7-Eleven franchise
The franchisee operates one extended-hour 7-Eleven convenience store at a site the franchisor owns or leases, selling packaged groceries, fresh and hot food, proprietary beverages, private-brand items and, at some sites, consigned gasoline; stores are generally open 24 hours a day, every day.
Owner-operator required Disclosed
- Source
- 2026 Franchise Disclosure Document — 7-Eleven, Inc.
- Document
- FDD 2026, issued 2026-04-01
- Item
- Item 15
- Page
- PDF p. 55
- Obtained
- Wisconsin Department of Financial Institutions — Franchise Registration Search, file 641227
We believe that your full time supervision is essential to the success of the franchise
Item 15 requires the franchisee to devote best efforts to the store and to actively and substantially participate in its actual operation, with full authority and responsibility for it. The franchisor states it grants the franchise on the buyer's personal qualifications, may require the buyer to sell interests in other businesses, and other than in exceptional cases does not require a manager to be named or trained unless the franchisee operates more than one store — in which case a trained manager is required for each additional store. Married applicants are preferred to both sign and participate. If the franchisee is an entity, its Principals must sign the guaranty and participate; no minimum equity stake is set for an on-premises supervisor.
What stands out
- The recurring fee is a percentage of gross profit, not sales: 45% of monthly gross profit at the base tier, rising through bracket formulas with marginal rates up to 59%, plus a 1% advertising fee also on gross profit.
- The 7-Eleven Charge bundles the required lease of the land, building and equipment, which the franchisor owns or leases; the franchisee buys no real estate and holds no property equity.
- Total initial investment is $162,900 to $1,656,800; the franchise fee alone is set store by store, disclosed as $0 to $1,100,000 in Item 7 and reported at $0 to $800,000 for fees actually charged in 2025.
7 more observations
- Item 19 gives no system-wide average. Nine state tables split each state's stores into thirds, covering 1,233 stores for 2025, with average gross sales per third from about $1.38 million to about $3.71 million.
- No net income, owner earnings or operating expense data is disclosed anywhere in Item 19; gross profit is stated before the 7-Eleven Charge and all store costs.
- No exclusive or minimum territory: the franchisor expressly reserves the right to open stores next to or near the franchised store and to sell through delivery and other channels.
- Item 15 requires the owner to participate actively and substantially; the franchisor states full-time supervision is essential and may require the buyer to divest other businesses.
- Item 20 shows franchised units at 7,274 at the end of 2025, up 45 on the year and up 56 over three years, with 283 openings against 160 reacquisitions and 78 other cessations; zero terminations and non-renewals are reported because departures are recorded as reacquisitions.
- Item 3 discloses 27 matters, including an FTC consent-order case settled in December 2025 for a $4,500,000 civil penalty; Item 4 discloses no bankruptcies.
- Sourcing is tightly controlled: at least 85% of inventory and 85% of cigarette purchases must come from Recommended Vendors, and the franchisor estimates required purchases at 85–95% of both start-up cost and operating expenses.
Things to verify
- Ask for the specific store's franchise fee and its 'Here Are The Facts' 12-month operating results before signing; the disclosed fee range spans $0 to over $1 million and store-level results are not in this document.
- Model the 7-Eleven Charge on the actual store's trailing gross profit using the Item 6 bracket formulas, and confirm what is left after the charge, payroll, utilities, maintenance and insurance — Item 19 stops at gross profit.
- Confirm whether any Gross Income Support, Additional Gross Income Support or 2026 basis-point reduction is expected for the store, and note that the franchisor states these policies were adopted unilaterally and can be changed or revoked without notice.
6 more questions
- Understand the Open Account: what it finances, the interest rate applied, how the Minimum Net Worth of $10,000 is measured, and what happens on a breach notice — about 11% of franchised stores received one in each of 2024 and 2025.
- Because the franchisor owns or leases the site, ask what happens to the franchise if the underlying lease or occupancy right ends, and how the pro-rated franchise fee refund over 180 months would apply.
- Check whether the store is in one of the nine states with an Exhibit H table; if not, the document contains no performance data covering the relevant market.
- Verify how the required 24-hour operation will be staffed and costed, given the charge increases that apply to reduced hours.
- Review the Recommended Vendor Purchase Requirement and the two-percentage-point charge increase for missing it, and how purchases are counted toward the 85% thresholds.
- Ask about resale: any 'goodwill' payable to an outgoing franchisee is negotiated outside Item 7, and the franchisor holds a 15-business-day right of first refusal on any transfer.
Economics: No calculator is offered because no annual average unit sales disclosed in Item 19. Model availability
Evidence confidence: High. This describes source support, not investment quality. AI-extracted and machine-verified where stated; no human line-by-line review. Source and review record.
Read the full research overview
A 7-Eleven franchisee runs one convenience store, generally open 24 hours, selling packaged goods, fresh and hot food, proprietary drinks and private-brand items, with gasoline commissions at some sites. The structure is unusual: the franchisor buys or leases the land, building and equipment and leases the fitted, stocked store to the franchisee, who buys no real estate. Item 7 puts the total initial investment at $162,900 to $1,656,800, up to $1,417,700 of it payable to the franchisor or an affiliate. Almost the whole spread is the franchise fee, set store by store: Item 7 shows $0 to $1,100,000, Item 5 reports 2025 fees of $0 to $800,000. No liquidity or net-worth qualification is disclosed in the reviewed source.
The continuing 7-Eleven Charge is levied on gross profit, not sales, and also pays for the mandatory store lease. It is 45% of monthly gross profit while trailing-twelve-month gross profit is $200,000 or less, then follows bracket formulas with marginal rates of 49% to 59%, so the effective rate rises with volume. On top sit a 1% advertising fee, also on gross profit, monthly maintenance of $1,100 to $2,500, Open Account interest stated at 8.75%, a $50,000 renewal fee, and an 85% Recommended Vendor purchase requirement whose breach can add two points to the charge.
Item 19 exists but gives no system-wide figure. Exhibit H reports unaudited 2024 and 2025 averages and medians for traditional franchised stores in nine states, each split into thirds — 1,233 stores in 2025, about a sixth of the franchised system. Average gross sales by state and third run from about $1.38 million to $3.71 million, at margins of roughly 30% to 41%. Gross profit is stated before the 7-Eleven Charge and all operating costs, so nothing here shows owner earnings.
Item 20 shows a large, roughly flat U.S. system: franchised outlets ended 2023-2025 at 7,245, 7,229 and 7,274, with 283 openings in 2025 against 160 reacquisitions and 78 other cessations. No terminations or non-renewals are recorded, because the franchisor controls the sites and books departures as reacquisitions. Company-owned outlets fell from 1,604 to 1,025 during 2024. Item 3 lists 27 legal matters, 22 of them against the franchisor.
View ratings and their supporting evidence
Transparent ratings
How these are computedEach dimension is scored 1–5 from published formulas. Missing data yields “Not enough evidence to rate”, never a low score. There is no composite score by design.
How the system has performed, computed from the disclosed Items 7, 19 and 20. Figures a documented material source inconsistency puts in doubt are excluded, and the dimension shows “Not rated”.
Inputs
- Franchised outlets 7218 → 7274 (Item 20, Table 3)
- Thresholds: ≥15% → 5; 5–15% → 4; 0–5% → 3; −5–0% → 2; below −5% → 1
Inputs
- Attrition = (terminations + non-renewals + reacquisitions + ceased-other) ÷ start-of-year franchised units, averaged over 3 fiscal years
- Thresholds: <2% → 5; 2–4% → 4; 4–6% → 3; 6–10% → 2; >10% → 1
Inputs
- No annual average unit sales disclosed
How much this brand’s FDD discloses, and how well-supported our data on it is. This measures transparency, not business performance — a strong business that discloses little scores low here and stays unrated above.
Inputs
- Item 19 present (+1)
- Population 17% of franchised units, clearly described (+1)
- Cost or profit data disclosed (+1)
Details
- Missing: Annual AUV
- Franchisor Track Record
- Franchising 62 years (since 1964) · 8,303 outlets · Item 3: 28 matter(s) disclosed · Item 4: none disclosed
- Multi-Unit Scalability
- No area development or multi-unit programme is offered. Item 1 states that being granted a franchise gives no right to operate additional units, though the f… · Owner-operator required
- Operational Intensity
- Owner-operator required
Initial investment
FDD Items 5 and 7Format shown: Traditional single-site 7-Eleven store: the franchisor acquires the land, building and equipment and leases the fully equipped, stocked store to the franchisee. The separate Business Conversion Program, where the franchisee supplies the site, has its own disclosure document.
$162,900–$1,656,800 total initial investment. Excludes real estate purchase. Includes 3 months of additional funds.
