FIFA Soccer World Cup 2026 kicks off today (June 11) and runs through July 19. The event is expected to draw millions of visitors and generate billions of dollars in economic activity to host cities across North America, including Los Angeles, New York/New Jersey, Dallas, Atlanta, Seattle, Miami, Houston, Philadelphia, Kansas City, and Boston in the U.S., Vancouver and Toronto in Canada, and Mexico City, Monterrey, and Guadalajara in Mexico.
For small businesses, this is a great opportunity to boost sales, attract new customers, and increase visibility.
But major events can also create challenges. Businesses may need to invest in inventory, staffing, and operations before the revenue arrives, putting pressure on cash flow and resources. The key is being prepared—not just for the surge in demand, but for what comes afterward.
I spoke with Chris Ward, Head of Small Business Banking at TD Bank U.S., about how small business owners can capitalize on the opportunities surrounding the World Cup while managing the financial and operational realities that come with rapid growth. As Ward explains, the lessons extend far beyond soccer and can help businesses prepare for any major event, seasonal rush, or unexpected spike in demand.
Rieva Lesonsky: The FIFA World Cup is expected to bring millions of visitors and significant spending to host cities and surrounding markets. What opportunities do you see for small businesses during major events like this?
Chris Ward: Major events like the FIFA World Cup create strong demand, particularly for small businesses, presenting them with opportunities to drive sales, increase visibility, and reach new customers.
While host cities see the most immediate impact, small businesses beyond those markets can still benefit from increased consumer activity tied to how people are engaging with the event. Fans are coming together at home, in bars, at restaurants, and in community spaces, driving demand across a broader range of small businesses.
What makes these moments different is how concentrated demand becomes. In a short window, businesses can increase sales and build visibility with customers who may not have engaged otherwise.
Lesonsky: Many business owners focus on revenue opportunities during large events. What financial or operational challenges are they most likely to underestimate?
Ward: Revenue is often the first focus, but the operational side is where pressure tends to show up. At this point, many small businesses have already made decisions around inventory and staffing.
The challenge is managing how things play out in real time. Customer flow may shift, timing may change, and even small disruptions, such as a supplier delay, can have a noticeable impact.
Lesonsky: Inventory, staffing, and cash flow often need to increase before additional revenue arrives. How can small businesses plan for those upfront costs without putting unnecessary strain on the business?
Ward: Planning for upfront costs starts with a clear view of what the business can realistically support. Investments in inventory, staffing, or operations may be necessary, but they need to align with overall cash flow.
Recent TD data shows that nearly all owners (94%) feel they’re financially prepared for the next 12 to 18 months, but only 24% report having more than six months’ worth of expenses in emergency savings. That gap becomes more important when taking on short-term costs tied to a large event.
More broadly, we’re seeing businesses balancing those decisions alongside ongoing labor challenges. Hiring remains difficult in many markets, which makes it important to stay flexible in how staffing is scaled, especially during short-term spikes in demand.
In practice, this means being measured in upfront commitments and prioritizing investments that can adjust with demand.
Lesonsky: How should business owners think about hiring and staffing when demand may spike dramatically but only for a limited period?
Ward: When demand is expected to spike for a limited period, staffing decisions need to stay flexible. The first step should be to maximize existing capacity through schedule adjustments, cross-training, and technology to manage higher volumes.
From there, businesses can layer in part-time or temporary support to meet peak demand without taking on long-term cost commitments. The goal is to meet demand without overextending staff or compromising customer experience.
It is also important to ensure sufficient working capital is available to support staffing decisions. Having access to a line of credit before demand increases allows small business owners to act quickly when opportunities arise. Alongside a clear business plan, this helps support more confident hiring decisions during short-term spikes.
Lesonsky: How can small businesses use a major event like the World Cup not just to generate short-term sales, but to build long-term customer relationships?
Ward: Small businesses can turn event-driven traffic into longer-term relationships by focusing on the customer experience during the event and following up afterward.
These moments create a natural way for small businesses to engage with their communities through themed promotions and event-driven activities. By joining in the excitement, businesses can boost their visibility, attract new customers, and convert national enthusiasm into tangible local economic gains.
The priority is delivering a strong and consistent experience, since that is what customers are most likely to remember. Creating a simple way to stay connected after that initial interaction, whether through social channels or email, also helps extend that relationship beyond a single visit. Over time, those efforts turn short-term demand into long-term growth.
Lesonsky: What are some of the smartest ways businesses can prepare for a temporary surge in demand?
Ward: Preparing for a temporary surge comes down to having a clear plan and the ability to adapt as conditions change.
The focus should be on a few core areas, including cash flow, staffing flexibility, and customer experience. That also includes having clear customer touchpoints in place so businesses can manage higher volumes while maintaining consistency across interactions.
Having access to a line of credit before demand picks up can make a meaningful difference in how confidently a business prepares for a surge. This provides the flexibility to invest in core areas without straining day-to-day cash flow. TD data shows that 93% of small business owners are likely to consider applying for financing in the next 12 to 18 months, underscoring the importance of access to capital for managing growth opportunities. Paired with a strong business plan, this helps ensure that capital is deployed effectively, positioning businesses to respond as demand spikes.
There is value in staying closely aligned with key partners, including suppliers and financial institutions, as well. Those relationships can help businesses respond if timing or demand shifts.
Rieva Lesonsky is the founder of Small Business Currents, a content company focusing on small businesses and entrepreneurship. You can find her on Twitter @Rieva, Bluesky @Rieva.bsky.social, and LinkedIn. Or email her at Rieva@SmallBusinessCurrents.com.
Illustration generated by ChatGPT
