The DRIPBaR franchise unit economics
The DRIPBaR franchisees run an intravenous vitamin therapy lounge selling drips, intramuscular shots, packages and memberships under a medical director agreement. Thirteen full-size locations reported a full year of 2025 figures. Gross sales of $791,227, cost of goods at 26.55%, operating expenses at 50.40% and profit of $182,387, or 23.05%, before any pay for the owner. The network reached 126 franchised outlets at year end.
- Primary source
- DRIPBaR Franchising, LLC, 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
- 13 of 126 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 cost of goods line here is 26.55% of sales, and a third of it goes somewhere other than a vial. Royalty, the brand fund and telemedicine fees sit inside cost of goods, $71,210 of the $210,036. Strip those out and the actual product cost is 17.55% of sales, which changes what a gross profit at this brand means.
- $71,210 of the $210,036 cost of goods line is franchise fees. 33.9% of that line, leaving inventory at 17.55% of sales.
- profit is $182,387 on $791,227 of sales, 23.05%, before any pay for the owner. Operating expenses take 50.40% and exclude owner compensation.
- Beyond the 9% of sales, fixed obligations run $50,548 to $70,096 a year. A $30,000 local advertising requirement, $13,548 of vendor subscriptions and a medical director at $6,000 to $24,000.
- Reaching $791,227 takes 108 health support drips a week, or 22 multi-visit packages. At disclosed revenue per transaction of $141.41 and $699.02.
- 11 franchises were terminated during 2025 against 28 openings. After 3 terminations in 2024 and zero in 2023, on a network that grew from 39 to 126 in three years.
How much does a The DRIPBaR franchise make?
The average The DRIPBaR unit reported $791,227 of revenue in the 2026 FDD. The brand’s disclosure document puts the profit line at 23.1% of revenue. Fees come off the top first, at about 9% of sales across royalty, brand fund and the rest of the stack. 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.
Top performers
What separates the top The DRIPBaR performers
The DRIPBaR publishes one average, $791,227, and nothing else. The gap between its best and worst locations is not in the filing.
Decided before you open
- Territory, and how much of it is real.This model sells from a territory rather than a building, quoted at 100,000 people. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
- What you spend to open.Opening costs $168,825 to $399,500, a 2.4× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Live operating levers
- Cost of what you sell.Products and materials take 26.6% of sales, against 23.1% kept at the end. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume. Small movements here move the result more than anything else, because nothing else in the structure is that large.
- 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.
- 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.
- 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.
Context you underwrite around
- The reporting screen.13 of 126 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
- What the disclosure leaves out.Item 19 publishes no median, no performance bands, no attainment figure. Anything below the sales line has to come from the franchisor or from owners you call.
- What the rest of the category shows.Across the 38 Health & Wellness brands in this library that do publish bands, the top group sells 3.1× the bottom at the typical brand, and a median 43% of locations reach their own average *. Assume a spread of that order here until the franchisor shows you otherwise.
Profit and loss
The disclosed profit and loss.
| Line | Average | Share of gross sales |
|---|---|---|
| Gross sales | $791,226.63 | 100.00% |
| Cost of goods sold | $210,036.08 | 26.55% |
| Operating expenses | $398,803.46 | 50.40% |
| profit | $182,387.09 | 23.05% |
As the brand reported it.
$71,210 of the cost of goods line is the royalty and brand fund. 9% of gross sales, sitting where inventory usually sits, which is 33.9% of that whole line. The actual product cost is $138,826, or 17.55% of sales. So a drip lounge buys its vials for about a sixth of what it charges. The other nine points are the brand.
Operating expenses are 50.40% of sales ($398,803) and exclude the owner's pay. Rent, wages, utilities, insurance, marketing and card fees all sit inside that one line. That means it needs breaking apart in your own accounts before any of it is useful. The 23.05% that survives is the pool an owner-operator's salary comes out of.
23.05% of $791,227 is $182,387, against a build costing $168,825 to $399,500. On the low end of that investment range the disclosed profit exceeds the whole build in a single year. On the high end it is 46% of it. Very few service models in this category show that shape, and it is driven by a building work that starts at zero.