View full investment breakdown — Items 5 & 7
| Initial franchise fee (the named Item 5 fee only) | $0 Disclosed
No flat/standard fee: set per store based on historical sales, age, location and other factors. Item 5 (p. 24) states the literal fee disclosure: 'For 2025, the Franchise Fee for our stores ranged from $0 to $800,000' — that 2025-actuals range is what this field shows. Item 7's investment table separately ESTIMATES the Franchise Fee line at $0–$1,100,000 (p. 35), a broader forward-looking estimate shown in the Item 7 line items, not as the Item 5 fee. $800,000 Disclosed
No flat/standard fee: set per store based on historical sales, age, location and other factors. Item 5 (p. 24) states the literal fee disclosure: 'For 2025, the Franchise Fee for our stores ranged from $0 to $800,000' — that 2025-actuals range is what this field shows. Item 7's investment table separately ESTIMATES the Franchise Fee line at $0–$1,100,000 (p. 35), a broader forward-looking estimate shown in the Item 7 line items, not as the Item 5 fee. |
|---|---|
| Other required initial payments to the franchisor (Item 5) |
|
| Total Item 5 payments to franchisor/affiliates | $37,000 Derived
$849,000 Derived
|
| Total initial investment — low | $162,900 Disclosed
|
| Total initial investment — high | $1,656,800 Disclosed
The cover page adds that up to $1,417,700 of the total must be paid to the franchisor or an affiliate. Almost the entire spread between the low and high total is the Franchise Fee, which varies store by store. |
| Midpoint of range | $909,850 Derived
|
| Real estate purchase included? | No — assumes a leased site |
| Additional funds assumed | 3 months |
| Required liquid capital | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. No minimum liquid-capital requirement is stated on the cover page or in Items 1, 5 or 7 of the reviewed document. |
| Required net worth | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. No net-worth qualification for buying the franchise is stated. Item 5 does impose a separate, ongoing 'Minimum Net Worth' of at least $10,000 in the inventory and other items the franchisor finances ($5,000 for a second and later store); the franchisor reports that 833 franchised stores, about 11%, received a breach notice for failing it during 2025 (818, about 11%, during 2024). Item 17 also lists meeting the franchisor's then-current financial or net-worth requirements as a renewal condition without stating an amount. |
The franchisee buys no real estate: the franchisor acquires the land, building and 7-Eleven Equipment and leases the fully equipped, stocked store to the franchisee, with that lease paid for as part of the 7-Eleven Charge. Two Item 7 rows are left unquantified — real estate/equipment (Note 7) and goodwill on the purchase of an existing franchisee's interest (Note 9) — so the total does not capture what a buyer of an existing store may pay the outgoing franchisee. The range assumes three months of additional funds. The franchisor finances the balance of opening inventory and many ongoing expenses through an Open Account that accrues interest (Item 6 states the rate is currently 8.75% annually), so cash needed at the start can be lower than the total shown.
Item 7 line items (14)
| Expenditure | Low | High |
|---|---|---|
| Franchise Fee — Item 7's estimate for the fee line (p. 35); broader than the 2025 actual range Item 5 states. | $0 | $1,100,000 |
| Training expenses — Per trainee, for travel, lodging and food; the Franchise Fee itself covers the training program. | $0 | $13,700 |
| Down payment for opening inventory — Cash at signing; the franchisor finances the rest of the opening inventory. | $20,000 | $20,000 |
| Additional opening inventory — Charged to the franchisee's Open Account. | $53,400 | $257,500 |
| Cash register fund | $1,800 | $8,000 |
| Store supplies | $1,000 | $3,700 |
| Licenses and permits — Collected by the franchisor; designated consultants must be used. | $7,200 | $13,000 |
| Real estate and equipment — Not purchased by the franchisee. The franchisor obtains the land, building, equipment, leasehold improvements, fixtures and furnishings and leases them to the franchisee; that lease is paid for inside the 7-Eleven Charge. | — | — |
| Insurance | $2,200 | $27,400 |
| Grand opening fee — Refundable in part if actual grand-opening costs are lower. | $8,000 | $8,000 |
| Maintenance fees, first 3 months | $3,300 | $7,500 |
| Goodwill — Applies only when buying out an existing franchisee; negotiated with the seller (or with the franchisor in defined cases) and not quantified in Item 7. | — | — |
| Additional funds, first 3 months — Payroll, operating and general expenses. | $66,000 | $198,000 |
| TOTAL | $162,900 | $1,656,800 |
Source for every row: the Item 7 estimated-initial-investment table of 2026 Franchise Disclosure Document — 7-Eleven, Inc. (table begins PDF p. 35) — rows inherit the table's citation rather than carrying fifteen identical ones.
Ongoing fees
FDD Item 6Royalty
45%–59% (see basis) Disclosed
- Source
- 2026 Franchise Disclosure Document — 7-Eleven, Inc.
- Document
- FDD 2026, issued 2026-04-01
- Item
- Item 6 — Item 6 table, '7-Eleven Charge', and Notes 1–2 (pp. 26–31)
- Page
- PDF p. 28
- Obtained
- Wisconsin Department of Financial Institutions — Franchise Registration Search, file 641227
The 7-Eleven Charge for each month (the “current month”) will be a variable percentage of the store’s Gross Profit
The '7-Eleven Charge' is charged on GROSS PROFIT (net sales less cost of goods sold), not on sales, and it is not only a royalty: it also pays for the franchisee's required lease of the land, building and 7-Eleven Equipment from the franchisor, plus the trademark licence and continuing services. The rate is 45% of the month's gross profit when the store's gross profit for the prior 12 months was $200,000 or less. Above that, ten bracket formulas apply a fixed base amount plus a marginal rate on gross profit over the bracket floor; the marginal rates disclosed are 49%, 54%, 55%, 56%, 57%, 58%, 59%, 58%, 57% and 56% as trailing gross profit rises past $200,000 up to over $1,600,000. Because the base amounts carry forward, the effective rate rises with volume. Surcharges: +2 percentage points if the franchisee misses the Recommended Vendor Purchase Requirement for three consecutive months,
Brand advertising fund
1% (see basis) Disclosed
- Source
- 2026 Franchise Disclosure Document — 7-Eleven, Inc.
- Document
- FDD 2026, issued 2026-04-01
- Item
- Item 6 — Item 6 table, 'Advertising Fee'
- Page
- PDF p. 26
- Obtained
- Wisconsin Department of Financial Institutions — Franchise Registration Search, file 641227
1% of the store's gross profit for the current month — again a percentage of gross profit, not of sales. It remains payable even during any period in which the 7-Eleven Charge is increased for missing the Recommended Vendor Purchase Requirement.
Local marketing
Not disclosed in the reviewed source Not disclosed
Not disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures.
Item 6 lists no required local or regional advertising spend beyond the 1% advertising fee.
Core requirements shown separately; caps, credits and conditions may overlap. Check the full schedule for technology, cooperative, transfer and other charges.
View all recurring fees and conditions
| Royalty | 45%–59% (see basis) Disclosed
The '7-Eleven Charge' is charged on GROSS PROFIT (net sales less cost of goods sold), not on sales, and it is not only a royalty: it also pays for the franchisee's required lease of the land, building and 7-Eleven Equipment from the franchisor, plus the trademark licence and continuing services. The rate is 45% of the month's gross profit when the store's gross profit for the prior 12 months was $200,000 or less. Above that, ten bracket formulas apply a fixed base amount plus a marginal rate on gross profit over the bracket floor; the marginal rates disclosed are 49%, 54%, 55%, 56%, 57%, 58%, 59%, 58%, 57% and 56% as trailing gross profit rises past $200,000 up to over $1,600,000. Because the base amounts carry forward, the effective rate rises with volume. Surcharges: +2 percentage points if the franchisee misses the Recommended Vendor Purchase Requirement for three consecutive months, The '7-Eleven Charge' is charged on GROSS PROFIT (net sales less cost of goods sold), not on sales, and it is not only a royalty: it also pays for the franchisee's required lease of the land, building and 7-Eleven Equipment from the franchisor, plus the trademark licence and continuing services. The rate is 45% of the month's gross profit when the store's gross profit for the prior 12 months was $200,000 or less. Above that, ten bracket formulas apply a fixed base amount plus a marginal rate on gross profit over the bracket floor; the marginal rates disclosed are 49%, 54%, 55%, 56%, 57%, 58%, 59%, 58%, 57% and 56% as trailing gross profit rises past $200,000 up to over $1,600,000. Because the base amounts carry forward, the effective rate rises with volume. Surcharges: +2 percentage points if the franchisee misses the Recommended Vendor Purchase Requirement for three consecutive months, |
|---|---|
| Advertising / brand fund | 1% (see basis) Disclosed
1% of the store's gross profit for the current month — again a percentage of gross profit, not of sales. It remains payable even during any period in which the 7-Eleven Charge is increased for missing the Recommended Vendor Purchase Requirement. 1% of the store's gross profit for the current month — again a percentage of gross profit, not of sales. It remains payable even during any period in which the 7-Eleven Charge is increased for missing the Recommended Vendor Purchase Requirement. |
| Required local marketing | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. Item 6 lists no required local or regional advertising spend beyond the 1% advertising fee. |
| Technology / software | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. Item 6 lists no separate recurring technology, software or POS fee. Item 11 states the franchisor installs the back-room computer and the Store Information System, provides support, upgrades and updates for the hardware and the proprietary software, and that the franchisee pays for maintenance of the electronic cash register and ordering equipment through a designated vendor without stating an amount. |
| Advertising cooperative | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. No advertising cooperative fee is listed in Item 6. |
| Transfer fee | Not disclosed in the reviewed source Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. No fixed transfer fee is listed. Item 6 allows a discretionary 'service fee' for transfers or assignments, and Item 17 requires the transferee to sign the then-current franchise agreement on then-current financial terms, which normally means the transferee pays a Franchise Fee. A buyer of an existing store may also owe negotiated 'goodwill' to the outgoing franchisee. |
| Renewal fee | $50,000 one-time Disclosed
Due on signing the franchisor's then-current form of renewal franchise agreement. Due on signing the franchisor's then-current form of renewal franchise agreement. |
| Royalty + ad fund (% of sales) | Not disclosed as percent of sales Not disclosedNot disclosed in the reviewed source. We did not find this value in 2026 Franchise Disclosure Document — 7-Eleven, Inc.; we do not fill gaps with estimates or third-party figures. |
Fee schedule (19 fees; 18 verified against the source, 1 single-pass)
Every recurring, conditional and one-time fee found in this FDD's Item 6 table (plus mandatory recurring costs disclosed in Items 7/11), each cited to its page and carrying its verification status: verified means two independent readings agreed or a tie-break re-inspection of the page decided it; single-pass means one reading captured it and it has not been independently confirmed (permitted only for fees that cannot move modeled economics — see the materiality rule). Amounts marked “not stated” are charged at then-current rates the FDD does not quantify and are never modeled as $0.
