Restaurants must adapt to boomers’ needs and preferences
Restaurants are always changing. New concepts come and go, trends shift, prices climb, portions grow — and then shrink again.
But for those of us who are baby boomers, these aren’t the changes we’re thinking about.
What we’re beginning to realize is that we are the ones who have changed. Our tastes aren’t what they were 25 years ago. Our ability to eat large portions has faded, and don’t get me started on spicy foods.
The changes I’ve noticed in myself are undeniable. The days of enjoying a 16-ounce New York strip are long gone. Having a drink after 7 p.m. now seems to guarantee a poor night’s sleep. I used to love a bold red wine, but now I find myself truly enjoying a Riesling. And while I was never much of a bourbon or scotch drinker, these days I’m more than happy to sip an Old Fashioned before going out.
Restaurants need to change with us
Baby boomers tend to visit restaurants more consistently, return to places where they feel safe and valued, and they love to bring family and friends. The hospitality industry must realize that this age group represents one of the most loyal and predictable customer groups that restaurants can cultivate. Restaurants that proactively adapt will experience measurable gain in both guest satisfaction and revenue stability.
When restaurants think of this older population, they focus on ramps, handrails and ADA compliance. I’m talking about accessibility that focuses on the emotional, operational and cultural aspects. It’s the mindset of making every step of the dining experience easier for someone who may move slower, see less clearly, hear less sharply or become overwhelmed by noise or chaos.
How to meet boomers’ needs
If restaurants want the Holy Grail of business, the loyal guest who comes in on regular basis, brings friends and recommends the restaurant to others, then restaurants need to change as well.
Start with staff behavior. Their employees should be trained to recognize the signs of discomfort or confusion and respond with patience rather than urgency. Something as simple as walking a guest to the restroom, speaking clearly without condescension, or proactively offering a quieter table can dramatically influence whether an older guest feels respected.
Menu design is another critical touchpoint. Readable fonts, balanced lighting and logical menu structure help reduce decision fatigue. Descriptions should be clear but not cluttered. And where possible, offering small portions, lower-sodium options, or dishes that are easier to chew can open the menu to diners who might otherwise limit their choices.
Technology can be a real barrier
Many restaurants have embraced QR menus, mobile ordering, and digital payment systems. But us older guests often find these frustrating or inaccessible. A successful modern restaurant must offer technology as an option, not a requirement. Keeping printed menus available, offering tablet-based menus with large text, and training staff to assist with mobile features can remove friction while maintaining operational efficiencies.
Comfort and safety matter more than ever
Chairs with arms, tables that don’t wobble, slip-resistant floors, clear pathways and good lighting are all subtle signals that a restaurant understands the needs of older guests. Noise control — often overlooked — is the single biggest factor determining whether older patrons stay or return. Acoustic panels, soft furnishings and thoughtful music choices can make dining dramatically more enjoyable.
The future of hospitality belongs to those who understand that great service evolves with their guests. As the population ages, restaurants have an unprecedented opportunity to build trust, loyalty and long-term revenue simply by removing barriers and adding thoughtfulness. These changes cost the restaurant nothing except the time it takes to train the staff. There are no expensive remodels or radical shifts in concept — just an intentional commitment to comfort, clarity and care.
Ultimately, adapting for aging diners isn’t just good hospitality — it’s good business. And the restaurants that recognize this now will be the ones thriving in the years to come and get our business.
• Izzy Kharasch is the founder of Hospitality Works, a consulting firm that has worked with 700+ restaurants and small businesses nationwide. He is offering Daily Herald restaurant owners a free consultation by contacting him at Izzy@HospitalityWorks.com.