The fitness market in France is a sector combining solid structural growth, strong territorial anchoring, and particularly active franchising dynamics. However, competition is fierce, and some areas are already beginning to be saturated. Nevertheless, new networks emerge every year, and major brands continue their development. For an entrepreneur wishing to expand beyond their first gym, franchise development often represents the most effective lever for accelerating expansion.
But transitioning from an independent manager to a franchisor is a radical transformation. Running a gym is a profession in itself. Operating a fitness franchise is another. This transition requires mastering strategic, legal, accounting, and financial challenges that go far beyond the scope of daily management of a single establishment.
This article offers you a comprehensive guide to approaching this dimensional shift with method and ambition.
Before considering any franchise development, a thorough understanding of the market in which one operates is a non-negotiable condition. Here is the state of the gym market in France, as it stands in 2026.
The gym market shows confirmed economic strength. Its revenue is estimated at 2.1 billion euros in 2025, according to initial EPSIMAS estimates, an increase of 14.7 1Q3Q year-over-year. This vigorous rebound definitively erases the impact of the health crisis and places the sector on a sustainable growth trajectory.
France counts at least 6,811 active establishments registered under NAF code 93.13Z (Fitness centers), compared to around 6,000 at the beginning of 2025. This influx of new entrants (nearly 800 new establishments (opening in 2025) confirms the sector's attractiveness in the eyes of project owners.
In France, 61 % among people aged 15 and older declare engaging in regular physical or sports activity (at least once a week). Fitness and gymnastics activities are among the most popular practice areas, bringing together 21 % of regular participants. Commercial establishments (including gyms and fitness centers) concentrate 11 % of practitioners.
The typical member profile is generally young, mostly between 18 and 29 years old, often graduates of higher education and residents of medium to large cities. A strong statistical link also connects education level and sports participation: nearly 85 % of individuals with a master’s degree engage in regular physical activity, compared with 40 % among those without a diploma.
Fitness consumption behavior shows a strong seasonality, which should not be overlooked when creating a business forecast. Based on Google search volumes, significant peaks in interest are observed each year between late August and September, and again between late December and January. A more moderate increase is also noted between March and June.
The fitness market in France is structured around players with well-defined market positions. Understanding this architecture is essential for anyone looking to create a franchise network in this sector.
Basic-Fit est establishing itself as the undisputed leader in the French market with 858 clubs in France in 2024, for revenue exceeding 505 million euros in 2023. Its strategy relies on ultra-aggressive pricing and strict cost control. This network does not develop through franchising, but imposes a price reference that structures the entire market.
The Blue Orange It brings together 390,000 members and aims to reach 850 clubs by 2030, with targeted expansion into Spain. Keepcool, reinforced by the acquisition of the NeoNess brand in 2022 and the launch of the METABOLIK brand, now exceeds 300 implants on French and overseas territory.
Fitness Park illustrates 77 % out of its 291 clubs in France are operated by franchisees. The brand has surpassed one million members since 2023 and shows continuous growth in its revenue.
Beyond the leaders, the sector is made up of’at least 86 fitness franchise networks in France. Franchised businesses account for approximately 60 % of the total fleet gyms, a sign of the structuring power of this model on the market. The consolidation dynamic is also strong: in 2024, no fewer than 30 mergers and acquisitions took place in Europe in the fitness market alone.
The transition from operating an independent gym to becoming a franchisor is a structural change that requires more than just a popular concept and a good location. First and foremost, it is necessary to build solid foundations to ensure the sustainability and consistency of the network.
Before building a chain of gyms, a fundamental question arises: is my concept truly franchisable? This step is often underestimated by entrepreneurs who come from the field, even though it determines the entire process.
A franchisable concept in the fitness sector rests on three pillars: originality (clear positioning: low cost, premium, CrossFit specialty, electrostimulation, women-only concept; and distinctive elements that justify choosing the network over the competition), Profitability (a business model capable of remunerating the franchisee while absorbing royalties and other franchise-specific charges), and Reproducibility (a success based on transferable processes, such as member recruitment, class facilitation, and subscription management, rather than on hard-to-replicate factors like the founder's personal renown or an exceptional location.).
Local validation is not enough. A National market research it is essential to ensure that demand for your concept exists beyond your initial catchment area. This study should cover the overall market potential, the nature of the demand (seasonality, penetration rate by living area, target member profiles), and an in-depth analysis of existing competitor networks, including for the purpose of recruiting future franchisees, with whom you will also compete for the attraction of candidates.
EPSIMAS We propose conducting this type of tailor-made study for you, enabling you to measure your market's true potential before any national-scale development.