| Fee | Amount | Frequency | Mandatory | Verification | Cite | Notes |
|---|---|---|---|---|---|---|
| 7-Eleven Charge | $45–$56 | monthly | Yes | verified (tie-break) | Item 6, p. 28 | Adders disclosed in Item 6: +2 percentage points for missing the Recommended Vendor Purchase Requirement three consecutive periods (repeatable) and +2 points for the remainder of the term if stated merchandising/advertising requirements are held invalid; +0.1% of Gross Profit per weekly closed hour where reduced hours are permitted; +4% of Gross Profit if operating at least 136 hours per week or +6% if less, for unauthorised reduced hours. Reduction: for calendar 2026 only, up to 150 basis points for single-store and a further 50 basis points for multi-unit franchisees on 7CLEAN and sales criteria. Both passes read the brackets identically; the only disagreement was range_high. Pass A's 59 is the peak marginal coefficient and Pass B left it null. Recomputing each printed formula at its bracket top shows the effective charge never exceeds ~55.9%, so range_high = 56 is the defensible ceiling. Item 6 table row (PDF p.26) reads 'Variable percentage of Gross Profit'; formulas run PDF pp.26-28. Accrues daily, charged monthly against the Open Account. Citation audit 2026-09-04: page corrected 26 -> 28 (value verified on p. 28). |
| Advertising Fee | 1% of gross profit | monthly | Yes | verified (2-pass) | Item 6, p. 26 | Remains payable even during any period the 7-Eleven Charge is increased for missing the Recommended Vendor Purchase Requirement. |
| Renewal Fee | $50,000 | one time | No | verified (2-pass) | Item 6, p. 26 | Paid upon execution of the then-current form of franchise agreement at renewal (initial term is 15 years, one renewal option). |
| Audits | Not stated | per event | No | verified (tie-break) | Item 6, p. 26 | Franchisor-initiated audits are free to the franchisee. The franchisee pays only for a re-audit it requests, and not even then if the re-audit reveals a 2% or greater adjustment of Retail Book Inventory. Franchisor may audit on 72 hours' notice, or without notice on casualty, theft, accounting failure, Minimum Net Worth shortfall, or a prior inventory variance over 1%. |
| Interest expense | 8.75% of other | monthly | Yes | verified (tie-break) | Item 6, p. 26 | Applies to whatever the franchisor finances: the balance of the initial inventory after the $20,000 Down Payment, ongoing inventory purchases, part of the initial licence and permit costs, selling and G&A expenses, and in some cases the Franchise Fee. The financed balance fluctuates monthly; the franchisor pays interest on a credit balance. If the Franchise Fee is financed it is repaid in up to 60 monthly installments charged to the Open Account at a rate stated in the Promissory Note (Item 5). |
| Indemnification | Not stated | varies | No | single-pass | Item 6, p. 26 | Franchisee indemnifies the franchisor for certain losses per Paragraph 18 of the franchise agreement. |
| Foodservice operations | Not stated | per event | No | verified (tie-break) | Item 6, p. 26 | Only on an uncured breach relating to foodservice operations, where the franchisor cures on the franchisee's behalf. Row straddles PDF pp.26-27; label line is on p.26. |
| Maintenance | $1,100–$2,500 | monthly | Yes | verified (tie-break) | Item 6, p. 27 | Varies by store and by the particular 7-Eleven Equipment installed; the franchisor may change the amount at any time during the term and decides how increases and decreases are allocated geographically. Lower if the franchisee declines the optional non-equipment programme. Does not cover all required maintenance expense. Charged to the Open Account and non-refundable; the franchisor may profit on the maintenance it arranges. |
| Replacement 7-Eleven Equipment Fee | Not stated | per event | No | verified (tie-break) | Item 6, p. 27 | Only if 7-Eleven Equipment is damaged or inoperable, the franchisor supplies a replacement, and the franchisee fails to promptly return the damaged unit. |
| Premiums | Not stated | per event | No | verified (tie-break) | Item 6, p. 27 | Only if and when the franchisee receives vendor premiums. |
| Initial Training (more than two individuals) | Not stated | per event | No | verified (tie-break) | Item 6, p. 27 | Only if the franchisee elects to put more than two individuals through initial training at any time during the term. Training Program cost for the first two trainees is inside the Franchise Fee; travel, lodging and food of up to about $13,700 per trainee is a separate Item 7 initial cost. |
| Ongoing Training | Not stated | per event | No | verified (tie-break) | Item 6, p. 27 | Applies when the franchisor offers additional training it deems necessary because of changes to the 7-Eleven System, and on renewal; attendance is then required but neither frequency nor amount is disclosed. |
| Inspection and Testing | Not stated | per event | No | verified (tie-break) | Item 6, p. 27 | Charged before the franchisor approves a supplier the franchisee has proposed as a Recommended Vendor. Due date column reads 'When billed.' |
| Early Termination Fee | $5,000 | one time | No | verified (tie-break) | Item 6, p. 28 | Payable if the franchisee terminates the franchise agreement on less than 30 days' notice. Due date column reads 'When billed.' |
| Service Fees | Not stated | per event | No | verified (tie-break) | Item 6, p. 28 | Charged for requested changes or services the franchisor is not required to perform — name changes, incorporations, adding or removing a person or entity from the franchise agreement, and transfers or assignments (other than an assignment under Paragraph 25(b) to a transferee that pays a Franchise Fee). Item 6 contains no separately labelled transfer fee; transfers are captured inside this row. |
| Mystery Shop Fees | $10–$11 | per event | No | verified (tie-break) | Item 6, p. 28 | Only if the franchisee chooses to participate. |
| Close Out Fee | $200 | one time | Yes | verified (2-pass) | Item 6, p. 28 | Charged upon termination of the franchise agreement. |
| Management Fee | Not stated | per event | No | verified (tie-break) | Item 6, p. 28 | Only if the franchisor takes possession and operates the store — because the store is not open as required, or on the franchisee's death or incapacity, or where in the franchisor's opinion a divorce, dissolution, criminal proceeding or similar incident jeopardises operation. Underlying provision is at PDF p.34: 'a reasonable management fee, not to exceed 5% of the store's Gross Profit (the Management Fee), plus any out-of-pocket expenses'. |
| Technology license, support and maintenance (Item 11 requirement) | Not stated | varies | Yes | verified (tie-break) | Item 11, p. 49 | The franchisee must maintain the electronic cash register and ordering equipment and specified peripherals at its own expense, keep a functioning e-mail address and designated customer wi-fi, and may be required to sign licence and support agreements carrying standard support and maintenance fees for technology the franchisor later adds to the 7-Eleven System. Item 6 has no technology, software or POS row at all; this entry exists because Items 11 and 12 impose recurring technology obligations outside the Item 6 table. Verified on PDF p.49 (Pass B cited p.50). |
The defining feature of this system is that the recurring charge is levied on gross profit rather than on sales, and that it bundles the store lease. A store with, say, $2.2 million of gross sales and a 35% gross margin generates roughly $780,000 of gross profit; at the disclosed brackets the 7-Eleven Charge on that amount runs well over half of it, before the franchisee pays payroll, utilities, maintenance, insurance and other operating costs out of the remainder. Comparing the headline percentage with a conventional royalty stated as a percentage of sales is not meaningful. Item 6 also describes discretionary franchisor support policies — Gross Income Support, Additional Gross Income Support and 2026 basis-point reductions — that the franchisor states were adopted unilaterally and may be changed or revoked at any time.
Financial performance (Item 19)
What the franchisor actually disclosedWho is represented: Exhibit H, incorporated into Item 19, reports unaudited averages and medians for franchised 7-Eleven stores operating under the standard (traditional) form of franchise agreement in the states covered by this disclosure document, that were open and operating for the full calendar year. It excludes company-owned stores, franchised stores not open the full prior calendar year, and stores operating under any other form of franchise agreement, including Business Conversion Program stores. There is no single system-wide table: the data is split into nine separate state recap tables (Connecticut, Massachusetts, New Jersey, North Carolina, Ohio, Pennsylvania, South Carolina, Virginia and West Virginia), and each state's stores are sorted into a bottom, middle and top third. The nine tables together cover 1,233 stores for calendar 2025 — about 17% of the 7,274 franchised outlets reported in Item 20 — so the reported stores are a regional slice of the system, not the system as a whole. Six of the fifteen jurisdictions the document covers (Delaware, Maine, New Hampshire, Rhode Island, Vermont and Washington D.C.) have no recap table.
Qualifications: The data is unaudited and is built from bookkeeping records the franchisor prepares from information franchisees submit, so it is only as accurate as what franchisees reported. It covers calendar years 2024 and 2025 for stores in nine states only, sorted into thirds, with no system-wide figure. Gross profit is defined as net sales less cost of goods sold: it is stated before the 7-Eleven Charge, the advertising fee, payroll, utilities, maintenance, insurance, interest and all other operating expenses, so it is not store earnings or owner income. Net sales exclude sales tax and exclude commissions on consigned gasoline; gasoline commissions are reported as a separate line and only some stores sell gasoline. The franchisor names seasonality, region, site location and visibility, traffic patterns, retail activity, government restrictions, the state of the economy and supply disruptions as factors that will affect results, and states that results vary store to store and that it cannot estimate results for any particular store. For any store that has traded at least 12 months, the franchisor provides a separate 'Here Are The Facts' disclosure of that store's actual last-12-months results, which is not part of this document. Only the CY2025 columns are recorded in the metrics below; the same tables also carry CY2024 columns.