Fees and what it costs to open
What the brand and its vendors take.
| Item | Basis | A year, low | A year, high |
|---|---|---|---|
| Royalty | 7% of gross sales, weekly | $55,386 | $55,386 |
| Brand development fee | 2% of gross sales, weekly | $15,825 | $15,825 |
| Local advertising | $2,500 a month to third parties | $30,000 | $30,000 |
| National medical director | $500 to $2,000 a month | $6,000 | $24,000 |
| Website and search | $699 a month | $8,388 | $8,388 |
| Technology | $350 a month | $4,200 | $4,200 |
| Digital signage and telephone | $80 a month | $960 | $960 |
| Social and reputation management | $0 to $129 a month | $0 | $1,548 |
| Annual conference | $1,000 a year | $1,000 | $1,000 |
| Total | $121,759 | $141,307 | |
| Share of gross sales | 15.4% | 17.9% |
Ours, applying the filed schedule to the disclosed average gross sales.
$50,548 a year is owed before a single drip is sold. The $30,000 advertising requirement, $13,548 of vendor subscriptions, $6,000 for the medical director at its minimum and the $1,000 conference fee. At the top of the medical director and social ranges that figure is $70,096. Against 23.05% of profit on the disclosed average, the fixed stack alone is 28% to 38% of what the business keeps.
Royalty is collected weekly, every Monday, on the previous week's sales. Fifty-two debits a year, which on the disclosed average is $1,369 a week of royalty and brand fund. That is a weekly cash rhythm on a business selling $699 packages that land unevenly.
The website and search subscription is $8,388 a year, more than the technology fee, the signage and the telephone put together. $699 a month to an approved vendor for a business sub-website. On a $791,227 location that is 1.06% of sales; on a location half that size it is over 2%.
What it costs to open.
| Line | Full-size low | Full-size high |
|---|---|---|
| Initial franchise fee | $60,000 | $60,000 |
| Building work and build-out | $0 | $160,000 |
| Furniture, fixtures and equipment | $9,400 | $47,000 |
| Additional funds, three months | $30,000 | $30,000 |
| Architectural and construction management | $25,900 | $29,500 |
| Grand opening marketing | $15,000 | $18,000 |
| Signage | $12,000 | $21,500 |
| Initial and promotional inventory | $7,200 | $8,900 |
| Lease and utility deposits | $3,000 | $13,000 |
| Insurance, professional fees, permits, computers and franchisor travel | $6,325 | $11,600 |
| Total | $168,825 | $399,500 |
As the brand reported it, except two grouped lines. Are marked *. Initial inventory with retail and promotional inventory. And business insurance for six months with professional fees, permits and licenses, computer systems and the franchisor's travel expenses for opening support.
The building work starts at zero. $0 to $160,000, which is the widest proportional swing in the table and the reason the low total is $168,825. A location taken in space that is ready to use is a fundamentally different investment from one needing $160,000 of build-out. The same franchise fee, the same $30,000 reserve and the same fee schedule apply to both.
Three months of additional funds is $30,000 at both ends. A fixed figure against a build that swings by $230,675, and against fixed annual obligations of $50,548 before percentage fees. Those obligations alone run $4,212 a month, so the reserve covers roughly two months of them plus rent and wages.
The Mini format opens for $113,875 to $134,350 and has an one-mile territory. Against a three-mile radius or 100,000 people for the full-size format, and 30,000 people for the Mini. A non-traditional site receives zero designated territory at all.
Per transaction
What each service is worth, and how many it takes.
| Service category | Revenue per transaction | Transactions to reach $791,227 | A week |
|---|---|---|---|
| Multi-visit packages | $699.02 | 1,132 | 22 |
| Lifestyle drip | $177.68 | 4,453 | 86 |
| Membership sales | $176.47 | 4,484 | 86 |
| Health support drip | $141.41 | 5,595 | 108 |
| Quick shots | $41.74 | 18,956 | 365 |
| Single shots | $28.41 | 27,850 | 536 |
The revenue per transaction figures are as the brand reported it. The volume columns are marked *, dividing the disclosed average gross sales of the 13 reporting outlets by each transaction value.
A multi-visit package is worth 24.6 single shots. $699.02 against $28.41. A location filling its day with single shots needs 536 transactions a week to reach the disclosed average; on packages it needs 22. The service mix is therefore the largest single lever on this page, and it is the one the front desk controls.
A lifestyle drip costs $36.27 more than a health support drip. $177.68 against $141.41, 26% more revenue for what is, in chair-time terms, a comparable session. Across the 5,595 health support drips it would take to reach the average, that difference is $202,931.
A membership sale averages $176.47 a transaction. Almost identical to a lifestyle drip. What it buys the operator is the return visit, and the multi-visit package at $699.02 is the same idea paid for up front.