It is also highly recommended to test the concept on at least two pilot units, located in different geographical contexts. A test duration of at least 24 months is recommended for measuring fitness seasonality, member retention over time, and actual profitability excluding opening effects. These pilot programs also help refine the operations manual, validate the business model, and lend credibility to discussions with franchise candidates.
Once the franchiseability is validated, the financial backbone of the network must be built. A poorly calibrated model (excessive royalties, underestimated initial investment, insufficient ROI for the franchisee) can discourage serious candidates and weaken the entire structure.
The first strategic decision concerns the Network format. Traditional franchising is the most widespread model in the fitness sector: the franchisee operates a gym under the franchisor's brand, in exchange for initial fees and royalties, with ongoing support. Brand licensing offers a more flexible arrangement, better suited for simpler concepts. Commission-affiliation is uncommon in the sector, given the nature of the required investments. This choice should ideally be made with the support of a specialized lawyer.
EPSIMAS recommends Master in this regard Charles Meteaut, lawyer at the Paris Bar and expert in the legal structuring of distribution networks.
The second step is to model the target financial performance of a franchised unit: realistic average revenue during the launch phase and then during cruising, full franchisee expenses (rent often significant in fitness given the necessary space, payroll, equipment maintenance, royalties), projected gross operating surplus, and return on investment. A return on investment period of between 3 and 5 years old is generally considered acceptable within the franchise. This modeling should ideally be done with an accountant experienced in franchise networks.
EPSIMAS recommends in this regard the Odile Petit's office, accounting expert and auditor specializing in supporting franchises for over 20 years.
Finally, it should be set the financial parameters of the gym network
Having a profitable concept and a balanced business model is not enough if you are unable to communicate it in a structured manner. Formalizing your know-how means transforming expertise, sometimes intuitive, into a system that can be reproduced by a third party, in a different environment, with comparable results.
The User manual It is the central document of any gym franchise. It records all the transmitted know-how: procedures for welcoming and selling memberships, equipment maintenance and safety standards, group class instruction, member follow-up management, and performance indicator piloting (churn rate, occupancy rate, average purchase). It is not a legal document, but a practical guide designed to be consulted daily by the team of each franchised location. It must be regularly updated as the concept evolves and based on field feedback.
The trademark protection is a mandatory step before any deployment. The filing with INPI (National Institute of Industrial Property) must be done in the correct classes and, if applicable, extended to the target countries if international expansion is planned. Beyond the brand, other assets deserve to be secured: rights related to digital applications developed by the network, software licenses, proprietary educational content. An intellectual property lawyer can help map all the elements to be protected.
The initial training program franchisees must be guaranteed complete autonomy from day one of operation. In the fitness sector, this training typically covers: the brand's culture and values, detailed operational procedures, administrative and financial management of the club (membership management software, reporting, performance indicators), sales techniques for memberships and loyalty, and regulatory requirements specific to sports and physical activity establishments. Practical assessments are used to validate learning before opening.
The franchise model follows strict rules. Therefore, it is essential to be supported in building the legal structure of your gym network.
For this, Master Charles METEAUT, a lawyer at the Paris Bar and an expert in the legal structuring of distribution networks, can help you.
The DIP is the first legal document structuring the franchisor-franchisee relationship. Required by the Dubin Act, codified in Article L.330-3 of the Commercial Code, it must be given to any candidate at least 20 days before signing a contract or the payment of any financial commitment. This mandatory period is not an arbitrary constraint: it materializes the obligation of loyal information incumbent upon any franchisor. Failure to comply can lead to contract nullity and to engage the franchisor's civil liability.
The DIP has a twofold objective: legal on the one hand (ensuring the candidate is honestly informed) and commercial on the other (demonstrating the network's seriousness and expertise). A structured, rigorous, and up-to-date document is a strong signal of professionalism. Conversely, a generic or insufficiently documented DIP is a negative signal for serious candidates and an element that can be used against the franchisor in case of litigation.
The franchise agreement is not an adapted service contract, nor a standard commercial agreement. It follows its own logic, built around three pillars: the transfer of real and substantial know-how, the provision of a protected brand, and the franchisor's continuous assistance. The absence of one of these elements can call into question the very qualification of a franchise, with significant legal and tax consequences.
Its drafting must imperatively be entrusted to a franchise and distribution law specialist. The essential clauses to pay attention to include: the precise definition of the know-how transferred and training obligations, the conditions for using the brand and graphic charter, the franchisor's control and audit obligations, the financial conditions (initial fees, royalties, advertising fund), the obligations to procure equipment or services from approved suppliers, and the confidentiality and non-compete clauses.
