Intelligence Pillars
FDD & Financials
Per-student royalty model, ~$2,000 franchise fee, zero Item 19 disclosure, and fee load analysis against percentage-based competitors.
Explore →Location & Setup
1,000–1,500 sq ft retail suites, strip malls and shopping centres — not purpose-built facilities. What the buildout costs and where to look.
Explore →Operations & Licensing
Owner-operator required. University degree, proficiency assessment, daily hands-on management. What the Kumon Method looks like from behind the desk.
Explore →Financing
SBA 7(a) at the sub-$250K level, microloans, personal savings, and ROBS — financing a low-capital franchise with a different set of tools.
Explore →Market & Competition
Kumon vs Mathnasium, Sylvan, Huntington, and Code Ninjas in supplemental education — plus the franchise model contrast against high-capital childcare.
Explore →Owner Experiences
What the daily grading cycle, seasonal enrolment swings, and a 5-year agreement term actually mean for an owner-operator.
Explore →Key Investment Numbers
At $200/mo tuition, 150 students × 1.5 subjects, $8,550/mo to the franchisor is ~19% of gross. A 7% royalty on the same revenue would be $3,150.
The Per-Student Royalty: Why Kumon’s Economics Are Inverted
Most franchise systems charge a percentage royalty — 6%, 7%, 8% of gross revenue. Kumon does not. It charges a flat fee per student per subject, currently around $38 per month. That means the franchisor’s take is fixed against each enrolment, not pegged to what the franchisee charges for tuition.
At low enrolment, this is generous. A centre with 50 students studying an average of 1.5 subjects sends Kumon roughly $2,850 a month — well below what a percentage royalty would extract at the same revenue. But the arithmetic inverts as a centre scales. At 150 students, the royalty bill reaches $8,550 a month, which on $200/mo tuition is roughly 19% of gross — nearly triple a standard 7% royalty.
This is the central tension in Kumon’s financial model. The break-even analysis that works for a percentage-royalty franchise does not work here, because the royalty line grows with headcount, not with revenue. A tuition increase that lifts gross revenue does nothing to the royalty bill. A retention push that holds students longer lifts both revenue and royalty. The levers point in different directions depending on which metric moves.