VIO Med Spa franchise unit economics
VIO Med Spa franchisees run a medical spa selling injectables, body contouring and hormone therapy. Across 51 outlets the average was $1,254,631 of revenue with a median of $1,125,341. At the company spas, where a full profit and loss is given, adjusted profit ran 18.0% and 14.8%.
- Primary source
- VIO Franchise Group, LLC, 2026 Franchise Disclosure Document
- Items read
- Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- 51 of 64 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.
Injectables are about half of what a VIO spa sells. They have their cost with them. Product takes 41.7% of every dollar at the larger company spa. Rent takes 1.8%. This is a supply and labor business wearing a real-estate business's clothes. The two lines that decide your year are what you pay for product and how much of it you put through the room.
- Product cost takes about 40% of every dollar. 41.7% at the larger company spa and 40.3% at the smaller, against rent at under 2%.
- 13.5% of sales is committed before you open the door. 6% royalty, 1.5% brand fund and a 6% local marketing minimum, and the company spas spent 1.8% and 4.0% on marketing.
- Two-thirds of franchisees own a management company. 35 of 51 operational outlets run that way, and the sales reported here belong to the spa.
- The company spas keep 14.8% to 18.0% after franchisor fees. Before the owner’s salary, added back at $89,876 and $110,989.
- The median climbs 31% between year one and year four. $1,125,341 across all operational outlets against $1,473,799 for those open four years or more.
How much does a VIO Med Spa franchise make?
The average VIO Med Spa unit reported $1,254,631 of revenue in the 2026 FDD, and the median reported $1,125,341. The brand’s disclosure document discloses revenue and not profit, so what an owner keeps depends on the cost structure set out below. Fees come off the top first, at about 13.5% 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.
How the business works
Two company spas, all the way down to profit.
| Line | Spa 1 | % | Spa 2 | % |
|---|---|---|---|---|
| Gross sales | $4,281,567 | 100.0% | $2,808,847 | 100.0% |
| of which injectables | $2,124,929 | 49.6% | $1,463,151 | 52.1% |
| Cost of goods sold | $1,785,293 | 41.7% | $1,131,796 | 40.3% |
| Gross profit | $2,496,275 | 58.3% | $1,677,051 | 59.7% |
| Wages and labor | $941,799 | 22.0% | $637,893 | 22.7% |
| Rent | $77,499 | 1.8% | $55,926 | 2.0% |
| Marketing | $76,119 | 1.8% | $111,472 | 4.0% |
| All other operating expenses | $308,714 | 7.2% | $246,026 | 8.8% |
| profit | $1,092,144 | 25.5% | $625,734 | 22.3% |
| Royalty and brand fund | $321,118 | 7.5% | $210,664 | 7.5% |
| Adjusted profit | $771,026 | 18.0% | $415,070 | 14.8% |
| Owner operator salary, added back | $89,876 | 2.1% | $110,989 | 3.9% |
Dollar figures as the brand reported it.
Two things run this model, and the lease is elsewhere.
Product is 40% of sales. Injectables are about half the revenue and the vials come with it. At the median franchise outlet, one point of cost of goods is $11,253 a year, so your purchasing terms, your waste, and the accuracy of your unit counts move real money. Rent, at under 2%, changes littleat all.
Wages sits at 22% at both spas. That consistency across a $1.5m difference in sales shows labor scales with volume here, unlike a fixed-roster model. Your recoverable ground is in product and in throughput.
The marketing you are required to spend.
The company spas spent 1.8% and 4.0% of sales on marketing. A franchisee commits to a minimum of 6%. Hold everything else equal and that gap is 4.2 and 2.0 points of profit the company figures were free of, which is the single largest adjustment to make before reading their 25.5% and 22.3% as yours. Those comparisons are marked *.
Top performers
What separates the top VIO Med Spa performers
VIO Med Spa splits its locations into groups instead of publishing one average. The best group averaged $2,320,621 a year. The worst averaged $472,854. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $1,125,341. The average was $1,254,631. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 4.9× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- What you spend to open.Opening costs $642,722 to $1,109,954, a 1.7× 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
- Treatment courses, the operating driver.This model bills on treatment courses. Customers buy a course rather than a single visit, so the owner works on how many courses start, how many are finished, and what a course is priced at. 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 13.5% 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.
Context you underwrite around
- The reporting screen.51 of 64 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 profit or cost data for franchised locations. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.