A particular point of attention is required regarding the post-contractual non-compete clauses. Their validity is limited: they must be time-bound, geographically restricted, and proportionate to the protection of the franchisor's legitimate interests. A contract that exceeds these limits risks partial judicial annulment. Another point specific to the fitness sector concerns the management of Member subscriptions in case of cancellation or transfer of the franchise agreement.
The territorial exclusivity zone is one of the most strategic topics in a gym franchise network. It determines the geographical perimeter within which the franchisor commits not to open a competing unit, either directly or through another franchisee.
In fitness, the definition of this zone is particularly important: the effective catchment area of a gym is often smaller than one might think (between 15 and 30 minutes travel time depending on urban or rural contexts). Too large an area locks up underutilized territories and slows down network coverage; too narrow an area exposes the franchisee to internal competition that weakens their performance.
Its delimitation must be based on Objective and documented data : observed catchment area in pilot units, population density, employment catchment and travel flows, competitive saturation level. EPSIMAS can accompany you in determining exclusive territories through site selection studies and local market assessments to ensure the best conditions for your franchisees and the consistency of your development.
Choosing an accountant for a franchise network is far from trivial. The accountant is the first partner of a company, its first advisor. However, not all accountants are aware of all the technical and operational subtleties of a franchise network.
To avoid any surprises, EPSIMAS recommends the Odile PETIT's office, accounting expert and auditor specializing in supporting franchises for over 20 years.
A network of sports clubs is not a simple sports facility. The tripartite relationship between franchisor, franchisees, and financial partners generates Accounting and Legal Specifics that not all firms master. Network data consolidation, support for opening new points of sale, harmonization of accounting practices between franchisees: these are all challenges that require sharp expertise.
For both the franchisee and the franchisor, an accountant unfamiliar with the nuances of franchising can quickly become a hindrance. The accounting treatment of franchise fees and royalties, the management of financial flows between franchisor and franchisees, and the specific obligations related to the contractual relationship all require precise technical mastery. Seemingly minor errors can have significant consequences on a company's profitability or tax compliance.
In the fitness sector, additional accounting challenges warrant particular attention: the treatment of prepaid or automatic debit subscriptions, the management of deferred revenue related to annual subscriptions, the valuation of sports equipment (subject to specific depreciation rules), and tracking expenses related to certifications for instructors (coaches, trainers).
Beyond technical expertise, the added value of a specialized firm lies in its ability to adopt a double lecture that of the franchisee, to optimize the local management of each point of sale, and that of the franchisor, to ensure the consistency and overall performance of the network.
This 360° view is particularly valuable during key development phases: opening a new retail location, bringing in an investor, or selling a business. An accountant well-versed in franchise challenges is also a credible interlocutor with banks Their knowledge of sector-specific performance ratios and their ability to produce solid forecasts are a decisive asset in facilitating access to financing.
In a fitness franchise network, financing needs are numerous and often substantial, given the nature of the required investments (sports equipment, premises fitting, necessary space). These concern both franchisees and franchisors. Mastering this challenge is a major differentiating factor for any brand seeking to rapidly develop its network.
To secure funding requests, EPSIMAS recommends Pretpro, a network of finance professionals supporting all the steps until funding is obtained.
Integrating a gym franchise network involves several categories of expenses that must be identified precisely before seeking financial partners:
The development of a gym franchise network creates specific financing needs for the franchisor, which are essential to anticipate to ensure controlled expansion and quality support:
Financing a franchised unit in the fitness sector can rely on several complementary levers, to be combined according to the franchisee's profile and the investment's characteristics.
Personal contribution is the essential starting point. Financial institutions generally expect a down payment representing 20 to 30 % of the total investment. It serves as both a signal of seriousness on the part of the project leader and a demonstration of their ability to bear a portion of the risk. In fitness, where equipment and renovation investments can be significant, this contribution threshold is a selection criterion to anticipate when recruiting candidates.
The business bank loan remains the main source of financing. The support of a specialized accountant, capable of producing solid forecasts, documented sector ratios, and a complete financing file, is crucial for obtaining favorable terms. The brand's reputation and the strength of the network also play an important role in the banks' decisions.
Public support schemes for business creation can complete the financing package: honor loans granted by support networks (Initiative France, Réseau Entreprendre), public guarantees offered by Bpifrance, tax or social exemptions related to the location zone (rural revitalization zones, priority districts of the city policy).
Regional and local aid also deserve to be explored. Some communities, as part of policies to revitalize city centers or develop sports facilities, offer subsidies, repayable advances, or specific support to project leaders in the sports and active leisure sector.
Finally, the lease-purchase or leasing on sports equipment is an option often used in fitness to spread out the cost of machines, which are particularly expensive, while preserving the cash flow of a startup unit.
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