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What are the key sales KPIs for the Cannabis Retail Dispensary industry in 2027?

👁 0 views📖 1,915 words⏱ 9 min read5/30/2026

Direct Answer

The nine KPIs that actually run a cannabis retail dispensary in 2027 are: Revenue per Square Foot ($/sqft/yr), Average Basket Size ($/ticket), Customer Count per Store per Day, Loyalty/Repeat-Customer Rate %, Product-Category Mix %, House-Brand Penetration %, Gross Margin %, Regulatory Compliance Audit Pass Rate %, and Effective 280E Tax Burden %.

Together they answer the only three questions an MSO board cares about: are you driving traffic and ticket, are you mixing into your own margin, and are you surviving the federal tax bill long enough to scale.

TL;DR
— Traffic builds the basket, the basket funds house-brand investment, house brands fund margin, and margin pays the 280E tax bill. A healthy mature-market dispensary clears $1,000–$2,000 in sales per square foot per year on a $55–$70 basket with 200–350 customers per day. If your repeat-customer rate is under 60% or your effective tax rate is above 70% of pre-tax income, the unit economics break.
Track the nine KPIs weekly, run a category-mix and house-brand review monthly, and re-forecast 280E exposure quarterly — that is the operating cadence Trulieve, Green Thumb, and Curaleaf converged on after the 2023 oversupply correction.

Why Cannabis Retail Works Differently

Cannabis retail is not regular retail, even though it shares POS systems and basket math with liquor and convenience. Four mechanics make it its own category.

Section 280E is a structural margin tax. Under IRC 280E, plant-touching businesses cannot deduct ordinary operating expenses (rent, marketing, salaries) against federal taxable income — only Cost of Goods Sold qualifies. That pushes effective federal tax rates to 65–80% of pre-tax income at most MSOs.

Green Thumb, Trulieve, and Curaleaf each disclose seven- to ten-figure 280E payments in their 10-Ks. Every operating decision — vertical integration, labor allocation, even store design — gets routed through the question "can we put this in COGS?"

State-by-state license caps and price compression. Florida caps stores per license, Massachusetts caps stores per operator, Colorado has no cap and is in fourth-year deflation. Wholesale flower in Michigan fell from $3,200/lb in 2022 to under $750/lb in 2025. The result is that the same KPI benchmark does not work across states — a Michigan store running a $35 basket is healthy; a Florida medical store on a $90 basket is healthy; an Illinois adult-use store at $75 basket is the median.

Always benchmark within state and license class.

Vertical integration drives mix, not just margin. The MSO playbook is to grow flower, manufacture concentrates and edibles under house brands (Rythm at GTI, Select at Curaleaf, Cookies-tier collaborations at multiple operators), and push 35–55% of dispensary shelf to house SKUs.

Headset data shows house-brand SKUs typically carry 8–15 percentage points more gross margin than equivalent third-party SKUs, which is the only durable margin lever in a deflationary wholesale market.

Compliance is a P&L item, not a checkbox. A single METRC reconciliation failure or seed-to-sale gap can pull a license. Audit pass rates, video retention compliance, and inventory variance get tracked alongside revenue because a 0.5% inventory shrink finding in a state audit can mean a 30-day store suspension.

The CFO question is not "what's the compliance program cost" — it's "what's the expected value of a license suspension."

The 9 KPIs, In Depth

1. Revenue per Square Foot ($/sqft/yr). The headline productivity metric. Mature-market top performers clear $1,500–$2,500/sqft; the median adult-use store runs $900–$1,500/sqft; struggling Colorado and Oregon stores have fallen below $600/sqft.

Trulieve's Florida medical footprint historically ran north of $1,800/sqft because of single-license patient lock-in. Compare that to a Whole Foods at roughly $1,200/sqft.

2. Average Basket Size ($/ticket). Track by daypart and customer segment. Headset's national benchmark for adult-use baskets in 2025 sat at $42–$58 depending on state, with medical baskets typically 30% higher.

Premium-positioned stores like Cookies in Los Angeles run $80+ baskets; Michigan high-volume stores run $30–$40 baskets at 3x the customer count.

3. Customer Count per Store per Day. The traffic engine. A healthy adult-use store does 250–400 transactions per day; a high-volume Michigan or Oklahoma store can clear 600.

