The FIFA World Cup 2026 has delivered exactly what many restaurants hoped for—more customers, more tourists, and more opportunities to boost sales. But as independent restaurant owners quickly discovered, bigger crowds don’t automatically translate into bigger profits. The operators seeing the greatest success aren’t simply adding soccer-themed menus or extending their hours. They’re making strategic investments in equipment, staffing, and operations that will continue paying dividends long after the tournament ends.
I talked to Jon Jacobs, president of SilverChef US, which provides financing exclusively to the hospitality industry, about what restaurants have learned during the World Cup, the biggest mistakes operators make during major events, and why preparing for the next big opportunity begins well before the first customer walks through the door.
Rieva Lesonsky: We’re nearing the end of the World Cup. What are independent restaurant owners telling you that has surprised them most about customer behavior?
Jon Jacobs: The biggest surprise has been how uneven customer traffic is. Being in a host city does not automatically mean every restaurant benefits. A restaurant can be packed during one match and quiet the next, depending on which teams are playing, where fans are gathering, and whether road closures or transportation changes make the restaurant easy to reach.
Texas, for example, saw mixed reviews. Some bars in downtown Houston saw slow traffic after the first World Cup, with a few saying it was actually one of their slowest weekends.
Operators are also seeing that customers are looking for more than a television showing the game. They want themed watch parties, with the right atmosphere, community, and a reason to choose that restaurant over watching from home.
Lesonsky: In the cities where traffic has jumped, are the operators seeing mostly tourists, local fans, or a mix of both?
Jacobs: It is a mix, but it changes considerably by neighborhood. Restaurants close to stadiums, hotels, and major fan zones are more likely to attract international visitors, and that’s what we’ve seen so far. Restaurants farther away are often seeing local fans and community members gathering to support particular teams.
That local audience is especially valuable because those customers can return after the tournament as repeat customers. The World Cup may bring someone through the door for the first time, but the restaurant still has to give them a reason to come back.
Lesonsky: Many restaurants have added soccer-themed menus, watch parties, and extended hours. Which of these strategies generates the strongest return on investment?
Jacobs: Watch parties generally have the strongest potential because they create an experience without requiring the restaurant to reinvent its entire operation. A themed menu can also work well when it is limited, easy for the kitchen to execute, and built around ingredients the restaurant already uses.
Extended hours are more complicated. Opening earlier or staying open later only works when there is enough predictable demand to cover the additional labor, utilities, and inventory. It may also require different levels of permits depending on local rules.
And with games limited to certain time periods, more hours do not necessarily mean more profit.
Lesonsky: Restaurants are making investments in equipment, staffing, and operations to handle larger crowds. How are owners deciding what’s worth spending money on versus what may be a short-term expense?
Jacobs: The best test is whether the investment will still be useful after the final match. Equipment that improves speed, expands production, or reduces pressure on staff can continue to create value long after the tournament ends. An item purchased for a single, highly specific menu or a temporary promotion is much harder to justify.
Operators also need to protect their cash. Instead of assuming the busiest possible scenario, they should look at realistic demand and consider flexible ways of accessing equipment, so they are not tying up capital based on a few unusually busy weeks. It needs to be seen from a long-term perspective, not a spur-of-the-moment decision, because there’s a big event.
Lesonsky: Labor remains a challenge for many restaurants. How are operators managing increased demand without overextending their teams?
Jacobs: The most effective operators simplify rather than ask their teams to do everything. They are reducing menus during major matches, preparing high-volume items in advance, cross-training employees, and assigning very clear roles for peak periods.
Technology and equipment can help remove repetitive work, but they should support the team rather than add another complicated process. The key with new technology is its flawless integration throughout the entire process, making sure the staff and management know how to use it effectively, instead of it being another complicated task.
The goal is to serve more customers without leaving employees exhausted or lowering the quality of the experience.
Lesonsky: Are smaller independent restaurants competing successfully with larger chains during the tournament? What are they doing differently?
Jacobs: The beauty of independent restaurants is that they can compete very successfully because they can move faster, make decisions on their own, and create experiences that feel connected to the local community. They can celebrate a team that matters to their neighborhood, adjust a special quickly, or create a watch party that feels more personal rather than corporate.
