Restaurant memberships? Yay or nay?

After a decade of delivery, convenience and digital-first dining, guests are rediscovering the value of gathering inside restaurants—but they’re looking for more than just a meal. We explore how operators can turn hospitality into a competitive advantage, from creating memorable experiences to building deeper loyalty and strengthening the partnerships that keep the business running.

But first, check out this newly dropped list of America’s 50 best pizzerias.

Ciao bella. Is the Aperol Spritz over? Meet its trendy replacement. 

Getting in the game. Restaurant POS company Toast is opening a restaurant in Boston. 

Price drop. The era of affordable tasting menus is here. 

Ghost town. Restaurants on a historic L.A. street are struggling to stay open.

All together now. SevenRooms debuts a bookings aggregator for restaurants.

Consumers are eager to dine in again, and it’s not just about the food

Are your guests craving connection? The return of dine-in dining is being driven less by food innovation and more by the overall guest experience. Restaurants that create memorable environments, foster connection and give customers a reason to linger are better positioned to capture demand as consumers seek experiences—not just meals. Think trivia nights, musical experiences and seating as cozy as a living room.

Why it matters: Hospitality itself is becoming a key differentiator. As competition increases and consumers become more selective about where they spend, operators need to think beyond menu items and invest in atmosphere, service, community and emotional connection. The dining room is once again a brand asset. (Nation’s Restaurant News)

Don't miss our Q&As on this topic:

This restaurant *is* the community

They blur the lines in hospitality

The case for more membership-model restaurants

Restaurants writ large have not embraced membership models despite their potential to create recurring revenue and deeper customer relationships. While subscriptions are common in other industries, restaurant memberships require operators to rethink value, access and community. Successful programs must offer meaningful experiences—not just discounts—to attract loyal guests. 

Why it matters: Memberships could provide a more predictable revenue stream while strengthening relationships with their biggest fans. But the model only works when restaurants create genuine exclusivity, convenience or community—not another generic loyalty program. As competition increases, turning regular customers into committed members could become a powerful retention strategy. (In the Weeds)

Making the most of your relationship with your distributor

Restaurant operators should view food distributors as strategic partners rather than simply vendors. Strong distributor relationships can help restaurants control costs, improve consistency, discover new products, access industry insights and solve operational challenges. Regular communication, pricing reviews and collaboration can unlock more value from the supply chain. 

Why it matters: For restaurant owners facing rising food costs and tight margins, squeezing more value from existing partnerships can directly impact profitability. A proactive relationship with distributors can lead to better pricing, smarter purchasing decisions and operational support. The best operators know their supply chain is where margin is made or lost. (FSR Magazine)

18.8%

The overall average U.S. gratuity during Q1 of 2026. (Toast Tab)

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The Prep is written by Kelly Dobkin and edited by Bianca Prieto.