View full Item 19 disclosure and tables
7-Eleven does make a financial performance representation, but not in the usual shape. Instead of one system-wide average, Exhibit H gives nine state-level tables, each splitting that state's qualifying franchised stores into a bottom, middle and top third, and reports for each third the average, median, high and low of gross sales, gross profit, gross profit margin and consigned gasoline commissions for 2024 and 2025. Across the nine 2025 tables, average gross sales per store by third run from about $1.38 million (Massachusetts bottom third) to about $3.71 million (West Virginia top third), and average gross profit margins run from about 30% to about 41%. What the tables do not show is what an owner keeps: gross profit is stated before the 7-Eleven Charge, which is itself assessed on gross profit at 45% and up, and before payroll and every other operating cost. No net income, owner earnings or expense detail is disclosed anywhere in Item 19 or Exhibit H.
| Metric | Subset | Value | Units | Period | Cite |
|---|---|---|---|---|---|
| Gross sales — Connecticut, bottom third of franchised traditional stores 60% of units met or exceeded Same subset: median 1,509,046, high 1,685,640, low 1,076,476. | Connecticut — Bottom Third Average | $1,435,951 | 10 | CY2025 | FDD p.505 |
| Gross sales — Connecticut, middle third of franchised traditional stores 60% of units met or exceeded Same subset: median 2,018,023, high 2,146,540, low 1,715,289. | Connecticut — Middle Third Average | $1,966,319 | 10 | CY2025 | FDD p.505 |
| Gross sales — Connecticut, top third of franchised traditional stores 44% of units met or exceeded Same subset: median 2,551,246, high 3,468,554, low 2,175,458. | Connecticut — Top Third Average | $2,677,704 | 9 | CY2025 | FDD p.505 |
| Gross sales — Massachusetts, bottom third of franchised traditional stores 59% of units met or exceeded Same subset: median 1,403,952, high 1,575,192, low 856,220. | Massachusetts — Bottom Third Average | $1,376,812 | 46 | CY2025 | FDD p.511 |
| Gross sales — Massachusetts, middle third of franchised traditional stores 43% of units met or exceeded Same subset: median 1,798,049, high 2,040,015, low 1,610,903. | Massachusetts — Middle Third Average | $1,809,809 | 46 | CY2025 | FDD p.511 |
| Gross sales — Massachusetts, top third of franchised traditional stores 47% of units met or exceeded Same subset: median 2,471,945, high 3,710,689, low 2,055,806. | Massachusetts — Top Third Average | $2,500,952 | 45 | CY2025 | FDD p.511 |
| Gross sales — New Jersey, bottom third of franchised traditional stores 52% of units met or exceeded Same subset: median 1,584,681, high 1,832,883, low 1,000,895. | New Jersey — Bottom Third Average | $1,557,748 | 91 | CY2025 | FDD p.519 |
| Gross sales — New Jersey, middle third of franchised traditional stores 47% of units met or exceeded Same subset: median 1,977,848, high 2,176,996, low 1,840,165. | New Jersey — Middle Third Average | $1,993,366 | 90 | CY2025 | FDD p.519 |
| Gross sales — New Jersey, top third of franchised traditional stores 39% of units met or exceeded Same subset: median 2,548,026, high 4,626,536, low 2,177,721. | New Jersey — Top Third Average | $2,660,979 | 90 | CY2025 | FDD p.519 |
| Gross sales — North Carolina, bottom third of franchised traditional stores 64% of units met or exceeded Same subset: median 1,987,649, high 2,155,556, low 1,243,609. | North Carolina — Bottom Third Average | $1,897,211 | 22 | CY2025 | FDD p.528 |
| Gross sales — North Carolina, middle third of franchised traditional stores 62% of units met or exceeded Same subset: median 2,567,539, high 2,722,757, low 2,232,851. | North Carolina — Middle Third Average | $2,488,066 | 21 | CY2025 | FDD p.528 |
| Gross sales — North Carolina, top third of franchised traditional stores 38% of units met or exceeded Same subset: median 3,038,815, high 4,309,996, low 2,744,691. | North Carolina — Top Third Average | $3,245,327 | 21 | CY2025 | FDD p.528 |
| Gross sales — Ohio, bottom third of franchised traditional stores 44% of units met or exceeded Same subset: median 1,264,517, high 1,760,017, low 1,178,824. | Ohio — Bottom Third Average | $1,432,907 | 9 | CY2025 | FDD p.532 |
| Gross sales — Ohio, middle third of franchised traditional stores 44% of units met or exceeded Same subset: median 1,956,676, high 2,207,083, low 1,863,622. | Ohio — Middle Third Average | $1,982,872 | 9 | CY2025 | FDD p.532 |
| Gross sales — Ohio, top third of franchised traditional stores 22% of units met or exceeded Same subset: median 2,495,180, high 3,322,486, low 2,207,209. | Ohio — Top Third Average | $2,611,005 | 9 | CY2025 | FDD p.532 |
| Gross sales — Pennsylvania, bottom third of franchised traditional stores 59% of units met or exceeded Same subset: median 1,491,686, high 1,692,502, low 788,657. | Pennsylvania — Bottom Third Average | $1,431,282 | 58 | CY2025 | FDD p.535 |
| Gross sales — Pennsylvania, middle third of franchised traditional stores 45% of units met or exceeded Same subset: median 1,920,664, high 2,214,618, low 1,699,201. | Pennsylvania — Middle Third Average | $1,944,641 | 58 | CY2025 | FDD p.535 |
| Gross sales — Pennsylvania, top third of franchised traditional stores 40% of units met or exceeded Same subset: median 2,683,814, high 4,539,949, low 2,216,532. | Pennsylvania — Top Third Average | $2,798,823 | 57 | CY2025 | FDD p.535 |
| Gross sales — South Carolina, bottom third of franchised traditional stores 71% of units met or exceeded Same subset: median 2,084,922, high 2,484,939, low 1,476,579. | South Carolina — Bottom Third Average | $2,016,680 | 7 | CY2025 | FDD p.543 |
| Gross sales — South Carolina, middle third of franchised traditional stores 50% of units met or exceeded Same subset: median 2,609,356, high 2,773,349, low 2,490,611. | South Carolina — Middle Third Average | $2,618,363 | 6 | CY2025 | FDD p.543 |
| Gross sales — South Carolina, top third of franchised traditional stores 33% of units met or exceeded Same subset: median 2,986,167, high 4,220,931, low 2,839,849. | South Carolina — Top Third Average | $3,234,034 | 6 | CY2025 | FDD p.543 |
| Gross sales — Virginia, bottom third of franchised traditional stores 57% of units met or exceeded Same subset: median 1,823,461, high 2,124,947, low 1,159,514. | Virginia — Bottom Third Average | $1,784,119 | 166 | CY2025 | FDD p.546 |
| Gross sales — Virginia, middle third of franchised traditional stores 51% of units met or exceeded Same subset: median 2,411,696, high 2,681,052, low 2,126,589. | Virginia — Middle Third Average | $2,406,843 | 166 | CY2025 | FDD p.546 |
| Gross sales — Virginia, top third of franchised traditional stores 38% of units met or exceeded Same subset: median 3,060,051, high 6,695,481, low 2,684,362. | Virginia — Top Third Average | $3,226,030 | 165 | CY2025 | FDD p.546 |
| Gross sales — West Virginia, bottom third of franchised traditional stores 50% of units met or exceeded Same subset: median 2,117,453, high 2,435,497, low 1,587,276. | West Virginia — Bottom Third Average | $2,092,920 | 6 | CY2025 | FDD p.562 |
| Gross sales — West Virginia, middle third of franchised traditional stores 40% of units met or exceeded Same subset: median 2,763,479, high 3,110,036, low 2,548,954. | West Virginia — Middle Third Average | $2,796,010 | 5 | CY2025 | FDD p.562 |
| Gross sales — West Virginia, top third of franchised traditional stores 60% of units met or exceeded Same subset: median 3,830,740, high 4,048,008, low 3,263,052. | West Virginia — Top Third Average | $3,708,259 | 5 | CY2025 | FDD p.562 |
Disclosed cost and profit figures
These figures are disclosed by the franchisor for the population stated in each row — often a subset (company-owned units, or franchisees who chose to report). They frequently exclude owner compensation, rent, debt service, taxes or royalties. They are not a prediction of your results.
