2026 Hospitality Predictions
Data, humanization, and fractionalization. The intersection of hospitality, leadership, and strategic communications is evolving at breakneck speed. Some days that intersection feels like it was engineered by a toddler playing “The Sims”: The stop lights are flashing purple, the crosswalks cut through diagonally, and there are at least three cars on fire. This will be a defining year for the hospitality industry: It will be difficult and critical for corporate leaders to lead with an open mind, to stay human, and to stay grounded. Before we get to the predictions, let’s address the AI elephant in the room. No, AI and robots are not going to replace us — Not in 2026. Artificial intelligence will continue to deeply integrate into our workflows, and teams that balance AI efficiency with human strategy will outperform competitors. AI should already be supporting your organization’s brainstorming, research, menu development, content drafting, sentiment analysis, media monitoring, and measurement. Executives, meanwhile, should be spending more time on interpretation, narrative direction, relationship building, and thought leadership, with AI speeding execution. The strategic and responsible use of artificial intelligence should be the norm throughout your organization today, which is why it’s not isolated in the list of 2026 predictions below. If it’s not… you’ve got a lot of catching up to do. Here’s what else we can expect in 2026. Value approach will separate the bullish from the soon-to-be bankrupt. There’s a reason the value conversation has been so prevalent, and it will continue to make headlines in 2026. The brands that succeed next year will be those that communicate value without relying on constant discounting. An example of brand-damaging discounting is sending another email blast for $10 off, only valid this week! (Let’s pretend we didn’t also send you one last week, and the week before that, and twice last month). Strategic value looks like offering reservations for a personalized Chef’s Table experience, and gifting attendees with a limited-time branded thingamabob to commemorate the evening! Beverages will lead culinary innovation. In 2026, beverages will continue to move from supporting role to strategic spotlight…
Restaurants Must Adapt to Boomers’ Needs
And preferences. Restaurants are always changing. New concepts come and go, trends shift, prices climb, portions grow – and then shrink again. But for those of us who are Baby Boomers, these aren’t the changes we’re thinking about. What we’re beginning to realize is that we are the ones who have changed. Our tastes aren’t what they were 25 years ago. Our ability to eat large portions has faded, and don’t get me started on spicy foods. The changes I’ve noticed in myself are undeniable. The days of enjoying a 16-ounce New York strip are long gone. Having a drink after 7 p.m. now seems to guarantee a poor night’s sleep. I used to love a bold red wine, but now I find myself truly enjoying a Riesling. And while I was never much of a bourbon or scotch drinker, these days I’m more than happy to sip an Old Fashioned before going out. Restaurants Need to Change with Us. Baby Boomers tend to visit restaurants more consistently, return to places where they feel safe and valued, and they love to bring family and friends. The hospitality industry must realize that this age group represents one of the most loyal and predictable customer groups that restaurants can cultivate. Restaurants that proactively adapt will experience measurable gain in both guest satisfaction and revenue stability. When restaurants think of this older population, they focus on ramps, handrails and ADA compliance. I’m talking about accessibility that focuses on the emotional, operational and cultural aspects. It’s the mindset of making every step of the dining experience easier for someone who may move slower, see less clearly, hear less sharply or become overwhelmed by noise or chaos. How to Meet Boomers’ Needs. f restaurants want the Holy Grail of business, the loyal guest who comes in on a regular basis, brings friends and recommends the restaurant to others, then restaurants need to change as well. Start with staff behavior. Employees should be trained to recognize the signs of discomfort or confusion and respond with patience rather than urgency. Something as simple as walking a guest to the restroom, speaking clearly without condescension, or proactively offering a quieter table can dramatically influence whether an older guest feels respected…
Bielat Santore & Company – Restaurant Industry Alert
NEW FEATURE – TIP OF THE MONTH
HERE IS TIP #4
MAKING YOUR RESTAURANT AND BAR SERVICE AND STAFF STAND OUT
The foundation of standout service starts with people. Prioritize hiring for personality and attitude over pure experience—skills can be taught, but genuine warmth and enthusiasm can’t. Even the best hires need structure to shine consistently. Staff should know the menu and bar list inside out—ingredients, sourcing stories, pairings, and alternatives for dietary needs. For the bar, train on classic and house cocktails, spirit histories, and thoughtful recommendations. Effective training exercises should be interactive, repeatable, and tied directly to real-world scenarios…
We invite you to visit our website, where you will find all our current listing inventory, a library of helpful industry resources and a collection of client testimonials expressing their assessments of our work and our service within the restaurant industry.
A voice for our industry. If you find these weekly bulletins informative and beneficial, we kindly ask that you write a brief Google review providing a vote of your appreciation. Simply click this link and leave a review. Thank you.
3 Trends Shaping the Hourly Workforce
Restaurants can’t afford to ignore. Restaurants face immense operational pressures, but so do the workers keeping their businesses running every day. Restaurants have always relied on the hard work and resilience of hourly workers. But the latest data from more than 2,300 hourly employees across the country paints a sobering picture of what today’s hourly workforce is navigating each day—and the growing gap between the support they need and what many companies are able to provide. Our seventh annual Branch Report shows that financial pressure continues to shape nearly every part of the hourly worker experience, from job-hunting behavior to how employees view new technologies. For restaurants, where tight margins collide with ongoing staffing challenges, understanding what hourly workers are up against is crucial for building stable, engaged teams. Here are three trends impacting the hourly workforce that every restaurant operator should have on their radar.
