A cocktail of challenges are pushing restaurant brands to their limit. Some are resorting to steep discounts to lure customers back in store.  

What is striking is not that operators are under pressure, but how quickly price has become the default lever to pull. But discounting to mitigate the impact of sector challenges creates new challenges in itself. Discounted prices are nothing but a short-term fix, and a flimsy one at that. In my view, it starts to treat hospitality as a commodity that can be traded purely based on price.  

 

In hospitality, we want consumers to take considered decisions over where they eat and drink. But price, unless that is a defining unique selling point, should be viewed as a reflection of the overall experience rather than a primary driver of a consumer’s decision. For instance, if a consumer adores the brand, resonates with its story, its sourcing model and its cultural alignment, they will ultimately be less concerned about price and care more about supporting a brand that they believe in.  

 

By making consumers view hospitality primarily through a price-based lens, we are reducing the sector down to a point where all of the magic becomes background noise. It erodes differentiation rapidly so that brands quickly become interchangeable, loyalty weakens and operators are left competing on increasingly thin margins, with little protection when costs rise or sentiment softens.

 

The commoditisation of the sector also presents challenges when convincing consumers to consider spending extra on an evening out rather than spending money on a premium dinner from a supermarket – a category of product that is enjoying the “lipstick effect” currently. 

 

Delivery channels have their own challenges too. Most brands today operate with razor thin margins, largely as a result of the promotion driven dynamics that delivery platforms present. Through delivery, the benefit of enhanced visibility is often at a hit to the brand, with customers paying more for a worse experience.

 

Bricks and mortar, while having lower volumes typically, can often offset the low (or no) margins via delivery, with greater high margin customers, who also engage more deeply with your brand. However, in the price-led race to the bottom, bricks and mortar starts to act like delivery; low margin, high volume. With that, comes a certain inevitably that customers are viewed on a transactional basis.

 

So, how do we solve this issue? 2026 should all be about brand building in its very simplest and purest form. Brands need to create experiences that go beyond the food and the price. Much of that is led by all elements that make up a brand identify, from the look and feel of a store, to customer experience or the sense of community.

 

Brands need to look inwardly at every level. Is their brand’s look and feel relevant for today’s consumer? Are the channels being used effective in telling a clear narrative and brand story? Are perceptions being changed or strengthened? If your brand is not working hard enough for you this year, that has to be the first step you take, instead of “unusually steep discounts”. And even if it is, you can never stand still and have to keep innovating to stay front of mind.  

 

We embrace this philosophy at Eatphoria. Led by Wraps & Wings, our hero brand, we’ve built a multi-brand portfolio of unique and differentiated quick service restaurant propositions offering consumers high quality options at various points of the day and purchasing moments. We could easily say “job well done”. But, this year, it is all about enhancing all of our brands to drive growth. For Wraps & Wings, for instance, that means evolving our positioning to target Millennial and Generation Z consumers. 

 

Our investments in and focus on brand evolution is deliberate. In a market where many are pulling back on brand investment, we see this as moment as an opportunity to sharpen our positioning, reinforce relevance and ensure our brands are built to perform for us and our franchisees for years to come. Our brands are only a decade old, but the need to continue innovating is clear. Each brand needs to have a proper identity in its own right that targets a different consumer persona and connects in a way that is authentic. This will enable us to consider opportunities for each to operate bricks and mortar stores of its own in the future.

 

The hospitality sector will inevitably have both winners and losers. Some businesses may face lasting consequences, and others only temporary setbacks. I believe that the ones who will truly stand the test of time are those who are able adopt a brand first mentality.

 

I had the pleasure at the Restaurant Marketer & Innovator European Conference (RMI) of hosting a panel with four amazing business leaders: Laura Irving from JKS Restaurants, Sara McKennedy from Coco di Mama, Éadaoin McDonagh from White Rabbit Projects and Marcel Khan from Fulham Shore. The discussion focused on the perception and performance of marketing teams and how marketing leaders can gain more influence and impact in the boardroom.