Most owners also live in the neighborhood and have formed strong connections with the locals. During an event built around culture and community, that authenticity can be a major advantage.
Lesonsky: The World Cup has attracted visitors from around the world. Have restaurants made changes to better serve international customers, and do you expect any of those changes to become permanent?
Jacobs: We are seeing restaurants make menus easier to understand, improve signage, offer digital or multilingual menu options, and train staff to answer questions about ingredients and dietary restrictions. Some are also making payment and ordering more straightforward for customers who may not be familiar with local practices.
Many of those changes should remain, especially if they’re noticed by customers and are factors for repeat business.
Lesonsky: Many business owners are balancing the excitement of increased traffic with ongoing concerns about inflation and consumer spending. Are restaurant operators feeling more optimistic today than they were before the tournament began?
Jacobs: There is more positivity among operators who have seen real traffic, but it is cautious optimism. Having a full dining room is encouraging, but revenue and profit are not the same thing. Food, labor, energy, and equipment costs are still going up, so operators are watching margins closely. This is the reality of every owner and operator now.
The tournament has shown what’s possible when people have a strong reason to gather. The question is whether restaurants can turn that temporary excitement into repeat business without spending too much to capture it.
Lesonsky: Looking beyond the World Cup, which investments do you think will continue to pay dividends long after the final match is played?
Jacobs: Investments that improve the restaurant’s everyday operation will have the longest life. And that includes equipment that increases kitchen capacity, more efficient refrigeration and cooking equipment, better online ordering systems, and layouts that make it easier for employees to work during busy periods.
Customer data and loyalty programs may also prove valuable. With staff and management mostly spending time providing customer service, data isn’t always the top priority. I think it should be. Restaurants can make better decisions if they understand who visited during the tournament, what they ordered, and how they can invite those customers back once the games are over.
Lesonsky: The Olympics are coming to Los Angeles in 2028. What lessons from this World Cup should restaurants in future host cities start thinking about now?
Jacobs: Preparation needs to start much earlier than most operators realize. A major event is not something a restaurant can simply attach a themed menu to a few weeks beforehand and expect everything to run smoothly. Owners need to understand how people will actually move through the city, where fan zones will be located, how transportation and road closures may affect access, and whether their restaurant is likely to see more tourists, local fans, or a mix of both. I would recommend planning at least two months ahead of any major event that would spike demand.
Restaurants should also use the time leading up to the Olympics to test what works during smaller sporting events, concerts, and busy weekends. That could mean experimenting with a reduced menu, adjusting staffing models, testing new equipment, or finding better ways for the front- and back-of-house to communicate during peak periods.
Any friction within the team will trickle down and affect the customer experience, so any changes and improvements should be cemented if restaurants really want to come out on top.
Lesonsky: What’s the biggest mistake restaurants make when trying to capitalize on a major sporting event?
Jacobs: One of the most common mistakes is assuming that a large crowd automatically translates into strong profits. Operators can easily overestimate demand, pouring in investment that could potentially translate to loss once the event is over.
The other mistake is treating the event as a last-minute promotion rather than an operational challenge. No theme or promotion will matter if the service is slow, the kitchen is overwhelmed, or employees are unclear about their roles. Customers may forgive a busy room, but they are less likely to forgive a disorganized experience.
The planning has to run through the entire business. It should make the job easier for staff, help the kitchen work more efficiently, and create a better experience for customers. The goal is not simply to serve the largest possible crowd. It is to deal with increased demand in a way that protects the team, maintains quality, and leaves the restaurant in a stronger position once the event is over.
My Take
Major sporting events, concerts, festivals, and conventions all create temporary spikes in demand. The temptation is to chase every customer and every dollar. But as Jon Jacobs points out, the smartest operators don’t invest for a two-week event—they invest in making their businesses stronger every day. Whether you’re preparing for the Olympics, the Super Bowl, or a busy holiday season, the lesson is the same: Focus on improvements that continue generating returns long after the crowds disappear.
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.
Photo courtesy ChatGPT
