Restaurant costs and profitability in 2026
17 de April, 2026
The first quarter of 2026 reinforces the perception that the restaurant sector in Portugal continues to operate in a demanding environment. Costs remain high and consumption has become more conscious. It is therefore essential to make increasingly informed decisions.
Rather than trying to compensate for occasional drops in consumption, many operators face the challenge of better controlling all dimensions of the business, guaranteeing efficiency, profitability and the ability to adapt to a changing market. One possible approach is to find a balance between costs, value proposition and data-driven management to strengthen efficiency and adaptability.
More conscious consumers put on more pressure
The figures for 2025 point to a clear trend: inflation in the restaurant sector has risen rapidly, reaching the highest levels in the last two years. For some consumers, eating out has become a more considered decision, which reinforces the importance of each visit.
In this context, growth tends to depend not only on attracting new customers, but also on the ability to enhance the value of each relationship, improve internal efficiency and support day-to-day decisions – from the menu to the team – with relevant information.
Continuous monitoring of costs, adjusting the offer and clear communication with the consumer are therefore practices that can help restaurants respond to this new consumption pattern, while preserving their customer base and the profitability of the business.
The difference of more informed management
Rising raw material prices are compounded by energy, rent and labor costs. Faced with this scenario, operators choose to reduce margins in order to avoid significant price rises – an understandable approach, although difficult to sustain in the long term.
The Associação da Hotelaria, Restauração e Similares de Portugal(AHRESP) has been warning that, without rigorous and continuous management, this strategy could jeopardize the financial sustainability of businesses in the medium term. This is where access to structured and actionable data becomes a critical factor:
- know the real cost of each dish;
- analyze the profitability of the menu;
- adjusting portions, suppliers or the composition of the offer;
- make decisions based on data and not just perception.
Three areas of focus for the coming months
1. Strengthen financial control
Regular monitoring of fixed and variable costs is increasingly critical. Reviewing contracts, analyzing energy consumption and following the evolution of raw material prices helps to anticipate impacts and avoid reactive responses to day-to-day pressure.
2. Optimizing the menu based on data
Menu engineering is becoming increasingly relevant. Assessing which dishes are the best sellers, the most profitable and those that generate waste allows you to adjust the offer without compromising the customer experience.
3. Communicating value clearly
In a context of higher prices, consumers value transparency and consistency. Communicating the quality of ingredients, the origin of products or the consistency of the experience helps reinforce the perception of value and build longer-lasting relationships of trust with customers.
The role of partners in boosting the sector
In a context of pressure on costs and more thoughtful consumption, initiatives that stimulate demand and strengthen the link between companies, employees and local restaurants are becoming increasingly important. This type of solution, by facilitating access to meal benefits and extended networks of participating establishments, contributes to a more regular flow of consumption, favoring greater predictability and stability in the activity of operators.
At the same time, this model has a wider impact on the economic fabric, promoting local restaurant activity, boosting the labor market and stimulating the local economy, particularly in urban centers and areas where restaurants play a central social and economic role.
Business support
The restaurant sector continues to change. In a demanding economic environment, differentiation depends less on a one-off reaction to market changes and more on the ability to manage, analyze and control.
As a partner to many operators in the sector, Edenred closely follows these challenges and seeks to contribute to more efficient and sustainable businesses. Through its Discount and Advantage Program for establishmentsoffers partnerships that help reduce costs, optimize management and gain greater control over the business.
One example is the partnership with DIG-INwhich allows catering professionals to transform operational data into practical information, facilitating more informed decision-making in line with business objectives.