Florida medical stores run lower — 120–200 per day — but on higher tickets. Trulieve disclosed roughly 234 stores generating ~$1.16B in 2024 revenue, which implies ~$13,500/store/day or approximately 200–250 transactions at the disclosed basket.

4. Loyalty/Repeat-Customer Rate %. Share of monthly revenue from identified repeat customers. The mature-market benchmark is 65–75% — cannabis is a habitual-purchase category.

Below 50% signals a tourist or discount-driven base that will not survive a price hike. Planet 13's Las Vegas Superstore is the cautionary outlier — heavy tourist mix, lower repeat rate, but offsetting basket and traffic.

5. Product-Category Mix %. Share of revenue from flower, vape, edibles, pre-rolls, concentrates, and beverages/topicals. BDSA's 2025 read had flower at ~$11.8B (≈42% of category-tracked revenue), vape at ~$7.7B (≈27%), edibles at ~$4.3B (≈15%), and pre-rolls at ~$4.0B (≈14%).

Flower is declining 1–3 points per year; pre-rolls and edibles are taking share. A healthy mix has pre-rolls and edibles trending up because they carry higher attach rate and lower price-shop sensitivity than flower.

6. House-Brand Penetration %. Share of dispensary revenue from owned-and-operated brands. Green Thumb reports Rythm, Dogwalkers, and incredibles collectively at roughly 50% of GTI retail revenue.

Curaleaf targets 40–55% across Select, Grassroots, and Find. Below 30% house-brand penetration in a vertically integrated MSO means the wholesale strategy is failing the retail floor.

7. Gross Margin %. Reported gross margin for the top MSOs ran 45–55% in 2025 — Green Thumb at ~50%, Curaleaf at ~46%, Trulieve at ~58% on its Florida medical mix. Category-level margin within the store: flower 40–50%, vape 55–65%, edibles 55–60%, concentrates 55–65%. Drive blended margin by mixing into higher-margin categories and house brands.

8. Regulatory Compliance Audit Pass Rate %. Share of state inspections (METRC/BioTrack/Leaf reconciliations, security and video, ID verification audits, packaging compliance) passed without finding. Anything below 95% pass rate is an existential risk. Top operators bake compliance KPIs into store-manager comp.

9. Effective 280E Tax Burden %. Federal income tax paid divided by pre-tax book income. The MSO range is 65–95%.

Trulieve famously filed protective refund claims arguing 280E should not apply, and several operators (including TerrAscend and others) have stopped paying 280E pending DEA rescheduling. This is the single biggest variable in MSO cash conversion — a rescheduling to Schedule III would unlock $1.6B–$2.2B of annual industry cash flow per Headset estimates.

flowchart TD A[Store Traffic] --> B[Customer Count per Day] B --> C{Basket Size} C -->|Premium $70+| D[High GM Mix] C -->|Value $40-50| E[Volume Mix] D --> F[House-Brand Push] E --> F F --> G[Blended Gross Margin] G --> H{COGS Allocation} H -->|Vertically Integrated| I[Lower 280E Burden] H -->|Third-Party Sourced| J[Higher 280E Burden] I --> K[Free Cash for Reinvestment] J --> L[Cash Squeeze] K --> M[New Stores + R&D] M --> A L --> N[Store Closures]

Real Operators

Trulieve is the Florida medical benchmark — 234+ stores, ~$1.16B revenue, ~58% gross margin, vertically integrated cultivation and processing. Curaleaf runs the largest national footprint at 140+ stores across 17 states with Select as the flagship house brand. Green Thumb Industries posts the cleanest operator economics — ~$1.1B revenue, ~50% gross margin, ~30% adjusted EBITDA margin, with Rythm and Dogwalkers as anchor brands.

Cresco Labs owns Sunnyside dispensaries and the Cresco, High Supply, and Good News brands. Verano operates Zen Leaf and MUV stores across 13 states. Cookies is the lifestyle-brand benchmark — premium pricing, urban-store theatrics, $80+ baskets.

MedMen is the cautionary tale — burned $700M+ on a luxury-retail buildout before bankruptcy in 2024. Planet 13 runs the Las Vegas Superstore at ~112,000 sqft of cannabis-tourism theater. Jushi Holdings focuses on Pennsylvania, Virginia, and Illinois with the BEYOND/HELLO banner.

Glass House Brands is the California vertically integrated low-cost producer and operator. Ascend Wellness rounds out the Midwest and Northeast MSO tier with ~30 stores.