- Financial Strain Is Changing How Workers Show Up and Whether They Stay
The economic reality that hourly workers face is stark: 81 percent worry about paying their bills on time, and six in ten have skipped meals just to cover essential expenses. Nearly half report ongoing, persistent financial anxiety, highlighting just how deeply these pressures shape workers’ day-to-day experiences both on and off the job. This level of instability not only affects individual households, but also directly influences attendance, engagement, and retention. Workers under financial strain often juggle multiple jobs (1 in 4), pick up shifts unpredictably, or remain in roles they’re unhappy with because job searching feels too risky in the current economy. For restaurants already operating with staffing fluctuations, these pressures can compound quickly. Nearly three-quarters (72 percent) of hourly workers say understaffing frequently puts them under strain, and 93 percent report higher stress or burnout when teams are short-staffed, driven by heavier workloads and increased customer pressure. The result is a cycle of last-minute callouts, heightened burnout among remaining staff, and higher turnover—making it even harder to stabilize the workforce. Key Takeaway: Operators who understand the financial and operational pressures their teams are facing can prioritize initiatives that meaningfully support employee wellbeing. Beyond pay increases, providing consistent scheduling, adequate staffing, and timely access to earned wages can help reduce stress, improve morale, and ultimately strengthen retention…
Why Martinis are Enjoying a Full-Scale Revival
Operators are pairing renewed respect for tradition with showier, experience-driven service. Wet or dry, dirty or clean, the martini has long stood as the pinnacle of mixed drinks. After years of bar trends cycling through one classic after another, the spotlight has finally swung back to the martini. The result is a full-scale revival. This resurgence looks different from the “neo-tini” wave of the 1990s and early 2000s, when almost any drink could be given the suffix as long as it arrived in a V-shaped glass. Drinks like the Lemon Drop and Cosmopolitan dominated sprawling “martini menus,” many of which didn’t feature a classic build at all. That approach continued into the early aughts, until the craft cocktail movement reintroduced bartenders to the fundamentals. A new generation of gins, better vermouths, higher-quality bitters, and a fresh appreciation for elegant glassware set the stage for the martini’s return to form, pushing the category back toward technique, balance, and tradition. Today, operators are digging into the drink’s history while layering in modern touches, yielding menus that honor the original template without being confined by it. “I think there’s a resurgence of vodka-based and the gin-based martinis as a whole, with plays on different garnishes and different presentations,” says Shaun Henesy, director of food and beverage at Sofitel New York, the U.S. flagship of Paris-based Sofitel Hotels & Resorts. “There’s an elegance and refinement to that type of cocktail. It’s really beautiful, simple, and boozy in its traditional aspect.” Henesy notes that well-executed classics are easier to find than ever, but the martini also serves as a strong canvas for stories, concepts, and creative flourishes. That philosophy helped shape the beverage program at Social 45, Sofitel New York’s new bar and bistro that opened last fall. Henesy says his team set out to blend the energy of New York City with the sophistication of Paris, a theme that carries through decor and the menu, including the signature Sofitel N5 Martini made with gin, a vermouth house blend, champagne cordial, and a homemade N5 perfume spray…
Avoiding Costly ADA Accessible Website Liability Exposures
Three steps to bring your restaurant website closer to ada compliance. For restaurants, reaching every guest, whether they dine in, order online, or browse your menu from their phone is essential. When your website can’t serve all of your potential customers, you risk losing reservations, takeout orders, and overall revenue. In recent years, restaurants that did not accommodate guests with visual, hearing, or physical impairments through ADA-compliant websites faced consequences that are far more costly than missed sales. Many paid significant legal settlements and then had to invest heavily in rebuilding their websites to meet accessibility standards. To stay compliant with the Americans with Disabilities Act (ADA), restaurant websites are generally expected to follow the Web Content Accessibility Guidelines (WCAG) at Level AA. If your online menu, ordering system, or reservation platform does not meet these standards, your restaurant could face legal action, an increasingly common issue in the industry. How to Know if Your Restaurant’s Website Is ADA Accessible. Your website may be out of compliance if:
- Menu text is too small or low-contrast for visually impaired guests.
- Videos promoting your dishes, ambience, or specials lack captions or audio descriptions.
- Customers using mobility devices or assistive technologies must scroll excessively to find your reservation button, online ordering link, or main navigation.
This lack of digital accessibility has made restaurants a particular target for demand letters and ADA lawsuits. From fast-casual concepts to fine dining establishments, businesses across the foodservice sector are increasingly at risk.
- Don’t rely solely on internal review.
