The Eye-Popping Revenue Numbers That’ll Shock You

Picture this: most fast-food franchises struggle to hit one million dollars in annual sales, but Chick-fil-A operators are playing in an entirely different league. In 2024, of the roughly 2,179 domestic franchised restaurants not located in malls (freestanding or drive-thru-only units), opened and operated for at least year a calendar year, the median annual sales volume was $9.227 million and the average annual sales volume $9.317 million, according to the brand’s FDD. That’s nearly ten times what many other franchise concepts generate annually.
The numbers get even more impressive when you look at the high performers. One store earned $19.319 million in 2024, which breaks down to over fifty thousand dollars per day. More than 1,000 (1,061) of the pool, or 49 percent, generated $9.317 million or more. Even the mall locations, traditionally considered weaker performers, pulled in serious numbers with unit volumes growing 22% to $4.5 million per location.
The Unique Profit-Sharing Model That Changes Everything

Here’s where things get interesting – and honestly, pretty unusual for the franchise world. Unlike McDonald’s or Subway where you own your equipment and pay straightforward royalty fees, Chick-fil-A operates on a profit-sharing system that’s more like a partnership. Additionally, franchisees are required to share 50% of their profits with the company, reflecting Chick-fil-A’s unique financial model.
On top of that, Chick-fil-A’s franchise royalty fee is 15% of gross sales, which is one of the highest in the fast-food industry. This dual structure means operators pay both a percentage of sales AND half their profits to corporate. Currently, the BOSF is 15% of gross sales and 50% of all net profit – a far cry from the 3% to 15% of royalties that most franchises require from their franchisees.
What Operators Actually Take Home

So after all those fees, what do Chick-fil-A operators actually pocket? The answer might surprise you. Operators earn 5% to 7% of gross sales but cannot sell or bequeath their franchise… Initial franchise costs are $10,000, with operators earning 5% to 7% of gross sales, typically $200,000 to $240,000 annually. For a restaurant generating around four million in sales, this translates to roughly two hundred thousand dollars per year.
Industry estimates paint a similar picture. While Chick-fil-A doesn’t publish any operator earnings numbers, Franchise Business Review estimates that the average restaurant operator earns a very respectable income in the range of $150,000. However, top-performing locations with higher sales volumes can see operators earning significantly more.
The Million-Dollar Investment You Don’t Have to Make

Here’s the twist that makes Chick-fil-A so attractive – while operators share hefty portions of their profits, they also don’t shoulder the massive upfront investment. The initial franchise fee is $10,000. Operators also pay: Service Fee: 15% of gross sales. That ten thousand dollar entry fee is almost laughably low compared to other major franchise brands.
The catch? Chick-fil-A selects store locations and maintains ownership of physical assets. Operators pay ongoing fees, including rent and operational costs. They handle everything from site selection to construction, equipment purchase, and even the build-out. Most franchise opportunities require hundreds of thousands or even millions in initial investment, making Chick-fil-A’s model incredibly accessible from a cash perspective.
Daily Earnings That Add Up Fast

Breaking down those annual numbers into daily figures helps put the earning potential in perspective. On average, an individual Chick-fil-A owner can make approximately $14,520 in sales & $726 per day in profit. That daily profit figure of over seven hundred dollars means operators are essentially earning more per day than many people make in a week at traditional jobs.
Monthly figures are equally impressive. On average, an individual Chick-fil-A owner can make approximately $441,667 in sales & $22,083 per month in profit. These numbers reflect the incredible volume and efficiency that Chick-fil-A locations achieve, even being closed one day per week.
The Competition Factor That Creates Scarcity

Before you start dreaming about that monthly take-home pay, there’s a reality check coming. With more than 50,000 applicants annually and only a handful of new locations opening, the odds of being selected are less than 1%. That makes getting accepted harder than getting into Harvard or Stanford.
Chick-fil-A’s selection process is notoriously rigorous. Out of tens of thousands of applicants each year, the company only selects around 75 to 100 operators. That’s a less than 1% acceptance rate—tougher odds than many prestigious universities. They’re not just looking for people with money; they want individuals who embody their values and will be hands-on operators.
Why Location Performance Varies So Dramatically

Not all Chick-fil-A locations perform equally, and understanding this variation is crucial for potential operators. About 33 percent posted annual sales volumes lower than $8.325 million; 33 percent between $8.32 million and $10.155 million; and about 34 percent reported annual sales volumes in excess of the $10.155 million figure. This means roughly one-third of locations are generating below-average sales.
The difference between a struggling location and a high-performer can be millions in annual revenue, which directly impacts operator earnings. $50,000 to $150,000: For lower-performing locations represents the reality for operators whose restaurants don’t hit the system averages. Geography, local competition, and demographic factors all play significant roles in determining success.
The True Cost of Being an Operator

Beyond the profit-sharing arrangement, operators face substantial ongoing costs that eat into their earnings. Equipment Rental: $750 to $5,000 monthly. Advertising Fees: Up to 3.25% of sales. Monthly Rent: $1,475 to $85,800, based on location. These variable costs mean that even with strong sales, operators in high-rent markets might see significantly reduced take-home pay.
Labor costs represent another major expense that operators must manage carefully. With Chick-fil-A’s emphasis on exceptional service, maintaining adequate staffing levels is crucial but expensive. Labor Costs Wages, benefits, and training for your staff will be substantial. Many locations require teams of thirty to fifty employees to handle peak volume periods.
The No-Exit Strategy Reality

Perhaps the most significant limitation of the Chick-fil-A model is what happens when operators want out. Chick-fil-A franchisees do not have the opportunity to sell their business or its assets. Once they’re done, they’re out. There’s no exit strategy, which is a significant drawback for those seeking long-term investment.
This creates a fundamental difference from traditional franchise ownership. There’s no building equity to sell off later; your income is linked directly to how well you run that single restaurant. For entrepreneurs looking to build wealth through asset appreciation or eventual sale, Chick-fil-A’s model can feel limiting despite the strong annual earnings.
How Earnings Compare to Industry Standards

When stacked against other fast-food franchises, Chick-fil-A operators earn significantly more than industry averages. Franchise Business Review’s latest research on food franchises found that the typical franchisee in the food and beverage segment will take home an average annual income of $120,000 – and our top-rated food franchises average 15 to 20 percent higher than that.
The revenue comparison is even more stark. This is astonishing, seeing as close competitor Popeye’s averages $1.5 million per franchise location, and quick-service restaurant (QSR) industry leader McDonald’s averages $2.7 million. Chick-fil-A’s average unit volumes are more than three times higher than McDonald’s, despite being closed on Sundays and many holidays.
The Full-Time Commitment That Changes Everything

Unlike passive investments or absentee ownership models, Chick-fil-A requires operators to be present and engaged daily. Operators are expected to be deeply involved—often present in the restaurant daily, greeting customers, training employees, and ensuring service quality. This hands-on requirement means operators are essentially buying themselves a job, albeit a very well-paying one.
The commitment extends beyond just showing up. Operators must commit full-time to the business, undergoing intensive preparation to replicate Chick-fil-A’s renowned service standards. This level of involvement is both a blessing and a curse – it ensures quality and profitability but limits flexibility and prevents multi-unit ownership that could multiply earnings.