| Metric | Subset | Value | Units | Period | Cite |
|---|---|---|---|---|---|
| Gross profit — Connecticut, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 479,833, high 579,202, low 405,292. | Connecticut — Bottom Third Average | $492,202 | 10 | CY2025 | FDD p.505 |
| Gross profit as a percent of gross sales — Connecticut, bottom third Same subset: median 33.84%, high 40.25%, low 31.35%. | Connecticut — Bottom Third Average | 34.28% | 10 | CY2025 | FDD p.505 |
| Gross profit — Connecticut, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 705,471, high 817,615, low 594,538. | Connecticut — Middle Third Average | $707,721 | 10 | CY2025 | FDD p.505 |
| Gross profit as a percent of gross sales — Connecticut, middle third Same subset: median 36.77%, high 38.72%, low 28.87%. | Connecticut — Middle Third Average | 35.99% | 10 | CY2025 | FDD p.505 |
| Gross profit — Connecticut, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 975,114, high 1,305,189, low 792,685. | Connecticut — Top Third Average | $991,185 | 9 | CY2025 | FDD p.505 |
| Gross profit as a percent of gross sales — Connecticut, top third Same subset: median 37.28%, high 40.09%, low 34.19%. | Connecticut — Top Third Average | 37.02% | 9 | CY2025 | FDD p.505 |
| Gross profit — Massachusetts, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 565,029, high 684,240, low 351,488. | Massachusetts — Bottom Third Average | $555,567 | 46 | CY2025 | FDD p.511 |
| Gross profit as a percent of gross sales — Massachusetts, bottom third Same subset: median 40.37%, high 46.69%, low 32.62%. | Massachusetts — Bottom Third Average | 40.35% | 46 | CY2025 | FDD p.511 |
| Gross profit — Massachusetts, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 740,037, high 950,383, low 552,930. | Massachusetts — Middle Third Average | $742,871 | 46 | CY2025 | FDD p.511 |
| Gross profit as a percent of gross sales — Massachusetts, middle third Same subset: median 40.96%, high 51.48%, low 34.00%. | Massachusetts — Middle Third Average | 41.05% | 46 | CY2025 | FDD p.511 |
| Gross profit — Massachusetts, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 991,324, high 1,800,833, low 710,167. | Massachusetts — Top Third Average | $1,034,354 | 45 | CY2025 | FDD p.511 |
| Gross profit as a percent of gross sales — Massachusetts, top third Same subset: median 40.85%, high 57.09%, low 33.61%. | Massachusetts — Top Third Average | 41.36% | 45 | CY2025 | FDD p.511 |
| Gross profit — New Jersey, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 549,260, high 828,485, low 304,741. | New Jersey — Bottom Third Average | $553,897 | 91 | CY2025 | FDD p.519 |
| Gross profit as a percent of gross sales — New Jersey, bottom third Same subset: median 34.96%, high 46.10%, low 28.99%. | New Jersey — Bottom Third Average | 35.56% | 91 | CY2025 | FDD p.519 |
| Gross profit — New Jersey, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 688,120, high 913,590, low 494,506. | New Jersey — Middle Third Average | $702,174 | 90 | CY2025 | FDD p.519 |
| Gross profit as a percent of gross sales — New Jersey, middle third Same subset: median 34.91%, high 48.20%, low 25.45%. | New Jersey — Middle Third Average | 35.23% | 90 | CY2025 | FDD p.519 |
| Gross profit — New Jersey, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 927,423, high 1,776,172, low 645,777. | New Jersey — Top Third Average | $974,687 | 90 | CY2025 | FDD p.519 |
| Gross profit as a percent of gross sales — New Jersey, top third Same subset: median 37.04%, high 44.35%, low 26.48%. | New Jersey — Top Third Average | 36.63% | 90 | CY2025 | FDD p.519 |
| Gross profit — North Carolina, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 691,406, high 805,350, low 478,338. | North Carolina — Bottom Third Average | $683,420 | 22 | CY2025 | FDD p.528 |
| Gross profit as a percent of gross sales — North Carolina, bottom third Same subset: median 35.74%, high 47.13%, low 30.72%. | North Carolina — Bottom Third Average | 36.02% | 22 | CY2025 | FDD p.528 |
| Gross profit — North Carolina, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 888,757, high 1,069,989, low 761,755. | North Carolina — Middle Third Average | $904,036 | 21 | CY2025 | FDD p.528 |
| Gross profit as a percent of gross sales — North Carolina, middle third Same subset: median 36.13%, high 41.42%, low 31.97%. | North Carolina — Middle Third Average | 36.33% | 21 | CY2025 | FDD p.528 |
| Gross profit — North Carolina, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 1,146,091, high 1,726,263, low 965,803. | North Carolina — Top Third Average | $1,204,170 | 21 | CY2025 | FDD p.528 |
| Gross profit as a percent of gross sales — North Carolina, top third Same subset: median 36.18%, high 40.95%, low 32.02%. | North Carolina — Top Third Average | 37.1% | 21 | CY2025 | FDD p.528 |
| Gross profit — Ohio, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 423,472, high 561,850, low 340,419. | Ohio — Bottom Third Average | $438,405 | 9 | CY2025 | FDD p.532 |
| Gross profit as a percent of gross sales — Ohio, bottom third Same subset: median 29.73%, high 35.07%, low 27.73%. | Ohio — Bottom Third Average | 30.6% | 9 | CY2025 | FDD p.532 |
| Gross profit — Ohio, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 658,077, high 782,984, low 574,049. | Ohio — Middle Third Average | $659,258 | 9 | CY2025 | FDD p.532 |
| Gross profit as a percent of gross sales — Ohio, middle third Same subset: median 33.44%, high 35.48%, low 30.66%. | Ohio — Middle Third Average | 33.25% | 9 | CY2025 | FDD p.532 |
| Gross profit — Ohio, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 825,103, high 1,180,993, low 697,578. | Ohio — Top Third Average | $880,005 | 9 | CY2025 | FDD p.532 |
| Gross profit as a percent of gross sales — Ohio, top third Same subset: median 33.59%, high 35.55%, low 31.60%. | Ohio — Top Third Average | 33.7% | 9 | CY2025 | FDD p.532 |
| Gross profit — Pennsylvania, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 498,642, high 703,870, low 288,912. | Pennsylvania — Bottom Third Average | $492,436 | 58 | CY2025 | FDD p.535 |
| Gross profit as a percent of gross sales — Pennsylvania, bottom third Same subset: median 33.90%, high 46.59%, low 26.95%. | Pennsylvania — Bottom Third Average | 34.41% | 58 | CY2025 | FDD p.535 |
| Gross profit — Pennsylvania, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 645,168, high 1,017,515, low 509,758. | Pennsylvania — Middle Third Average | $660,211 | 58 | CY2025 | FDD p.535 |
| Gross profit as a percent of gross sales — Pennsylvania, middle third Same subset: median 32.98%, high 47.62%, low 28.49%. | Pennsylvania — Middle Third Average | 33.95% | 58 | CY2025 | FDD p.535 |
| Gross profit — Pennsylvania, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 931,722, high 1,675,749, low 654,539. | Pennsylvania — Top Third Average | $970,733 | 57 | CY2025 | FDD p.535 |
| Gross profit as a percent of gross sales — Pennsylvania, top third Same subset: median 34.68%, high 47.00%, low 25.08%. | Pennsylvania — Top Third Average | 34.68% | 57 | CY2025 | FDD p.535 |
| Gross profit — South Carolina, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 734,324, high 870,182, low 532,935. | South Carolina — Bottom Third Average | $739,511 | 7 | CY2025 | FDD p.543 |
| Gross profit as a percent of gross sales — South Carolina, bottom third Same subset: median 36.09%, high 41.30%, low 34.32%. | South Carolina — Bottom Third Average | 36.67% | 7 | CY2025 | FDD p.543 |
| Gross profit — South Carolina, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 969,046, high 1,104,624, low 872,737. | South Carolina — Middle Third Average | $981,233 | 6 | CY2025 | FDD p.543 |
| Gross profit as a percent of gross sales — South Carolina, middle third Same subset: median 37.71%, high 41.32%, low 32.76%. | South Carolina — Middle Third Average | 37.48% | 6 | CY2025 | FDD p.543 |
| Gross profit — South Carolina, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 1,188,325, high 1,506,588, low 974,702. | South Carolina — Top Third Average | $1,203,356 | 6 | CY2025 | FDD p.543 |
| Gross profit as a percent of gross sales — South Carolina, top third Same subset: median 37.15%, high 40.57%, low 33.10%. | South Carolina — Top Third Average | 37.21% | 6 | CY2025 | FDD p.543 |
| Gross profit — Virginia, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 611,378, high 875,877, low 358,963. | Virginia — Bottom Third Average | $610,755 | 166 | CY2025 | FDD p.546 |
| Gross profit as a percent of gross sales — Virginia, bottom third Same subset: median 33.98%, high 49.63%, low 28.63%. | Virginia — Bottom Third Average | 34.23% | 166 | CY2025 | FDD p.546 |
| Gross profit — Virginia, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 828,425, high 1,036,396, low 646,043. | Virginia — Middle Third Average | $833,840 | 166 | CY2025 | FDD p.546 |
| Gross profit as a percent of gross sales — Virginia, middle third Same subset: median 34.56%, high 41.87%, low 28.28%. | Virginia — Middle Third Average | 34.64% | 166 | CY2025 | FDD p.546 |
| Gross profit — Virginia, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 1,066,675, high 1,991,609, low 864,021. | Virginia — Top Third Average | $1,110,959 | 165 | CY2025 | FDD p.546 |
| Gross profit as a percent of gross sales — Virginia, top third Same subset: median 34.22%, high 44.58%, low 29.59%. | Virginia — Top Third Average | 34.44% | 165 | CY2025 | FDD p.546 |
| Gross profit — West Virginia, bottom third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 636,109, high 795,065, low 459,582. | West Virginia — Bottom Third Average | $633,513 | 6 | CY2025 | FDD p.562 |
| Gross profit as a percent of gross sales — West Virginia, bottom third Same subset: median 29.82%, high 32.64%, low 28.95%. | West Virginia — Bottom Third Average | 30.27% | 6 | CY2025 | FDD p.562 |
| Gross profit — West Virginia, middle third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 830,931, high 1,022,169, low 767,345. | West Virginia — Middle Third Average | $871,977 | 5 | CY2025 | FDD p.562 |
| Gross profit as a percent of gross sales — West Virginia, middle third Same subset: median 30.50%, high 32.87%, low 29.96%. | West Virginia — Middle Third Average | 31.19% | 5 | CY2025 | FDD p.562 |
| Gross profit — West Virginia, top third of franchised traditional stores Gross profit is net sales less cost of goods sold; it is before the 7-Eleven Charge, payroll, rent-equivalent and all other store operating expenses, so it is not store earnings. Same subset: median 1,282,587, high 1,382,029, low 1,046,250. | West Virginia — Top Third Average | $1,218,355 | 5 | CY2025 | FDD p.562 |
| Gross profit as a percent of gross sales — West Virginia, top third Same subset: median 33.48%, high 34.14%, low 30.60%. | West Virginia — Top Third Average | 32.86% | 5 | CY2025 | FDD p.562 |
System health (Item 20)
Outlets, openings, exits and transfers by fiscal year · U.S. onlyView detailed Item 20 tables and source notes
| Fiscal year | Start | Opened | Terminated | Not renewed | Reacquired | Ceased — other | End | Transfers | Company-owned (end) |
|---|---|---|---|---|---|---|---|---|---|
| 2023 | 7,218 | 277 | 0 | 0 | 167 | 83 | 7,245 | 219 | 1,604 |
| 2024 | 7,245 | 300 | 0 | 0 | 240 | 76 | 7,229 | 190 | 1,025 |
| 2025 | 7,229 | 283 | 0 | 0 | 160 | 78 | 7,274 | 223 | 1,029 |
Disclosed 2026 Franchise Disclosure Document — 7-Eleven, Inc., Item 20, Tables 1–3 (PDF p. 67). Counts are U.S. only. Franchised outlets ended 2025 at 7,274, a net gain of 45 over the year and a net gain of 56 over the three years; 2024 was a net loss of 16. Company-owned outlets fell from 1,604 to 1,025 during 2024, driven by 737 company-store closures in Table No. 4 that year, and were roughly flat in 2025. The franchisor reported zero terminations and zero non-renewals of franchised outlets in all three years; it explains that because it owns or leases the land, building and equipment at traditional sites, departures are recorded as reacquisitions rather than terminations, and that a reacquisition may not change the number of outlets open in a state. Reacquisitions ran 167, 240 and 160 and 'ceased operations – other' ran 83, 76 and 78 across 2023–2025. Two small internal inconsistencies: Table No. 4's 2023 row does not foot by one outlet (1,587 + 215 + 250 − 172 − 277 = 1,603 against a stated 1,604 year-end), and Table No. 4 opens 2025 at 1,026 where Table No. 1 shows a 2025 company-owned start of 1,025. Tables No. 1 and No. 3 foot exactly in every year.