108 health support drips a week is about 15 a day. On a lounge with a handful of chairs and a session measured in tens of minutes, that is a modest utilization target. Is consistent with a model whose build starts at $168,825 and whose building work can be zero.
The network of locations
Terminations arrived in 2025.
| Year | Start | Opened | Terminated | Left other ways | End | Net change |
|---|---|---|---|---|---|---|
| 2023 | 39 | 41 | 0 | 1 | 79 | +40 |
| 2024 | 79 | 33 | 3 | 0 | 109 | +30 |
| 2025 | 109 | 28 | 11 | 0 | 126 | +17 |
As the brand reported it.
11 terminations in 2025 against zero in 2023 and three in 2024. That is 10.1% of the outlets that started the year, arriving in the same year the network crossed 100 locations. Openings fell at the same time, from 41 to 33 to 28. So the system is still growing, at a third of the rate it grew two years ago and with departures running for the first time.
The network tripled in three years, from 39 to 126. 102 openings across the period against 14 departures. A build costing as little as $168,825 makes that pace possible; the 2025 termination number is the first sign of what it costs.
18 agreements are signed and waiting against 11 projected openings. The gap between those two figures is the part of the pipeline the franchisor expects to take longer than a year. That is worth reading alongside the fact that only 13 of 126 outlets filed a full year of financials on time.
Questions we get asked
Questions owners ask.
What should a location be billing?
The 13 full-size franchised outlets that traded the whole of 2025 averaged $791,227 of gross sales, a figure that includes amounts received under a medical director agreement, online group-bought deals and gift card sales. Zero range, median, high or low sits around it. 126 outlets operated for part or all of the year. So treat the $791,227 as a single point from a small self-selected group.
What does the cost structure look like?
Cost of goods sold at 26.55% of sales ($210,036), operating expenses at 50.40% ($398,803) and profit at 23.05% ($182,387). The important detail is the definition: cost of goods includes the royalty, brand fund contributions and telemedicine fees. That at 9% of sales is $71,210, 33.9% of that line. Actual inventory is therefore 17.55% of sales. Operating expenses bundle rent, wages, utilities, insurance, marketing and card fees into one figure and exclude owner compensation. So the 23.05% is before the owner is paid.
What does the brand cost in total?
A 7% royalty and a 2% brand development fee, both remitted weekly every Monday. $2,500 a month of local advertising paid to pre-approved third parties. And a vendor stack of $699 for website and search, $350 for technology, $45 for digital signage and $35 for telephone a month. Social and reputation management at up to $129 and a national medical director at $500 to $2,000 a month. Add a $1,000 annual conference fee. At the disclosed average that totals $121,759 to $141,307, or 15.4% to 17.9% of sales. Opening a full-size location costs $168,825 to $399,500 and a Mini costs $113,875 to $134,350.
What is each service worth?
Average revenue per transaction runs $699.02 for a multi-visit package, $177.68 for a lifestyle drip, $176.47 for a membership sale, $141.41 for a health support drip, $41.74 for a quick shot and $28.41 for a single shot. Those figures cover every location that entered sales into the point-of-sale system during 2025, a much wider group than the 13 in the profit and loss. Reaching $791,227 would take 1,132 packages a year, or 4,453 lifestyle drips, or 5,595 health support drips, about 22, 86 and 108 a week.
Who does bookkeeping for a The DRIPBaR franchise?
Royalty, the brand fund and telemedicine fees sit inside cost of goods, which makes the gross profit meaningless. They are period costs on a percentage of revenue and belong below the line if you want the true cost of delivering a drip. Operating expenses at 50.40% is one bucket holding rent, wages, utilities, insurance, marketing and card fees, each behaving differently, so splitting it is the first job. Six service categories priced from $28.41 to $699.02. Packages and memberships paid up front and consumed later, make deferred revenue and package liability the numbers that decide whether a good month was a good month. The medical director arrangement runs through the top line, so the royalty base and the clinical entity’s economics need reconciling deliberately. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No median. Only an average is published, which a few large locations can lift on their own.
- No range. The filing does not show the highest and lowest locations, so the spread inside the system is unknown.
- No attainment figure. The filing does not say how many locations reached the average it publishes.
Questions worth putting to The DRIPBaR
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- Is the profit figure in Item 19 before or after owner pay, and how many locations sit below it?
- What did the highest and lowest locations sell last year, and what explains the gap?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many The DRIPBaR locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
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