Tourism has long played a major role in restaurant revenue, but shifting travel patterns and softer tourism spending in 2026 are changing how operators think about growth.
According to the National Restaurant Associations 2026 state of the industry report, in a typical year, roughly $3 out of every $10 spent in U.S. restaurants comes from travelers and visitors. While that mix varies widely by concept and location, nearly every restaurant depends on some level of out-of-town traffic.
When that demand softens, restaurants that haven’t built strong local relationships feel the impact immediately. That’s why many operators are now rethinking their approach and prioritizing restaurant customer loyalty as a core growth strategy rather than a nice-to-have.
I spoke with Hilary Young, Head of Marketing at Back of House, and Marylise Trépanier, consultant at Back of House, to get their expert insights on the importance of cultivating regulars.
As Hilary puts it, “When you can’t depend on tourism traffic to boost your sales, you have to put more effort into courting locals. Most people take great pride in their favorite local restaurant, and getting that repeat business is crucial to your restaurant’s success.”
Marylise reinforces the same idea even more simply — “There’s no better marketing than word of mouth.”
Regulars are a stable source of revenue, but they’re also a stabilizing force for the entire business. Unlike transient traffic, repeat guests create predictable demand, help smooth out seasonal dips, and often spend more over time due to familiarity and trust.
Some other stats about travelers vs. locals gleaned from the 2026 NRA report:
So travelers represent a big share — but not the majority — of a typical restaurant’s customer base. That’s why increasing repeat business in restaurants is essential, not just for survival, but for long-term growth.
Hilary explains that this shift also changes how restaurants should think about their role in the community.
“You can shift into the mindset that you are more than just a restaurant, you are a community hub for those in your neighborhood (and beyond),” she says. “Restaurants have the power to give people great comfort, provide a background for making long-lasting memories, and help people feel more connected.”
Marylise highlights the role of local guest relationships as a core part of a restaurant’s long-term growth strategy.
“Tourists are looking for authentic local experiences and products, and real connections with people from the community,” she says. “Focusing on local guests is a natural and strategic shift for restaurants. We saw this clearly during COVID when travel stopped, people rediscovered their own regions, and started supporting local businesses in a much deeper way.”
What emerged from that period, she notes, is still shaping guest behavior today — a stronger appreciation for local identity and a higher expectation that restaurants reflect their community.
While attracting new guests will always matter, the economics of repeat business are hard to ignore.
Returning customers:
But they also amplify growth through advocacy. Loyal guests bring friends, leave reviews, and become organic promoters of your restaurant within the community.
As Marylise puts it, “Why not focus on both? Restaurants can attract new guests while still investing in loyalty strategies that encourage repeat visits.”
For example, a loyalty program combined with a “bring a friend” promotion can help generate new traffic while strengthening existing customer relationships.
“New guests are important, but if they never return, the growth is not sustainable,” Marylise says. “No matter the strategy, the ultimate goal should always be to create repeat business, because a loyal customer with a smaller average check will almost always outperform a one-time customer with a higher spend.”
This is where strong restaurant customer retention strategies come into play, especially if you’re navigating tighter margins and more unpredictable demand.
If there’s one factor that consistently determines whether a first-time guest becomes a regular, it’s convenience. Every extra step, delay, or point of confusion creates friction that can make returning less appealing.
You want to avoid problems that make the guest’s experience less convenient. Areas where inefficiency or unnecessary complexity cause friction include::
If at any point the customer experiences frustration, that’s a reason why they might choose a different restaurant next time.
Hilary emphasizes the importance of ease of experience in the decision-making process. “Convenience and accessibility both play a major role in converting first-time customers into regulars,” she says. “The easier you make it for them, the more likely they are to return.”
Marylise echoes this from an operational standpoint. “If guests want to visit your restaurant, the experience should feel simple from the very beginning,” she says. “If there is too much friction, people will often move on to another option.”
This is where technology supports hospitality by making it easier to deliver consistently great experiences. Online ordering systems, reservation platforms, and guest communication tools help remove that friction so the focus is on experience rather than logistics.
Behind many successful repeat business strategies is a simple capability — remembering the guest.
Once a customer has ordered or visited once, restaurants have an opportunity to build a profile of their preferences and make returning feel effortless and familiar.
“Once a customer is in the POS [point of sale] system — either from an in-person visit or an online order — it becomes so much easier to build a profile of their preferences using the right tech platforms,” Hilary says. “In-person, they won’t realize that the tech is helping, they’ll just feel like the experience is extremely personalized, and it will make them feel special.”
Marylise expands on how data and digital systems support this.
“AI and guest data can play a major role in creating a more personalized experience for returning customers,” she says. “The more restaurants understand a guest’s preferences and ordering habits, the easier it becomes to anticipate their needs and make the experience feel tailored to them.”
Loyalty programs and restaurant technologies can use data to:
This is what modern strategies for how to turn restaurant guests into regular customers are built on — removing barriers and increasing relevance.
While technology helps scale personalization, the human layer is still what makes it meaningful. Simple details matter, such as a preferred table, a usual drink, or even acknowledgment of a special occasion.
“Platforms like Libro help restaurants keep track of guest preferences and visit history to create a more thoughtful and consistent experience,” Marylise notes. “Simple touches like acknowledging birthdays or special occasions also help strengthen the relationship and make guests feel recognized and valued.”
These small actions reinforce something technology alone can’t create — emotional loyalty.
Loyalty programs remain a valuable tool, but they work best when they’re part of a broader experience strategy rather than a standalone tactic.
Marylise doesn't see loyalty programs and convenience as competing priorities. “I believe both are important and work best together,” she says. “Sending too many promotional messages can create frustration instead of loyalty, and the goal should always be to offer value and create a positive guest experience.”
She adds that guests now expect both convenience and personalization as standard parts of the experience. Personalization becomes very powerful when supported by guest data
“Convenience has become essential because people are busier than ever and want a simple, seamless experience,” she says. “Reducing friction, whether for reservations, ordering, or payments, should be part of every restaurant’s strategy.”
If you’re looking to improve repeat visitation, the most effective strategies are often the simplest.
“Give value back to your customers — that value can come through genuine interactions, thoughtful service, making guests feel recognized, or even offering a small taste of something new,” Marylise says. “Loyal customers return because of how a restaurant makes them feel and the overall quality of the experience.”
Hilary reinforces this from an execution standpoint. “Regardless of the size of your business or your marketing budget, the best thing you can do is focus on giving every customer who walks through your door the best possible experience,” she says. “And the best part? It requires zero marketing dollars to make that happen.”
This is where restaurant customer loyalty becomes less of a program and more of an operational mindset, built through consistency, ease, and care at every touchpoint.
As tourism patterns shift and competition for diners increases, restaurants that prioritize relationships over transactions will be best positioned for long-term success.
In practice, contributing to more stable, predictable growth, this looks like:
Sustainable success in hospitality stems from what happens after the first visit, when guests choose to come back, again and again.
If building stronger repeat business is a priority for your restaurant, contact Marylise, who can help you identify practical ways to turn first-time guests into loyal regulars.
From improving guest experience flow to leveraging data and personalization, she works with operators to strengthen long-term customer relationships and drive sustainable growth.