Failure Modes

The four that kill cannabis retailers. (1) Over-leveraging on construction debt — MedMen and others built $5M+ luxury stores against 280E-impaired cash flow and could not service the debt. (2) Single-state concentration without diversification — operators leaning entirely on Massachusetts or Michigan got crushed by 40%+ wholesale price collapses.

(3) Ignoring house-brand penetration — running below 25% owned-brand mix gives away all the structural margin in a vertically integrated model. (4) Compliance complacency — one METRC reconciliation gap or a single underage-ID failure can pull a license and turn $5M of CapEx into stranded assets.

Reporting Cadence

Daily: transaction count, basket size, top SKUs, inventory variance, METRC sync status. Weekly: revenue per square foot run-rate, category mix shift, house-brand penetration, loyalty-customer revenue share, staffing-to-sales ratio. Monthly: gross margin by category, discount and promotional spend, audit-finding log, license-fee accrual review.

Quarterly: full state-by-state P&L, 280E exposure model, compliance audit results, store-closure or new-store CapEx review, social-equity program reporting where mandated.

flowchart TD A[Daily POS Telemetry] --> B[Transactions + Basket + METRC Sync] B --> C[Weekly Operating Review] C --> D[Revenue per sqft + Category Mix + House-Brand %] D --> E[Monthly Business Review] E --> F[GM by Category + Promo Spend + Audit Log] F --> G[Quarterly Board + Earnings] G --> H[State P&L + 280E Model + CapEx Decisions] H --> I[Re-forecast Store Plan + Brand Mix + Compliance Spend] I --> A

30/60/90 Day Plan

Days 1–30: instrument the nine KPIs end-to-end. Reconcile transaction counts across POS (Dutchie, Treez, or Flowhub), seed-to-sale (METRC/BioTrack), and finance — they will not match on day one and that variance is the first compliance finding. Establish revenue-per-square-foot and basket-size baselines by store, daypart, and customer segment.

Days 31–60: ship the house-brand-penetration and category-mix dashboard. Wire it to the procurement system and the loyalty platform so merchandising can see attach rates per house brand against the third-party comp set. Identify the bottom-quartile stores by repeat-customer rate and assign loyalty-program experiments.

Days 61–90: rebuild the 280E exposure model with COGS allocation by department (bud-tender labor, intake, security, manager time spent on COGS-eligible activity). Run a tabletop compliance audit at the three lowest-performing stores. Present the updated unit-economics model to the CFO with monthly checkpoints and a rescheduling-sensitivity scenario.

FAQ

How do you benchmark dispensary KPIs across states with different price levels? Always normalize within state and license class. A $35 Michigan basket and a $90 Florida medical basket can both be healthy. Use revenue per square foot and transactions per day as the cross-state comparables, then layer state-specific basket and margin overlays.

What is the real impact of 280E on store-level decisions? It pushes everything toward COGS-eligible activity. Bud-tender time spent on order fulfillment is COGS-eligible; time spent on marketing or events is not. Many operators restructure store roles, leases, and even square-footage allocation to maximize the COGS percentage of operating costs.

How quickly does house-brand penetration move the P&L? Typically 6–12 months from a serious merchandising push. Headset and BDSA data show house brands carry 8–15 points of margin advantage. Moving from 25% to 45% house-brand penetration on a $10M store can add $400K–$700K of gross margin annually.

Is loyalty data worth the operational overhead? Yes — repeat customers drive 65–75% of revenue at mature stores and respond to targeted offers at 4–6x the rate of cold customers. Loyalty also generates the only first-party data set that is not subject to platform-advertising restrictions.

Sources

Headset — US Cannabis Retail Market Reports (2025–2026)
BDSA — Cannabis Market Forecasts and Category Tracking
MJBizDaily — MJBiz Factbook 2026
National Cannabis Industry Association (NCIA) — State of the Industry Report
Marijuana Business Daily — Retail Operator Surveys
Flowhub — 2026 Cannabis Industry Statistics
Cova Software — Dispensary KPI Benchmarks
Trulieve Cannabis Corp. — Form 10-K (TCNNF)
Curaleaf Holdings Inc. — Form 10-K (CURLF)
Green Thumb Industries Inc. — Form 10-K (GTBIF)

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### Direct Answer

The nine KPIs that actually run a cannabis retail dispensary in 2027 are: **Revenue per Square Foot ($/sqft/yr)**, **Average Basket Size ($/ticket)**, **Customer Count per Store per Day**, **Loyalty/Repeat-Customer Rate %**, **Product-Category Mix %**, **House-Brand Penetration %**, **Gross Margin %**, **Regulatory Compliance Audit Pass Rate %**, and **Effective 280E Tax Burden %**. Together they answer the only three questions an MSO board cares about: are you driving traffic and ticket, are you mixing into your own margin, and are you surviving the federal tax bill long enough to scale.