Source data notes (9) — inconsistencies found in the FDD itself during verification
Our verification re-reads every table. Where the FDD's own printed tables disagree, we document the discrepancy rather than silently "fixing" it. Classes: B = arithmetic error in the source's derived column; C = the printed tables genuinely disagree; D = a legitimate definitional difference (e.g., transfers netted, explained by a footnote); E = unresolved ambiguity. Figures a material C/E issue puts in doubt are excluded from our derived metrics, scores and rankings.
- [C/minor] Table 4 2023: The company-owned TOTALS row for FY2023 does not foot: 1,587 start + 215 opened + 250 reacquired from franchisees - 172 closed - 277 sold to franchisees = 1,603, against a printed End of Year of 1,604. — Printed Totals row (PDF p.76): '2023 1587 215 250 172 277 1604'; Table No. 1 (PDF p.67) prints the same pair, '2023 1,587 1,604 17', so both endpoints are corroborated and the one-unit gap sits in the flow columns. The FY2023 state rows themselves sum to a start of 1,588, which foots exactly to 1,604, suggesting the printed Totals start is one low. End-of-year 1,604 also carries forward as FY2024's start, so the totals the site uses are safe.
- [C/minor] Table 4 2025: Carry-forward break: the company-owned TOTALS row opens FY2025 at 1,026 while FY2024 closes at 1,025 in the same table and Table No. 1 gives 1,025 as the company-owned start of 2025. — Table No. 4 (PDF p.76) prints '2025 1026 114 160 136 135 1029' while Table No. 1 (PDF p.67) prints '2025 1,025 1,029 4'. Two sources give 1,025 (Table 1 and Table 4's own FY2024 end) against one giving 1,026, so 1,025 is the correct start; the end figure 1,029 agrees in both tables. One outlet is 0.1% of the company-owned base and does not change the direction of company-owned growth (+4).
- [C/minor] Table 3: The 41 state rows of Table No. 3 sum short of the printed Totals row in all three years: FY2023 start 7,204 / opened 275 / reacquired 166 / ceased 82 / end 7,231 vs printed 7,218 / 277 / 167 / 83 / 7,245; FY2024 7,231 / 299 / 238 / 74 / 7,218 vs 7,245 / 300 / 240 / 76 / 7,229; FY2025 7,218 / 282 / 160 / 78 / 7,262 vs 7,229 / 283 / 160 / 78 / 7,274. About 11-14 outlets a year are missing from the state detail. — Recomputed from the extracted table: state rows are short, but each printed Totals row foots across its own columns (7,218+277-167-83 = 7,245; 7,245+300-240-76 = 7,229; 7,229+283-160-78 = 7,274, PDF p.73) and every one of those figures matches Table No. 1 (PDF p.67). The shortfall is 0.19% of start-of-year franchised units, well under 0.5%, and the site's TOTAL-row figures are corroborated, so only state-level detail is unreliable.
- [C/minor] Table 3: The California and Colorado rows appear transposed. Table No. 3 shows California with 51 / 53 / 63 franchised outlets and 1-10 openings a year, and Colorado with 1,715 / 1,742 / 1,774 outlets and 39-69 openings. — Verified on the page image (PDF p.70), so this is the printed document, not an extraction artifact: 'California 2025 53 10 0 0 0 0 63' and 'Colorado 2025 1742 69 0 0 12 25 1774'. Two other tables contradict those magnitudes — Table No. 4 company-owned California 91/74 vs Colorado 41/44 (PDF p.76) and Table No. 2 transfers California 62/47/56 vs Colorado 11/16/10 (PDF p.70); 56 transfers against a 53-store California base is impossible. The swap is inferred, not stated, so treat both state rows as suspect; the Totals row is unaffected.
- [D/minor] Table 3: Table No. 3 reports zero terminations and zero non-renewals for every state in all three years, while showing 167 / 240 / 160 outlets reacquired by the franchisor. — The table's own footnote explains the definition: 'We own or lease the land, building and equipment at our traditional franchise sites ... therefore we may reacquire more sites than other franchisors and list such sites as reacquired rather than terminated' (PDF p.70). The zeroes are a real definitional difference, not an error. Any turnover metric keyed on the terminations column will wrongly read this system as having no franchisee exits; use reacquisitions plus ceased-other (250 / 316 / 238, about 3.3-4.4% of the franchised base a year) instead.
- [C/minor] Table 4: Company-owned state rows do not sum to the printed Totals: FY2023 start sums to 1,588 vs 1,587 printed; FY2024 Outlets Opened sums to 150 vs 146 and end to 1,027 vs 1,025; FY2025 start sums to 1,027 vs 1,026 and end to 1,030 vs 1,029. — Recomputed from the extracted state rows against the printed Totals (PDF p.76). Every printed total except the FY2025 start of 1,026 is corroborated by Table No. 1 (1,587/1,604, 1,604/1,025, 1,025/1,029, PDF p.67), and the largest gap is 4 outlets on a 1,000-plus base, so the totals the site uses stand and only state detail is unreliable.
- [C/minor] Table 5: Column 2 state rows sum to 152 franchise agreements signed but outlet not opened, against a printed Total of 151. Columns 3 (104 projected new franchised outlets) and 4 (78 projected new company-owned outlets) foot exactly. — Recomputed the printed column (PDF p.77): state rows total 152 against the printed 'Total 151 104 78'. A one-agreement difference in a forward-looking pipeline column; the other two columns of the same table foot, and no historical unit count depends on it.
- [D/minor] Table 1 / Table 4 2024: The company-owned base falls 579 outlets in 2024 (1,604 to 1,025) on 737 closures in Table No. 4, concentrated in Texas, Oklahoma, Pennsylvania, Virginia and New York, while franchised outlets are roughly flat (7,245 to 7,229). — Not a discrepancy: Table No. 1 and Table No. 4 agree, and the contraction matches the post-Speedway divestiture and closure programme described in Item 3. The whole -595 system change in 2024 is on the company-owned side, so system-wide growth figures must not be read as franchisee attrition; franchised units are flat in 2024 and +45 in 2025.
- [D/minor] Item 20 (all tables): Item 20 presents one combined U.S. table set with no U.S./international split; international units (Japan, Mexico, China, Australia, Canada) are operated by area licensees and appear only in Item 1. — Correct as printed — the Item 20 tables cover U.S. outlets only and the area-licensee units are properly outside them. No adjustment needed; the site should not add Item 1 international counts to Item 20 totals.
Company-owned outlets (Table 4)
| Year | Start | Opened | Reacquired from franchisee | Closed | Sold to franchisee | End |
|---|---|---|---|---|---|---|
| 2023 | 1,587 | 215 | 250 | 172 | 277 | 1,604 |
| 2024 | 1,604 | 146 | 312 | 737 | 300 | 1,025 |
| 2025 | 1,026 | 114 | 160 | 136 | 135 | 1,029 |
Read: How to read Item 20.
Ownership and operations
Items 11, 12, 15, 17Owner-operator required Disclosed
- Source
- 2026 Franchise Disclosure Document — 7-Eleven, Inc.
- Document
- FDD 2026, issued 2026-04-01
- Item
- Item 15
- Page
- PDF p. 55
- Obtained
- Wisconsin Department of Financial Institutions — Franchise Registration Search, file 641227
We believe that your full time supervision is essential to the success of the franchise
Item 15 requires the franchisee to devote best efforts to the store and to actively and substantially participate in its actual operation, with full authority and responsibility for it. The franchisor states it grants the franchise on the buyer's personal qualifications, may require the buyer to sell interests in other businesses, and other than in exceptional cases does not require a manager to be named or trained unless the franchisee operates more than one store — in which case a trained manager is required for each additional store. Married applicants are preferred to both sign and participate. If the franchisee is an entity, its Principals must sign the guaranty and participate; no minimum equity stake is set for an on-premises supervisor.
