What the World Cup taught restaurant owners about preparing for growth

The 2026 FIFA World Cup gave local restaurants a rare opportunity to reach new, global customers during an uncharacteristically busy period. Early excitement, visitor projections and activity in host cities, of course, suggested demand would increase, prompting many businesses to prepare well before the tournament began.

For many restaurants, those expectations proved accurate. Dining rooms filled, first-time customers walked through the door and sales spiked. But the World Cup also proved that demand alone doesn’t drive growth. Preparation for that demand is just as critical. 

New Xero research of 500 U.S. restaurant owners and managers found that success during the tournament depended not only on attracting customers, but also on planning ahead, maintaining financial flexibility and preparing teams to handle increased demand. Understanding how to prepare for these peaks in business can make the opportunities both easier to manage and more lucrative.

Preparing for the demand beforehand

Preparing for a busy period requires businesses to make important decisions before they know exactly how demand will unfold. Ordering additional inventory, scheduling additional employees and planning promotions all require upfront investment, making preparation an exercise in balancing opportunity with uncertainty.

Many restaurants approached the World Cup with that mindset. According to our data, nearly two-thirds (65%) increased food inventory ahead of the tournament, while half adjusted staff schedules to support larger crowds. Another 47% introduced special menus or promotions, and 45% increased alcohol inventory in anticipation of stronger beverage sales.

Those decisions positioned many businesses to take advantage of the burgeoning foot traffic. During the tournament, 88% of restaurants reported being busier than usual, 79% welcomed unexpected new or first-time customers and 69% generated more revenue than during a typical period. Restaurants located in host cities experienced the strongest results, with 77% reporting revenue growth compared with 64 of those outside host markets.

The findings reinforce a broader lesson for small businesses. Growth often requires making investments before additional revenue arrives, and those decisions are easier to make when owners have confidence in their plans and a clear understanding of where to invest.

Cash flow can and should shape how businesses respond

Even the most thoughtful plans have limits. Customer demand can change quickly, particularly during major events like the World Cup, leaving businesses to make decisions in-real time while continuing to serve daily customers.

This was certainly reflected throughout the tournament. Forty-two percent of restaurants ran out of specific menu items, 38% reached seating capacity and 21% ran out of beer. These findings suggest that the challenge wasn’t necessarily a lack of preparation, but the difficulty of forecasting demand during an event with so many variables.

Financial flexibility plays an important role in short-term success. More than one-quarter (26%) of restaurants in host markets said cash flow significantly limited their ability to prepare, compared with 12% of those outside host markets. Whether purchasing additional inventory, extending staff hours or increasing marketing efforts, many businesses faced costs well before they realized the additional revenue.

For small businesses, this is a familiar balancing act. Having a clear understanding of cash flow doesn’t eliminate uncertainty, but it gives owners better information to decide where to invest, how much flexibility they have and how quickly they can respond as conditions change.

Equipping a team for growth

Planning for increased demand extends beyond inventory and finances. Businesses also need the people and capacity to deliver a consistent customer experience when volumes increase.

Half of restaurants adjusted staff schedules ahead of the World Cup, recognizing that higher demand would place additional pressure on their teams. Those staffing decisions helped businesses manage larger crowds while maintaining day-to-day operations during one of the busiest periods of the year.

The impact of those decisions extended beyond operational efficiency. Nearly eight in 10 restaurants welcomed unexpected first-time customers during the tournament, allowing businesses to introduce new guests to their brand. For many owners, busy periods are about more than increasing sales —they are an opportunity to create positive customer experiences that encourage repeat visits long after the event has ended.

Preparing a business for growth means preparing the people behind it, investing in the right staffing levels gives teams the capacity to meet higher demand while maintaining the level of service customers expect.

Lessons that extend beyond the World Cup

While the World Cup created a unique opportunity for restaurants, the business decisions behind their success are relevant far beyond a single tournament. Seasonal peaks, community events and holiday periods all require owners to make investments before they know exactly what demand will look like.

The overall findings suggest that businesses are in a stronger position when they understand their financial situation, plan for expected demand and build the operational capacity to respond when plans change. Those principles apply whether a restaurant is preparing for a global sporting event or a neighborhood festival, and they offer a practical framework for any small business looking to approach future opportunities with greater confidence.