Ask ten restaurant owners what they’d advise someone to open a restaurant, and the answer is often the same: avoid it altogether.
Yes, the food service scene has become more demanding. It hinges on people, perishable goods, and regulations. The pandemic added fresh pressure, and new sanctions have kept the stakes high. Those who adapted kept their doors open, or they found well‑capitalized partners to back them.
Still, despite the uncertainty and the challenges, aspiring restaurateurs keep launching concepts. Here’s a look at why that happens and what drives those decisions during hard times.
First, the motivation to open a restaurant in a crisis is rooted in a long‑held dream. Many would‑be owners spend years shaping a concept, drafting a business plan, and seeking funding. External circumstances can amplify the desire to pursue a path that feels both right and urgent, even when the odds seem stacked against them.
When lockdowns forced popular eateries to shutter and costs rose sharply, some saw a chance to fill a gap in the market. It’s a delicate line to walk between closing due to mismanagement or weak demand and finding a real opportunity. Understanding why certain products fail to take off remains a challenge for many operators.
Consider the bubble tea craze that hit Moscow in 2015–2016. It struggled to gain traction then, only to resurface after a shift in marketing and a broader Asian dining wave. What changed in eight years is clear: the approach to promotion and the scale of marketing spend. A new restaurateur must honestly assess whether a concept can attract growth and sustained interest.
Timing matters, too. In different eras and places, foods rise in popularity. Being early to a trend doesn’t guarantee success; in fact, it can backfire if the market isn’t ready.
Another hurdle is the sheer uncertainty of the times. Nobody knows how long a crisis will last or what its long‑term impact will be on diners and operators. Will customers feel willing to spend on meals and gatherings again? Will tastes shift? Operators must anticipate these questions and prepare flexible plans. The reality is that stability is a rare guest, and many who want to build a cafe or restaurant press ahead anyway.
Despite the obstacles, many owners discover ways to make it work. They turn to contemporary marketing methods, craft inventive menus and packaging, collaborate with well‑known influencers, and create experiences that make a simple lunch or coffee feel special.
Local sourcing is becoming a stronger draw. As consumers show interest in regionally produced ingredients, new openings lean into farm‑to‑table ideas and health‑forward menus. Relying on local supply can reduce import dependence and cushion future disruptions, while appealing to guests who value seasonal produce and price stability. This approach also helps communities support local businesses, a point of pride for many regions.
Market leaders tend to endure. It isn’t easy to birth a memorable, lasting concept, but it is achievable. Many newcomers believe they have found the perfect recipe, and only time will reveal whether the hope proves true.
For many operators, the advice comes down to starting small and remaining focused within the trade. The need for nourishment remains constant, and the public’s appetite for good food persists even during tough times. People crave something authentic and tangible, something that connects them to place and tradition. When a restaurant speaks to that connection, it stands a better chance of thriving, even amid sanctions and restrictions. A unique offering, a clear value, and a sense of occasion can turn a meal into an experience worth returning for.
In a service‑driven field, customers and operators share a common goal: to sustain a sense of community through hospitality. Visitors can support their favorite spots in practical ways, and operators respond with openness and adaptability. The result is a business landscape where listening to guests matters as much as planning a menu.
Ultimately, the choice to open or run a cafe or restaurant rests with individuals who believe in the power of food to bring people together. The market will keep evolving, but the demand for memorable, well‑executed meals will endure. That enduring need is what keeps the business alive, even when the environment shifts beneath it.