View operating requirements, territory and contract term
| Owner involvement (Item 15) | Owner-operator required Disclosed
Item 15 requires the franchisee to devote best efforts to the store and to actively and substantially participate in its actual operation, with full authority and responsibility for it. The franchisor states it grants the franchise on the buyer's personal qualifications, may require the buyer to sell interests in other businesses, and other than in exceptional cases does not require a manager to be named or trained unless the franchisee operates more than one store — in which case a trained manager is required for each additional store. Married applicants are preferred to both sign and participate. If the franchisee is an entity, its Principals must sign the guaranty and participate; no minimum equity stake is set for an on-premises supervisor. Item 15 requires the franchisee to devote best efforts to the store and to actively and substantially participate in its actual operation, with full authority and responsibility for it. The franchisor states it grants the franchise on the buyer's personal qualifications, may require the buyer to sell interests in other businesses, and other than in exceptional cases does not require a manager to be named or trained unless the franchisee operates more than one store — in which case a trained manager is required for each additional store. Married applicants are preferred to both sign and participate. If the franchisee is an entity, its Principals must sign the guaranty and participate; no minimum equity stake is set for an on-premises supervisor. |
|---|---|
| Initial training | About 300 hours in total, made up of 24 hours of classroom orientation at the Store Support Center in Irving, Texas and 240–320 hours of on-the-job training in a designated 7-Eleven training store, covering orientation, fundamentals, merchandising and assortment, accounting and maintenance, infrastructure, financials and category management. The franchisee and any manager designated for training must complete the whole program to the franchisor's satisfaction; failing any portion counts as not completing it, and completion does not guarantee approval as a franchisee. The program is offered roughly 24 times a year at each training store location. The Franchise Fee covers the program itself, but the franchisee pays travel, lodging and food — Item 5 puts these at up to about $13,700 per trainee — and may be charged an additional fee for training more than two individuals. Stores typically open one to two weeks after training is completed. Disclosed
|
| Multi-unit / development options | No area development or multi-unit programme is offered. Item 1 states that being granted a franchise gives no right to operate additional units, though the franchisor may grant additional sites under separate franchise agreements, and Item 12 states the franchisee has no options, rights of first refusal or similar rights to acquire additional franchises and that the franchisor has no obligation to grant any. A franchisee with more than one store must designate a trained manager for each additional store, and the ongoing Minimum Net Worth requirement drops to $5,000 for the second and later stores. Item 6 offers multi-unit traditional franchisees an extra 50 basis points of 7-Eleven Charge reduction under the 2026-only basis-point policy. Disclosed
|
| Territory (Item 12) | No territory protection. Item 12 states the franchise agreement covers a single named store address, and that the franchisee receives no minimum territory and no exclusive territory. The franchisor expressly reserves the right, without restriction and without compensating the franchisee, to open or license 7-Eleven or other-branded convenience stores at any other site, including sites next to or near the franchisee's store, and to sell competing products and services through any other channel, including the internet and 7Now delivery. The franchisee may sell only at and from the specified store. Any delivery area the franchisor assigns is also non-exclusive and can be modified or withdrawn. Disclosed
|
| Initial term | 15 years Disclosed
|
| Renewal | One renewal term, equal in length to the term under the franchisor's then-current renewal franchise agreement. Conditions are extensive: written notice, no default, all money paid, compliance with Foodservice Standards, the Minimum Net Worth maintained throughout the year before expiry, fewer than four default notices in the two preceding years, completion of additional training and of a store operations review, signature of the then-current renewal agreement (whose terms may differ materially, including on term length) and a mutual termination and general release, plus a $50,000 renewal fee. Renewal also requires the franchisor to decide to keep the store open as a 7-Eleven and to still be offering single-unit franchises in that state and metropolitan area, and the franchisee to meet then-current qualification requirements including any financial or net-worth requirements. Disclosed
|
| Staffing | Stores must be run as a 24-hour operation. Item 6 states that if the franchisor permits shorter hours, the 7-Eleven Charge rises by 0.1% of gross profit for each hour of a normal week the store is closed, and that operating under the required hours without permission raises the charge by 4% of gross profit (at 136 or more hours a week) or 6% (under 136 hours), in addition to giving the franchisor a potential ground for termination. Failing to run the store as a 24-hour operation is a default curable on two days' notice under Item 17. The document does not state a typical headcount for a store. Disclosed
|
Risk and legal observations
Items 3, 4, 8, 15, 17 — summarized neutrallyLitigation: 28 matter(s) disclosed Disclosed · Bankruptcy: None disclosed Disclosed
View legal disclosures, restrictions and guarantees
| Litigation (Item 3) | 28 matter(s) disclosed Disclosed Item 3 lists 27 matters: 10 pending actions, 15 concluded actions, one governmental action and one franchisor-initiated action brought in the last fiscal year. Twenty-two were brought against the franchisor, most by current or former franchisees or their entities, and four were brought by the franchisor against franchisees or former franchisees. The claims asserted against the franchisor recur around similar themes: alleged misrepresentation or fraudulent inducement in the sale or renovation of a store, termination said to be wrongful or without an opportunity to cure, breach of the franchise agreement and of the implied covenant of good faith and fair dealing, and violations of state franchise statutes such as the New York Franchise Sales Act, the New Jersey Franchise Practices Act and state deceptive trade practices laws. Several long-running matters also test whether franchisees or their workers should be treated as employees. The franchisor states in each pending matter that it believes the claims are without merit and intends to defend them. Its own suits seek to enforce franchise agreements and guaranties. The governmental matter is Federal Trade Commission v. Seven & i Holdings Co., Ltd. and 7-Eleven, Inc. in the District of Columbia, alleging that a 2018 fuel-outlet acquisition breached a 2018 FTC consent order; the court denied a motion to dismiss in April 2025, and on December 12, 2025 the parties entered a stipulated final judgment under which the companies agreed to pay a $4,500,000 civil penalty and the consent order's schedules were modified. The FTC had claimed a maximum civil penalty of $77,535,640. |
|---|---|
| Bankruptcy (Item 4) | None disclosed Disclosed Item 4 states that no bankruptcies are required to be disclosed. |
| Personal guaranty | Required Disclosed
Item 15 states that if the franchisee forms an entity, its Principals must sign the Guaranty and actively participate in the business. Item 1 describes the Principals' Guaranty and Assumption Agreement as guaranteeing the franchisee's performance and binding the Principals individually to provisions including the covenants against competition, confidentiality, transfer restrictions and dispute resolution, and says the franchisor 'may require' it. A franchisee who signs as an individual is personally liable in any event. Item 17 also lists breach of guaranty as a claim the franchisor asserts against owners. |
| Non-compete | In-term only. Item 17 row q bars the franchisee from holding an interest in a competing business similar to the franchised business that operates under a trade name or brand with at least 50 store locations, that offers franchises or licences for that brand, and that is or is intended to be within half a mile of any 7-Eleven convenience store. Interests held in such a business at the effective date of the franchise agreement, and interests within half a mile of a 7-Eleven the franchisee owned before that 7-Eleven opened, are carved out. Item 17 row r records that there is no post-term non-compete covenant. Disclosed
|
| Transfer restrictions | The franchisee may not transfer or assign any direct or indirect interest in itself, the franchise agreement, the lease, an ownership interest in the franchisee entity or a controlling interest in an entity that owns part of it, nor sublease any part of the store or equipment, without the franchisor's consent. Conditions for consent include paying all amounts due, not being in default, authorising the franchisor to give the transferee a disclosure letter releasing claims arising from the seller's representations and a list of other stores available for franchise in the area, and signing either a mutual termination and general release or an assignment with a general release plus an indemnity. The transferee must meet the franchisor's criteria, complete training and sign the then-current franchise agreement or assume the existing one on then-current financial terms, and must release claims over anything paid to or represented by the seller. The franchisor holds a right of first refusal on at least 15 business days' written notice to buy the interest on the same terms. Disclosed
|
| Termination / non-renewal | The franchisee may terminate on at least 72 hours' notice but owes a $5,000 fee if it gives less than 30 days. The franchisor cannot terminate without cause, but the list of causes is long and cure periods are short: two days for not running the store as a 24-hour operation; three days for unauthorised use of the marks, unapproved sources of proprietary products, foodservice standard failures, receipts and reporting failures, non-payment, or the store's net worth falling below the minimum; five days for insurance and compliance-certification failures; 15 days for loyalty-programme, delivery-service or legal-compliance failures; and 30 days for unpaid taxes, tax liens, lost licences, unpaid Open Account balances or any other breach. Non-curable causes allowing immediate termination include material misrepresentation in the application, understating sales, wage-and-hour or immigration law violations, abandonment, unauthorised transfer, a felony or crime of moral turpitude, dishonest conduct, disclosure of confidential information, bankruptcy or insolvency, and four or more failures to comply within any 24 consecutive months whether or not corrected. The franchisor may also terminate on not less than 30 days' notice if it decides in the normal course of business to cease operating all 7-Eleven stores in the franchisee's state or metropolitan statistical area, and the agreement terminates automatically on condemnation, uninsurable casualty damage or a legally mandated closure; in some of those cases the franchisee may qualify for a transfer to another store or a pro-rated refund of the franchise fee over 180 months. Disclosed
|
| Supplier restrictions (Item 8) | Sourcing is tightly controlled. The franchisee must make at least 85% of total inventory purchases and, separately, at least 85% of cigarette purchases, computed monthly at cost, from 'Recommended Vendors' the franchisor lists; missing that for three consecutive months lets the franchisor raise the 7-Eleven Charge by two percentage points. Proprietary products must come only from designated sources, including the franchisor's own distribution centres and 7-Eleven Distribution Company. The franchisor is the only approved supplier of 7-Eleven Equipment and certain fixtures, which the franchisee leases through the 7-Eleven Charge, and designates vendors for ATMs and other financial services, coin-operated air dispensing, electric vehicle charging (the franchisee receives no revenue from these), the sanitation system and most equipment maintenance. The franchisor estimates required purchases at approximately 85–95% of the cost to establish the store and 85–95% of operating expenses. For the year ended December 31, 2025 it reports revenues from franchisees' required purchases and leases of approximately $3.16 billion — a figure it says includes all 7-Eleven Charge revenue and some amounts unrelated to required purchases — which it states is less than approximately 6.01% of total revenues of approximately $52.6 billion. It states it expects to profit on ATM commissions or rentals, may profit on maintenance services, and provides no material benefit to franchisees for using designated suppliers. Disclosed
|
| Dispute resolution | Claims must be mediated unless either side declines in writing, with carve-outs for franchisor actions over the marks, undeposited receipts, possession of the store, admitted or adjudicated legal violations, and certain non-curable defaults. Mediation takes place at a mutually accessible neutral location in the store's market area. Venue for any other proceeding is the state or federal court of general jurisdiction closest to the franchisor's principal business address when the action starts — in practice Texas — subject to any state-specific addendum, though the franchisor may seek injunctive relief where the franchisee resides or the store sits. Texas law governs, again subject to state addenda. The cover page carries a required special-risk warning that disputes must be resolved by mediation, arbitration and/or litigation only in Texas, which may cost more and may force acceptance of a less favourable settlement. Disclosed
|
- The recurring charge is assessed on gross profit, not on sales, starting at 45% and rising through bracket formulas with marginal rates up to 59%; it also covers the mandatory lease of the store and equipment, so it is not comparable to a conventional sales-based royalty.