Partner with an accessibility expert or third-party auditor who understands ADA requirements, WCAG standards, and the unique aspects of restaurant websites—such as online menus, ordering platforms, and reservation systems…
There’s No ‘Average’ U.S. Diner Anymore
Findings from 1,500 restaurants using sunday’s payment platform. Guest behavior, shaped by city economics, culture, and expectations around time, value, and service, is diverging in ways that can directly impact profitability, according to new data from sunday. “There’s no longer a single ‘U.S. diner,’ ” Christine de Wendel, Co-Founder and US CEO of sunday, explained. “Inflation has affected cities differently, but we’re also seeing a shift toward ‘fewer, better’ dining occasions in higher-cost markets. We expected differences, but the gap in spend, dwell time, and tip behavior was larger than anticipated. It reinforces that operators need hyper-local insight, not national averages.”
- The spend gap between cities nearly doubled this year: San Francisco diners spent $151.04 per order on average, nearly double the average in Philadelphia ($78.44).
- Americans do tip: Philadelphia tops all major U.S. cities with a 23.34 percent average tip rate, followed closely by Nashville and Atlanta. Meanwhile, Miami and Nashville boast the highest frequency of tipping: over 98 percent of all checks.
- Where diners stay the longest: Denver guests clocked the longest table time at 70.57 minutes, compared to an average of just 55 minutes in Las Vegas. Americans rush out the door in comparison to Europeans. Belgium diners led with an average of 91.59 minutes compared to a U.S. average of 61.76 minutes.
- Who leaves the most Google reviews: San Francisco diners are the most vocal, leaving reviews after 10 percent of visits, more than double the frequency in Denver (4.68 percent).
These regional differences are increasingly important for operators planning staffing, service models, and table management, de Wendel pointed out. “Inflation has affected cities differently, but we’re also seeing a shift toward ‘fewer, better’ dining occasions in higher-cost markets. In cities like San Francisco, guests are dining out less often but spending more when they do. In other markets, value and speed are driving behavior, which keeps average checks lower. Menu pricing, local wage structures, and guest expectations all play a role, and those variables are diverging more than they were even a few years ago.” Despite ongoing conversations about tip fatigue, the data shows tipping remains deeply ingrained in U.S. dining culture, what’s evolving is how guests think about tipping…
The Best Way to Get a Restaurant Reservation?
It’s an old one. William Kelly has had it with the online dance of restaurant reservations. A 22-year-old senior at Boston College, he loves checking out the city’s dining scene, but has been increasingly frustrated by places like the influencer-beloved Thai spot Mahaniyom, or Contessa, from Major Food Group. “These places, their reservation policy is 30 days out,” he said. “I’m battling for the one reservation spot, and chances are I’m not getting it because a bot already has.” His solution? Becoming a regular at Coco Ramen. Coco, a short walk from his apartment in Chestnut Hill, isn’t the hottest ticket in town, but he has never had to jockey for a reservation or set a booking reminder. And his regular chicken katsu ramen order is always accessible. “There is always a table for me, the food is consistent and the staff is incredibly nice,” he said. “They definitely recognize my face. When I walk by, they’re already waving me in.” In other words, he feels welcome.
In the age of reservation apps and white-hot viral restaurants, dinner has begun to feel less like leisure than logistics: refreshing screens, climbing wait lists, setting alarms. As an antidote, some diners are prizing places that strike a warmer note, where the experience moves at the pace of a relationship, not a countdown. At restaurants where a host looks up and knows their names, they are perfecting the vanishing art of being a regular. A recent evening at the Knickerbocker Bar & Grill on University Place in Manhattan, Gray Coleman, an entertainment lawyer, and his husband, Brian Theis, a cookbook author and television contributor, said the appeal of being a regular is the lack of ceremony. “We’ve lived in Greenwich Village for almost 35 years. Usually when I walk in, I don’t have to say ‘Coleman, party.’ They know who it is,” Mr. Coleman, 67, said of the restaurant, which he and other house faithful’s fondly call “the Knick.” Mr. Coleman isn’t looking for culinary fireworks. Consistency is the point. “I think there is a high level of predictability, and that’s key,” he said. “You’ve eaten almost everything on the menu, and there’s none of this ‘Am I going to make a wrong choice?’”…
Did You Know?
Jersey Mike’s Founder Peter Cancro to Lead Brand’s Launch into Europe. Jersey Mike’s is taking its 3,300-unit brand somewhere it hasn’t gone before but doing so with a rather familiar face. The brand Monday announced it’s signed a franchisee agreement to open 400 locations in the United Kingdom and Ireland, marking the chain’s first European expansion. The deal is with JM Submarines UK LTD, an entity led by Jersey Mike’s founder and chairman of the board (and former CEO) Peter Cancro…
Employee Tip
From Survival to Support: A Smarter Way to Lead a Restaurant Brand or Team. I just spent a few days in the hospital for voluntary treatment of my chronic migraine. I’m home now and doing OK. But I keep thinking about the fact that the hardest part wasn’t the needle in my arm 24/7 or trying to do yoga in the depressing patient lounge with an IV in my elbow. It was the email I sent beforehand. The one where I told my friends and family I was going in, that I was vulnerable, afraid and might want visitors. For years, I’ve powered through chronic migraines, working through hotline shifts, sitting through countless dinners and leadership meetings, and praying the pain would go away with a smile on my face. I pretended I was fine because, well, I thought I should be…