> **TL;DR** — Traffic builds the basket, the basket funds house-brand investment, house brands fund margin, and margin pays the 280E tax bill. A healthy mature-market dispensary clears $1,000–$2,000 in sales per square foot per year on a $55–$70 basket with 200–350 customers per day. If your repeat-customer rate is under 60% or your effective tax rate is above 70% of pre-tax income, the unit economics break. Track the nine KPIs weekly, run a category-mix and house-brand review monthly, and re-forecast 280E exposure quarterly — that is the operating cadence Trulieve, Green Thumb, and Curaleaf converged on after the 2023 oversupply correction.

## Why Cannabis Retail Works Differently

Cannabis retail is not regular retail, even though it shares POS systems and basket math with liquor and convenience. Four mechanics make it its own category.

**Section 280E is a structural margin tax.** Under IRC 280E, plant-touching businesses cannot deduct ordinary operating expenses (rent, marketing, salaries) against federal taxable income — only Cost of Goods Sold qualifies. That pushes effective federal tax rates to 65–80% of pre-tax income at most MSOs. Green Thumb, Trulieve, and Curaleaf each disclose seven- to ten-figure 280E payments in their 10-Ks. Every operating decision — vertical integration, labor allocation, even store design — gets routed through the question "can we put this in COGS?"

**State-by-state license caps and price compression.** Florida caps stores per license, Massachusetts caps stores per operator, Colorado has no cap and is in fourth-year deflation. Wholesale flower in Michigan fell from $3,200/lb in 2022 to under $750/lb in 2025. The result is that **the same KPI benchmark does not work across states** — a Michigan store running a $35 basket is healthy; a Florida medical store on a $90 basket is healthy; an Illinois adult-use store at $75 basket is the median. Always benchmark within state and license class.

**Vertical integration drives mix, not just margin.** The MSO playbook is to grow flower, manufacture concentrates and edibles under house brands (Rythm at GTI, Select at Curaleaf, Cookies-tier collaborations at multiple operators), and push 35–55% of dispensary shelf to house SKUs. Headset data shows house-brand SKUs typically carry 8–15 percentage points more gross margin than equivalent third-party SKUs, which is the only durable margin lever in a deflationary wholesale market.

**Compliance is a P&L item, not a checkbox.** A single METRC reconciliation failure or seed-to-sale gap can pull a license. Audit pass rates, video retention compliance, and inventory variance get tracked alongside revenue because a 0.5% inventory shrink finding in a state audit can mean a 30-day store suspension. The CFO question is not "what's the compliance program cost" — it's "what's the expected value of a license suspension."

## The 9 KPIs, In Depth

**1. Revenue per Square Foot ($/sqft/yr).** The headline productivity metric. Mature-market top performers clear $1,500–$2,500/sqft; the median adult-use store runs $900–$1,500/sqft; struggling Colorado and Oregon stores have fallen below $600/sqft. Trulieve's Florida medical footprint historically ran north of $1,800/sqft because of single-license patient lock-in. Compare that to a Whole Foods at roughly $1,200/sqft.

**2. Average Basket Size ($/ticket).** Track by daypart and customer segment. Headset's national benchmark for adult-use baskets in 2025 sat at $42–$58 depending on state, with medical baskets typically 30% higher. Premium-positioned stores like Cookies in Los Angeles run $80+ baskets; Michigan high-volume stores run $30–$40 baskets at 3x the customer count.

**3. Customer Count per Store per Day.** The traffic engine. A healthy adult-use store does 250–400 transactions per day; a high-volume Michigan or Oklahoma store can clear 600. Florida medical stores run lower — 120–200 per day — but on higher tickets. Trulieve disclosed roughly 234 stores generating ~$1.16B in 2024 revenue, which implies ~$13,500/store/day or approximately 200–250 transactions at the disclosed basket.

