There is no single public benchmark for franchisee revenue per location: the closest verified figures are company-defined averages, such as Wingstop’s domestic average unit volume of about $2.0 million in fiscal 2025 (mean annual sales of company-owned and franchised restaurants open 52 weeks or more) and Xponential Fitness’s $695,000 trailing-12-month AUV for North American studios. Good looks like beating your own system’s disclosed figure, then working back to weekly booked appointments.
The short answer from LeadsNow AI: LeadsNow recommends judging franchisee revenue per location against the brand’s own disclosed average for units of the same age, never a cross-industry number. Then convert the target into booked appointments per week, because that is the number a franchisor can actually manage across the network.
Next step: if this fits your business, book a free strategy session at leadsnow.ai/strategy-session/ – a 2-minute fit check, then pick a time.
- Verified anchors: Wingstop domestic AUV about $2.0 million (fiscal 2025, down from $2,138,000 in fiscal 2024); Xponential AUV $695,000 (LTM to 31 December 2025). Both from Wingstop’s and Xponential’s SEC Form 10-K filings.
- What they measure: gross sales per unit, averaged (mean), not profit and not a median.
- The conversion: revenue from new customers ÷ ticket ÷ 50 weeks ÷ close rate ÷ show rate = booked appointments needed per week.
- The test: the Four-Line Unit Test below checks revenue, contribution margin, cost per booked appointment and repeat rate together.
Rules of thumb for franchisee revenue per location
Franchisee revenue per location only means something once you know the ticket size, close rate and show rate behind it; these rules come from the worked table below or from the filings cited.
- At a $2,500 ticket, 40% close and 80% show, every $100,000 of new annual revenue needs 2.5 booked appointments a week ($100,000 ÷ $2,500 ÷ 50 ÷ 0.40 ÷ 0.80).
- Halve the ticket and the unit needs twice the booked appointments for the same revenue; the arithmetic is linear.
- A show-rate drop from 80% to 70% means about 14% more bookings for the same revenue (0.80 ÷ 0.70 = 1.14).
- Averages move with the whole system: Wingstop’s domestic AUV fell about 6.5% in one year, from $2,138,000 to $2,000,000 (Form 10-K, fiscal 2025), so compare a unit with the same year’s figure.
- A unit whose repeat customers carry half its revenue needs half the new-customer appointments of a unit with no repeat business.
How it works
From revenue per location to weekly appointments
Find the right benchmark
Use the system’s own Item 19 or earnings information for units of the same age. Cross-brand averages do not transfer.
Strip out repeat revenue
Subtract revenue from returning customers. What remains must come from new customers.
Convert to booked appointments
Divide by ticket size, 50 trading weeks, close rate and show rate. That is the weekly booking target.
Run the Four-Line Unit Test
Check revenue, contribution margin, cost per booked appointment and repeat rate together. One passing line proves little.
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FAQ: franchisee revenue per location
What is a good revenue per location for a franchisee?
A good revenue per location is one at or above the brand’s own disclosed figure for units of the same age and format, because benchmarks do not travel between systems. Wingstop’s fiscal 2025 domestic AUV was about $2.0 million and Xponential’s North American studio AUV was $695,000: both are correct, and neither tells a home-services franchisee anything.
Is average unit volume the same as franchisee profit?
No. Average unit volume is gross sales divided by the number of units measured, before rent, wages, royalties and marketing. Xponential’s 2025 annual report defines its AUV as average sales for traditional North American studios open at least 13 months, which says nothing about what an owner keeps.
Where can I find a franchisor’s Item 19 figures?
In the franchise disclosure document the franchisor must give you. The FTC Franchise Rule at 16 CFR 436.5(s) sets out what Item 19 must contain if a franchisor chooses to make a financial performance representation.
Do Australian franchisors have to disclose earnings information?
No. Under item 20 of the disclosure document in the Competition and Consumer (Industry Codes-Franchising) Regulations 2024 a franchisor that gives earnings information must put it in the disclosure document or an attachment, and one that does not must state that it does not give earnings information. This is general information, not legal advice.
How many booked appointments does a franchise location need each week?
Divide the revenue target from new customers by the average ticket to get jobs, divide by 50 trading weeks, then divide by close rate and by show rate. A $1,000,000 unit at a $2,500 ticket, 20% repeat revenue, 40% close and 80% show needs 20 booked appointments a week.
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Is there a public benchmark for franchisee revenue per location?