 

The discussion followed a survey of hospitality managing directors and chief executives carried out in advance of RMI, which reassuringly showed that marketing is widely recognised as critical to long-term growth in hospitality. In fact, 81% strongly agreed with this belief.

 

So, boards believe in its importance and value. Yet despite this belief, marketing still struggles to earn consistent influence in the boardroom, with only 57% of boards currently having a marketeer at the table. Even at marketing director level, more than a quarter are not in the room when the biggest decisions are made.

 

Much of this comes down to how marketing works with the rest of the business, how expectations are set and how marketing leaders show up.

 

One of the most telling findings is how loosely marketing works with finance and IT. More than a third of marketing teams do not work closely with finance; two thirds do not work closely with IT. In a world driven by data, technology, attribution and return on investment (ROI), this is a serious problem.

 

If marketing is not tightly aligned with finance, it struggles to speak the language of commercial performance. If it is not aligned with IT, it struggles to access the data and infrastructure needed to prove impact. This creates a credibility issue, not because marketing isn’t adding value, but because it cannot clearly evidence how and where that value is being created.

 

Boards are increasingly made up of commercially minded leaders – chief financial officers, chief executives, chief operating officers. They expect joined up thinking, cause and effect. Rightly, they expect marketing activity to connect awareness to sales and long-term growth.

 

It was promising to see leaders say marketing teams were working closely with operations. But when marketing operates separately from finance and IT, it looks tactical rather than strategic. It becomes “operational marketing”, and that is hard to shake once it sets in. It takes a big win or a strong voice to break that cycle.

 

The most effective marketing leaders build tight relationships across these teams. They work hand in hand with finance on ROI trackers, forecasts and performance reporting. They collaborate with IT on data, platforms and measurement. This is when marketing starts to earn trust.

 

Another eye-opener highlighted by the data is a lack of clarity. As mentioned, more than 80% of leaders strongly agree that marketing is key to the success and sustainability of their business. Yet only a third strongly agree that their marketing team is aware of what is expected of it. Even fewer strongly agree that marketing is delivering against expectations.

 

Those two things are directly linked. Every leader who strongly agreed their marketing team was delivering also strongly agreed that the team was clear on expectations. Where clarity exists, performance follows. Where it does not, a vicious cycle forms.

 

Marketing is expected to drive growth, but objectives are not clearly defined. If expectations are vague, performance is questioned. When performance is questioned, marketing does not receive the right resource, tools or investment. Without resource and tools, performance suffers further. This is a vicious cycle.

 

But ultimately, marketing leaders cannot and must not wait for this clarity to be handed to them. The strongest marketers actively seek it out. They define the top three priorities that matter most to the business. They link those priorities to commercial outcomes they can influence. They make it explicit what success looks like and what is required to deliver it.

 

Just as importantly, they are clear when they cannot deliver with the current level of resource. They articulate the gap between expectation and capability in commercial terms.

 

The data is very clear on what boards value from marketing – insight, commerciality, track record, ROI. A clear link between brand and sales performance. Boards are not looking for more activity; they are looking for confidence.

 

Marketing leaders who gain influence tend to focus on a few key things. First, they present marketing through a commercial lens. Board packs are built around cause and effect. Sales moved because of this; demand shifted because of that. Marketing is positioned as a growth lever.

 

Second, they blend creativity with commercial rigour. Innovation matters, but it is underpinned by analysis. Brand is framed as a long-term asset that drives measurable outcomes like loyalty, frequency and lifetime value.

 

Third, they broaden their perspective beyond marketing. They understand the P&L. They ask questions of other departments. They show they can think and lead cross-functionally.

 

Finally, they invest in their own development. The step from functional leader to business leader is not about marketing expertise. It is about leadership, orientation and the ability to operate across the whole organisation.

 

In my opinion, marketing has never been more important to hospitality businesses. But importance alone does not guarantee influence. That is earned through clarity, collaboration and commercial leadership.