**4. Loyalty/Repeat-Customer Rate %.** Share of monthly revenue from identified repeat customers. The mature-market benchmark is 65–75% — cannabis is a habitual-purchase category. Below 50% signals a tourist or discount-driven base that will not survive a price hike. Planet 13's Las Vegas Superstore is the cautionary outlier — heavy tourist mix, lower repeat rate, but offsetting basket and traffic.

**5. Product-Category Mix %.** Share of revenue from flower, vape, edibles, pre-rolls, concentrates, and beverages/topicals. BDSA's 2025 read had flower at ~$11.8B (≈42% of category-tracked revenue), vape at ~$7.7B (≈27%), edibles at ~$4.3B (≈15%), and pre-rolls at ~$4.0B (≈14%). Flower is declining 1–3 points per year; pre-rolls and edibles are taking share. A healthy mix has pre-rolls and edibles trending up because they carry higher attach rate and lower price-shop sensitivity than flower.

**6. House-Brand Penetration %.** Share of dispensary revenue from owned-and-operated brands. Green Thumb reports Rythm, Dogwalkers, and incredibles collectively at roughly 50% of GTI retail revenue. Curaleaf targets 40–55% across Select, Grassroots, and Find. Below 30% house-brand penetration in a vertically integrated MSO means the wholesale strategy is failing the retail floor.

**7. Gross Margin %.** Reported gross margin for the top MSOs ran 45–55% in 2025 — Green Thumb at ~50%, Curaleaf at ~46%, Trulieve at ~58% on its Florida medical mix. Category-level margin within the store: flower 40–50%, vape 55–65%, edibles 55–60%, concentrates 55–65%. Drive blended margin by mixing into higher-margin categories and house brands.

**8. Regulatory Compliance Audit Pass Rate %.** Share of state inspections (METRC/BioTrack/Leaf reconciliations, security and video, ID verification audits, packaging compliance) passed without finding. Anything below 95% pass rate is an existential risk. Top operators bake compliance KPIs into store-manager comp.

**9. Effective 280E Tax Burden %.** Federal income tax paid divided by pre-tax book income. The MSO range is 65–95%. Trulieve famously filed protective refund claims arguing 280E should not apply, and several operators (including TerrAscend and others) have stopped paying 280E pending DEA rescheduling. This is the single biggest variable in MSO cash conversion — a rescheduling to Schedule III would unlock $1.6B–$2.2B of annual industry cash flow per Headset estimates.

```mermaid
flowchart TD
    A[Store Traffic] --> B[Customer Count per Day]
    B --> C{Basket Size}
    C -->|Premium $70+| D[High GM Mix]
    C -->|Value $40-50| E[Volume Mix]
    D --> F[House-Brand Push]
    E --> F
    F --> G[Blended Gross Margin]
    G --> H{COGS Allocation}
    H -->|Vertically Integrated| I[Lower 280E Burden]
    H -->|Third-Party Sourced| J[Higher 280E Burden]
    I --> K[Free Cash for Reinvestment]
    J --> L[Cash Squeeze]
    K --> M[New Stores + R&D]
    M --> A
    L --> N[Store Closures]
```

## Real Operators

**Trulieve** is the Florida medical benchmark — 234+ stores, ~$1.16B revenue, ~58% gross margin, vertically integrated cultivation and processing. **Curaleaf** runs the largest national footprint at 140+ stores across 17 states with Select as the flagship house brand. **Green Thumb Industries** posts the cleanest operator economics — ~$1.1B revenue, ~50% gross margin, ~30% adjusted EBITDA margin, with Rythm and Dogwalkers as anchor brands. **Cresco Labs** owns Sunnyside dispensaries and the Cresco, High Supply, and Good News brands. **Verano** operates Zen Leaf and MUV stores across 13 states. **Cookies** is the lifestyle-brand benchmark — premium pricing, urban-store theatrics, $80+ baskets. **MedMen** is the cautionary tale — burned $700M+ on a luxury-retail buildout before bankruptcy in 2024. **Planet 13** runs the Las Vegas Superstore at ~112,000 sqft of cannabis-tourism theater. **Jushi Holdings** focuses on Pennsylvania, Virginia, and Illinois with the BEYOND/HELLO banner. **Glass House Brands** is the California vertically integrated low-cost producer and operator. **Ascend Wellness** rounds out the Midwest and Northeast MSO tier with ~30 stores.