- The franchisee never owns the land, building or equipment, so there is no real-estate equity in the business and the franchise ends if the franchisor loses the right to occupy the site.
- An ongoing Minimum Net Worth of at least $10,000 must be maintained in franchisor-financed inventory; the franchisor reports that 833 franchised stores (about 11%) received a breach notice on this in 2025 and 818 (about 11%) in 2024, and falling below the minimum is a default curable in three days.
- The franchisor may unilaterally amend the franchise agreement to raise the 7-Eleven Charge by two percentage points for missing the Recommended Vendor Purchase Requirement, and may unilaterally change the proprietary products list, the equipment list and the operations manual.
- Much of the franchisee's working capital runs through an Open Account the franchisor controls and finances at interest, stated as currently 8.75% a year.
- No exclusive or minimum territory; the franchisor may open or license stores next to or near the franchised store and sell the same products through delivery and other channels.
- The franchise fee is set store by store and is not published in advance: Item 7 discloses a range of $0 to $1,100,000 and Item 5 reports actual 2025 fees ranging from $0 to $800,000.
- Franchisor support programmes that materially affect economics — Gross Income Support, Additional Gross Income Support and the 2026 basis-point reductions — were adopted unilaterally by the franchisor, are conditional on performance and compliance criteria, and may be changed or revoked without notice.
- Item 20 records zero terminations and zero non-renewals in each of 2023–2025 because departures at franchisor-controlled sites are recorded as reacquisitions; reacquisitions plus other cessations removed 250, 316 and 238 franchised outlets in those years.
Summaries are neutral paraphrases of the cited document and are not legal advice. Read the full Items in the current FDD and consult a franchise attorney.
Illustrative unit economics
Not disclosedNo model is offered for 7-Eleven because no annual average unit sales disclosed in Item 19. We do not manufacture estimates where the disclosure does not support them.
Sources and provenance
Primary source: 2026 Franchise Disclosure Document — 7-Eleven, Inc. · issued 2026-04-01. Find the FDD at Wisconsin Department of Financial Institutions — Franchise Registration Search. We cite source pages and do not redistribute PDFs.
View all sources, provenance and verification notes
| Document | Obtained from | Dates | Status |
|---|---|---|---|
| 2026 Franchise Disclosure Document — 7-Eleven, Inc. Registry file 641227 · 578 pages Obtained through the Wisconsin registry (registration effective 4/24/2026); document page footers carry the multi-state version for Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, North Carolina, Ohio, Pennsylvania, Rhode Island, South Carolina, Vermont, Virginia, Washington D.C. and West Virginia, dated 04/26. Direct document link: https://apps.dfi.wi.gov/apps/FranchiseSearch/details.aspx?id=641227&hash=449116199&search=external&type=GENERAL | Wisconsin Department of Financial Institutions — Franchise Registration Search | Issued 2026-04-01 Retrieved 2026-08-29 | Newest available at retrieval |
AI-assisted extraction from the archived FDD text, independently machine-verified against the cited source (two passes plus tie-break); not human-reviewed. Extracted 2026-08-29. Last updated 2026-09-05. AI-assisted extraction independently machine-verified against the cited source document (2026-09-02): two independent AI reading passes plus tie-break re-inspection of every disagreement; 69 of 77 material fields confirmed (64 with the exact page citation re-confirmed), 1 corrected, 0 unresolved, 8 confirmed not disclosed. No human has reviewed this profile. Fiscal year covered: FY2025 (Dec 31, 2025). See how we use AI and verify data.
Fields flagged as uncertain (7)
- item19.headline_auv — left null because the FDD discloses no system-wide or all-outlet average; Exhibit H reports averages only per state and per third within each state. A volume-weighted combined figure appears in item19.metrics with evidence 'derived'.
- item19.headline_median — left null; medians are given only per state and per third, and a combined median cannot be computed from subgroup medians.
- fees.royalty.value / range_high — 45 is the disclosed flat rate for the lowest bracket and 59 is the highest marginal rate stated in the bracket formulas. Neither is a single effective rate; the effective percentage of gross profit varies by store volume and is explained in the note. Unit is pct_other because the base is gross profit, not sales.
- investment.franchise_fee_low — recorded as 0 because $0 is the disclosed bottom of the fee range itself (fees are set store by store), not a discount or waiver. The fee field carries Item 5's literal 2025 actuals range, $0 to $800,000 (p. 24); Item 7's separate forward-looking ESTIMATE for the fee line, $0 to $1,100,000 (p. 35), appears only in the Item 7 line items and is not used for this field.
- franchisor.business_since — 1927 is the year Item 1 says the franchisor introduced the convenience store concept; the same paragraph says stores have operated under the 7-Eleven service mark since 1946.
- investment.liquidity_required and investment.net_worth_required — no purchase qualification is disclosed; the $10,000 Minimum Net Worth in Item 5 is a different, ongoing inventory-investment requirement and is recorded only in the notes.
- fees.transfer_fee — no fixed amount is disclosed; Item 6 allows a discretionary service fee and Item 17 effectively requires the transferee to sign on then-current financial terms.
Extraction notes (10)
- Source document retrieved from the Wisconsin DFI franchise registry (file 641227, registration effective 4/24/2026), issuance date April 1, 2026; page footers carry the 04/26 multi-state version covering Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, North Carolina, Ohio, Pennsylvania, Rhode Island, South Carolina, Vermont, Virginia, Washington D.C. and West Virginia. Treated as current.
- This disclosure document covers only the traditional single-site franchise, where the franchisor supplies the land and building. The Business Conversion Program franchise, where the franchisee acquires the site and pays a different royalty, is offered under a separate disclosure document and is not extracted here; BCP stores are also excluded from the Item 19 data.
- Item 19 is unusual in shape: it carries no numbers itself and incorporates Exhibit H, which contains nine separate per-state recap tables, each dividing that state's qualifying franchised stores into bottom, middle and top thirds, for calendar years 2024 and 2025. Only the CY2025 columns are recorded in item19.metrics; the CY2024 columns are disclosed in the same tables. The nine tables cover 1,233 stores, about 17% of the 7,274 franchised outlets in Item 20. Six covered jurisdictions have no table.
- item19.metrics contains only figures the FDD states. For context we also computed, but did not record as metrics, a volume-weighted average gross sales of $2,248,108 and a volume-weighted average gross profit of $797,612 across all 27 CY2025 state-and-third cells (1,233 stores) — the sum of each cell average multiplied by its store count, divided by the total count. These are our arithmetic on disclosed subgroup means and counts, not figures the franchisor states; they appear in item19.headline_auv.note and the editorial summary, each flagged as our calculation.
- Gross profit metrics are flagged is_profit_metric because they are margin figures, but they are not earnings: the FDD defines gross profit as net sales less cost of goods sold, before the 7-Eleven Charge and all operating expenses.
- Item 20 Table No. 4 has two small internal inconsistencies, recorded in item20.notes: the 2023 row does not foot by one outlet, and the 2025 opening balance of 1,026 differs by one from Table No. 1's company-owned start of 1,025. Tables No. 1 and No. 3 foot exactly in every year, and the values used here come from the 'Totals' rows.
- Item 3 matter count of 27 was derived by counting case captions across the four Item 3 sections: 10 pending, 15 concluded, 1 governmental (FTC) and 1 franchisor-initiated action in the last fiscal year. The split of 22 brought against the franchisor and 4 brought by it excludes the FTC action from both counts.
- The pdftotext rendering of Item 20 Table No. 3 misaligns some state name labels against their rows; only the 'Totals' rows, which foot correctly, were used.
- Verification 2026-09-02: correct /risk/litigation/count 27 → 28
- V4 2026-09-04: franchise_fee_high relabeled 1,100,000 -> 800,000. The $1.1M figure is Item 7's ESTIMATE for the fee line (p. 35); the literal Item 5 disclosure (p. 24) is the 2025 actual range $0-$800,000, which the franchise-fee field now shows. The Item 7 estimate is displayed in the Item 7 line items.
We do not host or redistribute FDD PDFs. Search the registry linked above by franchisor name to obtain the document. Found an error? Report a correction with the field and the primary source.
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