How older locations do
quartiles, and what another year adds.
| quartile | Average | Median | High | Low |
|---|---|---|---|---|
| 1st quartile | $2,320,621 | $2,063,997 | $5,931,838 | $1,473,799 |
| 2nd quartile | $1,250,076 | $1,236,572 | $1,395,321 | $1,125,341 |
| 3rd quartile | $914,836 | $899,446 | $1,067,852 | $754,211 |
| 4th quartile | $472,854 | $466,525 | $699,636 | $236,722 |
| All 51 outlets | $1,254,631 | $1,125,341 | $5,931,838 | $236,722 |
As the brand reported it, covering 51 operational franchise outlets.
| Population | Outlets | Median | Average |
|---|---|---|---|
| All operational outlets | 51 | $1,125,341 | $1,254,631 |
| Open two years or more | 31 | $1,192,826 | $1,378,225 |
| Open three years or more | 13 | $1,236,572 | $1,678,301 |
| Open four years or more | 7 | $1,473,799 | $2,318,926 |
Each row is disclosed separately; collecting them into one view is marked *.
The median climbs 31% between the whole population and the four-year group, $1,125,341 to $1,473,799. The averages climb far faster, from $1,254,631 to $2,318,926, because one outlet at $5,931,838 sits in every one of those rows. Work from the medians.
The range inside a single year is wider than anything years open accounts for: the top quartile averages 4.9 times the bottom. Moving from the fourth quartile to the third is $441,982 of sales, which at roughly half injectables is a little over $220,000 of additional injectable work a year.
The structure most franchisees actually own.
Thirty-five of the 51 operational outlets run as a Spa Management Business. The franchisee owns a management company that runs a spa owned by a licensed practice, and the sales reported belong to that underlying spa. The management business’s own revenue and income are separate figures, left undisclosed.
So for two-thirds of this system, the numbers on this page describe the business you manage. What reaches you is a management fee set in your own agreement. Read that fee against these sales, and keep the two entities cleanly separated in your books. That is because the structure exists for regulatory reasons and loose accounting undermines it.
What the money side covers
Thirteen and a half percent of sales, before anything else.
| Item | Rate | Paid to |
|---|---|---|
| Royalty | 6% of gross sales | Franchisor |
| Brand Development Fund | 1.5%, with a stated ceiling of 2% | Franchisor |
| Local marketing minimum | 6% of gross sales | Your own market |
| Total committed | 13.5% | n/a |
As the brand reported it; the 13.5% total is marked *.
Seven and a half percent goes to the franchisor. The other six points stay in your market, and you choose how to spend them. At the median outlet that minimum is $67,520 a year of marketing you are committed to, against company spas that ran at $76,119 and $111,472 on much larger revenue.
Questions we get asked
Does VIO disclose profitability?
For its own two spas, fully, every operating line down to profit, adjusted profit after franchisor fees, and the owner’s salary added back. For franchise outlets you get gross sales by quartile and stop there. So the company structures are your one cost benchmark. They have two advantages worth adjusting for. Brand maturity in their markets. Marketing spend well under the 6% you commit to.
Which number should I measure my spa against?
The median for your years open, and your own quartile beneath it. The all-outlet median is $1,125,341, rising to $1,473,799 for spas open four years or more. Avoid the averages: one outlet at $5,931,838 appears in every population and lifts them all. Then compare your cost of goods against the company spas' 40.3% and 41.7%, since that line is where the money is.
What does the management business structure mean for my numbers?
Thirty-five of 51 operational outlets run this way. You own a management company that runs a spa owned by a licensed practice, and the sales shown belong to that spa. Your own revenue is the management fee your agreement sets, which stays undisclosed. Read your fee against these sales to see what actually reaches you, and keep clinical and management entities separate in your accounts.
Where is the recoverable money in a VIO spa?
Product, ahead of everything. At 40% of sales it is twice wages’s share of the gap you can influence, and one point of it is $11,253 a year at the median outlet. Wages holds near 22% at both company spas across a $1.5m difference in sales, so it scales with volume. Rent, at under 2%, will repay the least attention of all.
Who does bookkeeping for a VIO Med Spa franchise?
Injectable cost wants tracking by product and by unit, at 40% of sales it decides your margin. A single supplies figure will hide both your waste and your purchasing terms. Memberships bill forward and become revenue as service is delivered. Where you run a management company alongside a licensed practice, the flows between the two need a chart of accounts that keeps clinical and non-clinical revenue apart. 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 cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
Questions worth putting to VIO Med Spa
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?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many VIO Med Spa locations closed, were sold, or changed hands last year, and why?
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.
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