 

I don’t know about you, but there's so much noise in 2026: some of it good, most of it hard to hear. We’re fortunate to be flooded with data and insights from fantastic businesses like Zonal and KAM Media, and I like to think I’m a good listener.

 

The latest Zonal GO Technology report was particularly interesting and reassuring. It shows that 74% of consumers are willing to pay more for elevated experiences. While consumer expectations have risen over the past five years, this insight got me thinking: what does “elevated” really mean for hospitality today?

 

Sure, it’s about guest experience, quality and value, but it's also about the individual consumer. What’s elevated for one person might not be for another. We aim to segment data and personalise our approach, yet adapting to this remains a challenge in our sector. Once we’ve nailed the basics, what truly differentiates us for a diverse range of customers every day?

 

For me, it’s simple: emotion. Pure, honest emotion. It’s what makes us love some brands more than others, beyond the obvious elements of hospitality. It’s a feeling, like a first date or supporting your favourite band or sports team. It’s a connection, a passion.

Your favourite pub? It’s a feeling of comfort and acceptance. That place you took your baby during maternity? It’s a feeling of safety. A rare date night spot with your partner? It’s a feeling of romance, connection and affection. The city you first explored alone? It’s adventure and confidence. These emotional connections are what truly elevate an experience, making it unforgettable. Everything comes down to that emotional connection.

 

The brands that understand this remain authentic, passionate and caring. They grow without chasing the sale, focus on being guest-centric because they genuinely care, and don’t sacrifice quality for short-term gains. They put their staff at the heart of their plans, knowing that if their team feels good, their customers will too. If I asked you to name brands who fit within this quota you could do so easily, and then if I asked you how they made you feel, you’d feel joy – wouldn’t you?

 

In our training at Bums on Seats, we emphasise the power of emotion in sales. Up to 86% of decision-making is driven subconsciously by emotion. We teach that understanding customer wants, which are emotionally driven, creates memorable experiences and drives long-term relationships. This emotional connection is key, as customers buy with their hearts more than their heads. I am the easiest person to upsell to because I am, at heart, a people pleaser, and I want the person selling to me to be happy. This is something we can all relate to at some level, isn't it?

 

Understanding different customer demographics is also crucial, as although it’s a generalisation, it’s a start. Each generation, from Baby Boomers to Generation Z, has unique preferences and communication styles, which is behavioural due to their environment. Remember, behaviours are learned and part of our personality, whereas characteristics are what we are born with and cannot be changed. Baby Boomers might seek familiarity and loyalty, for example, while Millennials and Generation Z are drawn to experiences, digital engagement and fear of missing out. By tailoring our approach to these nuances, we can build rapport and foster loyalty. As a start!

 

For instance, Millennials value experience-based entertainment and are influenced by their peers. Generation Z, on the other hand, prefers swift digital interactions and sustainability-focused brands. Recognising these differences allows us to connect on a deeper level. But I caveat this by saying you must do this authentically and for more than your own commercial gain. Authenticity is what binds us to brands and creates that lasting relationship.

 

Moreover, a positive mindset is foundational. Our training highlights how a positive attitude not only enhances guest interactions but also improves team dynamics and personal satisfaction. Tools like the Eisenhower Matrix and time-blocking help manage tasks efficiently, freeing up mental space to focus on what truly matters – building connections. These connections, once established, are what drive success and satisfaction both for the business and the consumer.

 

Where does marketing stop and sales start? Sales, by very definition, is the relationship, an equally beneficial one. Marketing really is everything else. But one cannot exist without the other. How can it? They intertwine, creating a seamless journey for the consumer from interest to financial commitment.

 

So, what must we do as a sector? We can’t be purely functional; we must be emotional because our teams and customers are. Spend less time on product discussions and more on the why. Why do we do what we do, and who do we do it for? Team and customers in equal measure. This understanding and alignment are what set successful businesses apart.