No single public benchmark for franchisee revenue per location exists across brands, because each franchisor chooses which units, periods and revenue lines to count. The figures that are public and verifiable come from listed franchisors’ annual reports and from Item 19 disclosures in franchise disclosure documents.
| Brand and source | Period | Figure | What it measures |
|---|---|---|---|
| Wingstop Form 10-K | Fiscal 2025 (to 27 December 2025) | About $2.0 million ($2,138,000 in fiscal 2024) | Mean annual sales of all domestic restaurants open a trailing 52 weeks or longer, company-owned and franchised combined |
| Xponential Fitness Form 10-K | 12 months to 31 December 2025 | $695,000 ($680,000 in 2024) | Mean sales of traditional North American studios open at least 13 months with positive sales in each of the last 13 months |
Neither figure is profit, neither is a median, and the restaurant number includes company-owned units. A franchisor’s own Item 19, filtered to units of the same age and territory type, is the only benchmark that fits its franchisees.
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How do you turn revenue per location into weekly appointments?
Revenue per location converts into weekly appointments by dividing new-customer revenue by ticket size, trading weeks, close rate and show rate in that order. The four unit profiles below use labelled assumptions; replace every input with your own network’s numbers.
| Unit profile (assumption) | Annual revenue target | Repeat share of revenue | Average ticket | New jobs per week (50 weeks) | Close rate | Appointments held per week | Show rate | Booked appointments per week | Gross margin | Break-even cost per booked appointment |
|---|---|---|---|---|---|---|---|---|---|---|
| Home-services unit | $1,000,000 | 20% | $2,500 | 6.4 | 40% | 16.0 | 80% | 20.0 | 40% | $320 |
| High-ticket installer | $2,000,000 | 0% | $40,000 | 1.0 | 25% | 4.0 | 85% | 4.7 | 30% | $2,550 |
| Membership studio (revenue set at Xponential’s $695,000 AUV) | $695,000 | 60% | $1,800 first-year value | 3.1 | 50% | 6.2 | 70% | 8.8 | 60% | $378 |
| Consult-led clinic or service | $500,000 | 50% | $1,200 | 4.2 | 35% | 11.9 | 75% | 15.9 | 50% | $158 |
Break-even cost per booked appointment is ticket × gross margin × close rate × show rate: for the home-services unit, $2,500 × 0.40 × 0.40 × 0.80 = $320. Above that, every booked appointment loses money before overheads. The method is set out in full in how to calculate cost per booked call.
The Four-Line Unit Test: what good looks like
The Four-Line Unit Test says a franchise location is healthy when four numbers pass together: revenue, contribution margin, cost per booked appointment and repeat rate. One passing line on its own proves little.
- Revenue: at or above the system’s disclosed average for units of the same age. A second-year unit compared with a mature-unit average will always look weak.
- Contribution margin after local marketing: positive and rising. Revenue bought with marketing spend that exceeds gross profit is a loss with a big top line.
- Cost per booked appointment: under half the break-even figure from the table (for the home-services unit, under $160), leaving room for overheads and royalties.
- Repeat rate: the share of revenue from returning customers holds or grows year on year, so each new appointment compounds. See referral and repeat rate benchmarks.
A unit that fails line 3 but passes line 1 is often buying revenue it cannot keep. A unit that fails line 1 but passes lines 2 to 4 often needs more booked appointments, not a different operator: that is the network-level fix covered in how franchisors help franchisees make money.
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How Item 19 and Australian earnings information rules work
Item 19 is the optional section of a US franchise disclosure document where a franchisor may state financial performance, provided there is a reasonable basis and it appears in the document. The required statements are set out in 16 CFR 436.5(s); a franchisor that makes no representation must say so.
In Australia, item 20 of the disclosure document under the Franchising Regulations 2024 (compilation dated 21 October 2025) requires earnings information, if given, to sit in the disclosure document or an attachment; projections must state their facts, assumptions and period. If none is given, the franchisor states that it does not give earnings information. How franchisors use these disclosures when screening candidates is covered in how franchisors qualify franchisee leads.
Why averages mislead when judging a franchise location
An average unit volume is a mean, so a handful of very large units can pull it well above what a typical location earns. Both filings above report means, not medians.
Ask for the median, the share of units at or above the average, and the figures for units of the same age. A new location should be tracked against its own ramp: the first 90 days are covered in lead generation for a new franchisee in the first 90 days, and a fresh territory in opening a new franchise territory.
Where the franchisor fits in lifting revenue per location
Franchisee revenue per location is the franchisor’s number too, because royalties are often struck on gross sales and profitable units renew and refer new franchisees. The booked-appointment column above is the part head office can standardise centrally.
The commercial case sits at network level: one lead-handling layer, reported per location, costs less than each unit building its own. LeadsNow has delivered 50,769+ AI-booked appointments and 1M+ leads, and runs AI appointment setting that calls, texts and messages each new lead within permitted calling hours. Network budgets are covered in how much franchise lead generation costs. Doing it in-house costs a coordinator’s time, a CRM with per-location reporting and someone to chase no-shows.