## Failure Modes

The four that kill cannabis retailers. **(1) Over-leveraging on construction debt** — MedMen and others built $5M+ luxury stores against 280E-impaired cash flow and could not service the debt. **(2) Single-state concentration without diversification** — operators leaning entirely on Massachusetts or Michigan got crushed by 40%+ wholesale price collapses. **(3) Ignoring house-brand penetration** — running below 25% owned-brand mix gives away all the structural margin in a vertically integrated model. **(4) Compliance complacency** — one METRC reconciliation gap or a single underage-ID failure can pull a license and turn $5M of CapEx into stranded assets.

## Reporting Cadence

**Daily:** transaction count, basket size, top SKUs, inventory variance, METRC sync status. **Weekly:** revenue per square foot run-rate, category mix shift, house-brand penetration, loyalty-customer revenue share, staffing-to-sales ratio. **Monthly:** gross margin by category, discount and promotional spend, audit-finding log, license-fee accrual review. **Quarterly:** full state-by-state P&L, 280E exposure model, compliance audit results, store-closure or new-store CapEx review, social-equity program reporting where mandated.

```mermaid
flowchart TD
    A[Daily POS Telemetry] --> B[Transactions + Basket + METRC Sync]
    B --> C[Weekly Operating Review]
    C --> D[Revenue per sqft + Category Mix + House-Brand %]
    D --> E[Monthly Business Review]
    E --> F[GM by Category + Promo Spend + Audit Log]
    F --> G[Quarterly Board + Earnings]
    G --> H[State P&L + 280E Model + CapEx Decisions]
    H --> I[Re-forecast Store Plan + Brand Mix + Compliance Spend]
    I --> A
```

## 30/60/90 Day Plan

**Days 1–30:** instrument the nine KPIs end-to-end. Reconcile transaction counts across POS (Dutchie, Treez, or Flowhub), seed-to-sale (METRC/BioTrack), and finance — they will not match on day one and that variance is the first compliance finding. Establish revenue-per-square-foot and basket-size baselines by store, daypart, and customer segment.

**Days 31–60:** ship the house-brand-penetration and category-mix dashboard. Wire it to the procurement system and the loyalty platform so merchandising can see attach rates per house brand against the third-party comp set. Identify the bottom-quartile stores by repeat-customer rate and assign loyalty-program experiments.

**Days 61–90:** rebuild the 280E exposure model with COGS allocation by department (bud-tender labor, intake, security, manager time spent on COGS-eligible activity). Run a tabletop compliance audit at the three lowest-performing stores. Present the updated unit-economics model to the CFO with monthly checkpoints and a rescheduling-sensitivity scenario.

## FAQ

**How do you benchmark dispensary KPIs across states with different price levels?** Always normalize within state and license class. A $35 Michigan basket and a $90 Florida medical basket can both be healthy. Use revenue per square foot and transactions per day as the cross-state comparables, then layer state-specific basket and margin overlays.

**What is the real impact of 280E on store-level decisions?** It pushes everything toward COGS-eligible activity. Bud-tender time spent on order fulfillment is COGS-eligible; time spent on marketing or events is not. Many operators restructure store roles, leases, and even square-footage allocation to maximize the COGS percentage of operating costs.

**How quickly does house-brand penetration move the P&L?** Typically 6–12 months from a serious merchandising push. Headset and BDSA data show house brands carry 8–15 points of margin advantage. Moving from 25% to 45% house-brand penetration on a $10M store can add $400K–$700K of gross margin annually.

**Is loyalty data worth the operational overhead?** Yes — repeat customers drive 65–75% of revenue at mature stores and respond to targeted offers at 4–6x the rate of cold customers. Loyalty also generates the only first-party data set that is not subject to platform-advertising restrictions.

## Sources

- Headset — US Cannabis Retail Market Reports (2025–2026)
- BDSA — Cannabis Market Forecasts and Category Tracking
- MJBizDaily — MJBiz Factbook 2026
- National Cannabis Industry Association (NCIA) — State of the Industry Report
- Marijuana Business Daily — Retail Operator Surveys
- Flowhub — 2026 Cannabis Industry Statistics
- Cova Software — Dispensary KPI Benchmarks
- Trulieve Cannabis Corp. — Form 10-K (TCNNF)
- Curaleaf Holdings Inc. — Form 10-K (CURLF)
- Green Thumb Industries Inc. — Form 10-K (GTBIF)

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