The Studio Market is Growing But Why Are Teachers Are Still Struggling
Jack Utermoehlhe U.S. yoga studio and accessories markets are expanding in size and value, but that growth has not solved a core problem: many individual teachers still struggle to make predictable livable income.
Industry estimates show the combined Pilates and yoga studios market climbing from roughly $121 billion in 2024 toward more than $520 billion globally by 2035, while U.S. service market projections point to steady growth at a modest CAGR. Yet teacher pay data and many studio-level stories show that incomes remain uneven and often precarious.
What The Numbers Say
Market reports paint a bright macro picture. A major industry forecast values the global Pilates and yoga studios market near $120.9 billion in 2024, with one projection showing growth to roughly $520.6 billion by 2035. The report attributes expansion to broader health trends, increased demand for low-impact practices, and digital access to classes.
Closer to home, U.S. estimates place the yoga and meditation services market at about $21.5 billion in 2025, with projected growth to about $34.3 billion by 2035 at an approximate 4.8 percent CAGR. That growth captures services, subscriptions, and related digital products that reach more consumers than ever.
But the headline numbers hide a gap. Crowd-sourced salary data shows broad variability in how much individual teachers earn. Glassdoor entries for yoga teachers report a wide range, with many instructors earning well below six figures and a median/typical range that suggests many teachers are not capturing the industry-level gains.
Why the Market Growth Has Not Guaranteed Teacher Prosperity
Growth on paper can coexist with fragility in practice because the gains are concentrated in certain layers of the value chain. Three core levers explain the disconnect.
1) Revenue capture and distribution
Large brands, studio chains, and consumer goods firms often capture a disproportionate share of rising market value through centralized marketing, wholesale distribution, and proprietary apps. Independent teachers and small studios frequently operate on low-margin splits: platform fees, venue rent, and marketing costs erode class revenue before teacher pay is allocated.
A studio that reports growth in product sales or branded subscriptions can still struggle to increase teacher payroll.
2) Volatile income and part-time labor
Many instructors work part-time, cobbling income from multiple teaching gigs, private classes, retreats, and side work. Class attendance varies seasonally and by location. For teachers who rely mainly on in-studio class splits, missing a few weeks of bookings can mean missing rent and other fixed costs. Glassdoor data shows a wide pay distribution, which signals both high earners and a significant population on the lower end of earnings.
3) Fixed costs, rent, and compliance
Studio owners face rising real-estate costs and staffing responsibilities. Where studios succeed in growing product or digital lines, the additional revenue is often reinvested into scaling rather than increasing instructor wages. Compliance and legal requirements add another layer of cost and risk, as a recent tax enforcement case shows.
Legal and Operational Context Teachers Must Know
In a decision that matters for outdoor and public classes, the Ninth Circuit held that teaching yoga in shoreline parks is protected expressive activity under the First Amendment in Hubbard v. City of San Diego. The opinion reversed the denial of preliminary injunction and found teaching yoga in public spaces entitled to constitutional protection in the context of the San Diego municipal ordinance.
For instructors who hold public or donation-based classes, this ruling gives important legal backing; however, it does not eliminate all permitting obligations or liability concerns.
Teaching yoga in public parks can be protected speech, but teachers should still check local permit rules, carry appropriate liability insurance, and clearly communicate whether a class is donation-based or commercial.
Practical Playbook: Immediate Actions to Take
I suggest a five-part playbook you can start this week. These steps aim to stabilize income, reduce risk, and capture more of the value you create.
1) Price with intention
Experiment with tiered pricing: offer a top end base drop-in price, a multi-class pass, and a premium “studio support” membership that includes perks. Small increases with clear value statements often raise average revenue per student without damaging attendance.
2) Diversify revenue streams
Move beyond live classes: record short courses, sell micro-workshops, offer private sessions, and curate a small retail line. Digital products scale differently and can create recurring revenue. Even modest passive income from recorded content can smooth seasonal dips.
3) Re-examine splits and platform costs
Negotiate instructor splits with partner studios or reduce third-party booking dependency where possible. Track the fees you pay to platforms and card processors and compare alternatives quarterly. If a platform adds visibility but costs 20 percent, test whether direct marketing can replace some of that spend.
4) Legal and compliance checklist for outdoor classes
- Confirm local permit rules and any park-specific restrictions.
- Decide and document whether events are donation-based or commercial.
- Carry general liability insurance and require waivers for larger groups.
- Communicate clearly on your site and booking pages about class type and expectations.
5) Financial housekeeping and ethics
Keep clean records. Pay taxes on payroll and independent-contractor arrangements. The Yoga to the People criminal tax case demonstrates that even mission-oriented businesses are subject to scrutiny; sloppy bookkeeping can lead to severe consequences. Invest in basic accounting help or a simple monthly review with a bookkeeper.
A Practical, Moral Invitation
Big market figures can inspire. They can also distract. If you teach or run a studio, the question to hold today is not only how large the market grows but how fairly it grows.
I suggest treating the industry numbers as an invitation to professionalize your craft: tighten financial systems, experiment with pricing, diversify products, and protect your practice legally.
Do that and the market’s growth becomes a resource rather than an unresolved paradox.