 

What am I focusing on with my client partnerships this year? The emotion. The why. The how. Stay true to your brand and be authentic you because you care, and the rest will follow. This is the path to sustainable growth and lasting success.

 

By embracing emotion, understanding demographics and maintaining a positive mindset, we can push beyond limits and achieve sustainable growth in the hospitality sector.

 

Over the past year, there’s been no shortage of noise about artificial intelligence (AI) in hospitality – big promises, bold claims and plenty of dashboards showing just how much data operators now have at their fingertips.

 

Recently, we brought together a group of senior hospitality leaders for a closed-door workshop in London to cut through that noise. No demos. No sales pitches. Just an open conversation about what’s genuinely helping operators today – and what still isn’t.

 

What struck me most was how aligned the conversation was. Different businesses, different challenges but remarkably consistent views on where technology needs to go next. These were my five biggest takeaways:

 

The message was clear: operators are not short of data. They’re surrounded by it.

 

What’s missing is clarity. Too often, managers are expected to interpret multiple dashboards, reconcile conflicting reports and decide what matters most, all while running busy shifts. The result isn’t better decisions; it’s cognitive overload. Insights arrive too late or get ignored altogether. 

 

What operators want isn’t more information, it’s prioritisation. They want clear guidance on what actually needs attention today and why, without having to trawl through systems to find it.

 

The real opportunity here for AI isn’t analytics for analytics’ sake; it’s helping people focus on the decisions that will make the biggest difference in the moment they’re needed.

 

There was a healthy realism in the room about AI’s track record so far. Many operators have been sold tools labelled as “AI” that worked well on paper, but fell over as soon as reality kicked in.

 

Hospitality is messy by nature: menus change, teams rotate, trading patterns shift and unexpected things happen every day. Traditional machine-learning tools tend to perform best in stable environments and hospitality rarely offers that luxury.

 

What’s changed recently, and why the conversation feels different now, is the emergence of agentic AI – systems that can reason, adapt and work towards outcomes rather than simply answering fixed questions. That shift brings AI much closer to how experienced operators already think and is much better suited to the realities of the sector.

 

One idea that really resonated was the framing of AI as a coach.

 

Anyone who’s seen a strong general manager step into a struggling site knows the impact good decision-making can have. Performance improves quickly – not because the data changes, but because priorities become clearer.

 

The ambition operators talked about wasn’t to automate judgement away, but to make that kind of thinking more consistent and accessible across the business.

 

Crucially, trust matters. If AI is going to influence decisions, it has to explain its reasoning. Transparency isn’t a nice to have, it’s fundamental. Operators were clear that if a system can’t show why it’s recommending something, it won’t be used.

 

Data quality inevitably came up, and the conversation was refreshingly honest.

 

Legacy systems, partial integrations and missing feeds are a fact of life in hospitality. Expecting months of data cleansing before any value is delivered simply isn’t realistic.

 

What operators want is technology that works with the data they have, not the data they wish they had. Systems that can ingest raw information, flag anomalies and recognise when something looks like a data issue rather than a performance issue.

 

This ability to reason over imperfect information is one of the most meaningful differences between older business intelligence software and newer AI-driven approaches.

 

Perhaps the most important takeaway was around technology fatigue.

 

This isn’t about capability – hospitality teams are incredibly skilled. It’s about the sheer number of systems managers are expected to juggle. Any new technology has to earn its place by removing work, not adding another layer to manage.

 

The idea that AI could sit above the existing technology stack – reducing screen time rather than increasing it – reframed the conversation. Instead of logging into multiple tools, managers could be guided towards action, with the system doing more of the heavy lifting in the background.

 

For several people in the room, this was the first time AI had been positioned as something that might genuinely simplify operations rather than complicate them.

 

By the end of the session, the conversation had shifted from “what is this?” to “how would this work in my business?” – which is always a good sign in a room full of experienced operators.

 

The future of AI in hospitality isn’t about smarter dashboards or louder claims. It’s about better decisions, made earlier, with less effort, and technology that works with the realities of hospitality – not against them.