revenue. Below insurance, below real estate tax at the top four. A fraction of the $7,200 a year a franchisee is required to spend on local marketing funds and programs. It is the lowest marketing line in this library by a wide margin. It sits in a system that has shrunk for three consecutive years.
Labor and rent take 46% of revenue between them. $121,025 and $91,511, before the $16,380 spent on personal trainers. At the bottom four clubs labor rises to 28% while rent falls to 19%, and net operating income halves from 26% to 15%. The lowest-selling of the eight lost $21,486.
Franchisor fees are 9% of revenue at the bottom four clubs and 6% at the top four. $31,852 against $37,558, a $5,706 difference on revenue differing by $254,388. That is the flat fee structure doing exactly what a flat fee structure does, and the corporate statement puts a number on it.
Fees and what it costs to open
An almost entirely flat fee schedule.
| quartile | Sales | Members | Flat monthly charges | Membership maintenance | Total | Share of sales |
|---|---|---|---|---|---|---|
| Top quartile | $522,423 | 1,107 | $30,323 | $9,697 | $40,021 | 7.7% |
| All franchised | $277,584 | 724 | $30,323 | $6,342 | $36,666 | 13.2% |
| Second quartile | $278,393 | 763 | $30,323 | $6,684 | $37,007 | 13.3% |
| Third quartile | $193,421 | 615 | $30,323 | $5,387 | $35,711 | 18.5% |
| Bottom quartile | $116,106 | 412 | $30,323 | $3,609 | $33,933 | 29.2% |
Ours, built from the filed rates.
There is zero percentage royalty in this fee schedule. The entire brand cost is fixed charges plus 73 cents a member a month. For a club at the top quartile that means the franchisor takes 7.7% of sales; at the bottom quartile it takes 29.2%. On the system's $1,623,508 club the flat stack alone would be 1.9%. The structure rewards scale more aggressively than any percentage royalty could.
$7,200 a year of the flat stack is local marketing the franchisee spends in their own market. $200 to a fund or cooperative and $400 on local promotional programs. Set against the corporate clubs' actual marketing spend of $4,174, the required figure is 1.7 times what the franchisor itself spends per club, which is a question worth asking directly.
A new membership costs $7.25 and each membership costs $0.73 a month to maintain. At the average club's 724 members that maintenance fee is $6,342 a year. The new-membership fee means customers lost has a direct cost. A club replacing a third of its base annually pays roughly $1,750 on top for the privilege.
Opening a club.
| Item | Low | High |
|---|---|---|
| Payable to the franchisor | $61,231 | $62,621 |
| Building work | $175,000 | $300,000 |
| Exterior signage | $10,000 | $20,000 |
| Furniture and fixtures | $20,000 | $30,000 |
| Fitness equipment | $200,000 | $250,000 |
| Technology | $15,000 | $20,000 |
| Travel and training | $2,000 | $3,500 |
| Professional fees | $5,000 | $30,000 |
| Miscellaneous opening costs | $5,000 | $10,000 |
| Building costs, three months | $26,500 | $36,500 |
| Lease deposits | $10,000 | $15,000 |
| Additional funds | $25,000 | $50,000 |
| Total | $554,731 | $827,621 |
As the brand reported it.
Fitness equipment is $200,000 to $250,000, 36% of the low-end build. The largest single line, ahead of building work at $175,000 to $300,000. Most franchisees finance it, though the estimate assumes it is bought outright before opening. A 4,000 to 6,000 foot club is the size group that averages $277,049 of sales, so the low-end build is twice a year of revenue.
Three months of occupancy cost plus working capital is $51,500 to $86,500. Against a bottom quartile averaging $116,106 of annual sales and 412 members. The corporate statement shows one of eight clubs losing $21,486 in a full year. So that working capital assumption deserves stress-testing against a slow build-up.
The network of locations
The network of locations.
| Year | Franchised start | Franchised end | Net change | Company start | Company end | Total end |
|---|---|---|---|---|---|---|
| 2023 | 547 | 510 | −37 | 12 | 10 | 520 |
| 2024 | 510 | 484 | −26 | 10 | 9 | 493 |
| 2025 | 484 | 460 | −24 | 9 | 8 | 468 |
As the brand reported it.
The franchised system has lost 87 clubs in three years and the company estate has lost four. −15.9% and −33.3%. The rate of decline is easing (37, then 26, then 24) but the direction has held for three consecutive years. The bottom quartile averages $116,106 of sales against a flat franchise fees of $33,933.
Revenue per club grew 4.5% while the club count fell 5.0% in 2025. $265,574 to $277,584 across the surviving base. Those two facts together describe a system where the lowest-selling clubs are leaving and the survivors are doing slightly better. Is a real improvement in the average and a real contraction in the whole.
Questions we get asked
Questions owners ask.
What should a club be billing?
The 459 franchised clubs averaged $277,584 of sales on 724 members in 2025, with a median of $234,451 and 652 members. By quartile: $522,423, $278,393, $193,421 and $116,106, on 1,107, 763, 615 and 412 members. The range runs $45,714 to $1,623,508. By size, clubs over 8,000 square feet average $567,318 and clubs under 4,000 average $229,984.
What does a club earn?
The only cost data comes from the franchisor's eight corporate clubs, which averaged $466,552 of revenue and $103,054 of net operating income, 22%. The top four ran 26% and the bottom four 15%, and the lowest-selling of the eight lost $21,486. Labor was 26% of revenue, rent and CAM 20%, and franchisor fees 7%. Those clubs bill 68.1% more than the average franchised club, partly because franchised clubs have historically reported zero personal training revenue.
What does the brand cost each year?
There is zero percentage royalty. The royalty is $725 a month, and alongside it sit $518 of national marketing, $200 of local marketing fund, $400 of local marketing, $450 of technology, $159 for the app, $45 of insurance processing and $29.95 for the medical panic system, $30,323 a year in total. Add $0.73 a month per membership and $7.25 for each new membership agreement. That works out at 7.7% of top-quarter sales and 29.2% of bottom-quarter sales. Every flat charge rises annually with inflation.
Does a bigger club do better?
Yes, on both counts. A club over 8,000 square feet averages $567,318 on 1,290 members against $229,984 on 605 for a club under 4,000, 2.47 times the revenue on 2.13 times the members. $36.65 a member a month against $31.68. But 225 of 459 clubs sit in the smallest group and only 24 in the largest. The investment estimate is built around a 4,000 to 6,000 foot club, which averages $277,049.
Who does bookkeeping for a Snap Fitness franchise?
A flat fee structure changes what the monthly pack has to show. The brand cost here is $30,323 a year plus 73 cents a member a month. So the useful metric is that total as a percentage of trailing twelve-month sales, 7.7% at the top quartile and 29.2% at the bottom. Because it is the clearest single measure of whether a club has grown into its cost base. Two more things belong in the close. Revenue per member per month, benchmarked against $31.95 across the system and $39.33 at the top quartile. Because member count and member value move independently here and the quarter tables show the top group growing revenue 8% while its member count fell. And a customers lost count, because a $7.25 fee attaches to every new membership agreement, which makes replacing members a direct expense. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No profit figure. The filing reports sales and not earnings, so what an owner keeps is not disclosed.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
Questions worth putting to Snap Fitness
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- What do locations at the median spend on wages and rent as a share of sales? The filing reports sales only.
- 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 Snap Fitness locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
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