Fewer visitors, but revenue holding steady: that’s the paradox facing amusement parks in early 2026. The difference comes into play once visitors step through the gates—it’s based on how much each visitor spends on-site, and food and beverage plays a central role. But parks still need to be able to serve everyone when everyone is hungry—which is largely between noon and 2 p.m.
Key Takeaways: According to an analysis of results from five major operators published by Chronik Media, amusement park attendance declined in early 2026 (median decrease of 2.3%), but spending per visit increased by 3.5%. Food service, retail, and paid services are driving this increase. For an amusement park, campground, or bowling alley, increasing food spending per visitor starts with the ability to handle the midday rush: more ordering stations, a kitchen that can keep up, and a meal package assembled as soon as the order is placed.
The figures released by the major operators point to a clear trend for 2026. Of the five groups analyzed by Chronik Media, three are seeing a decline in admissions and two are seeing an increase, resulting in a median decline of 2.3%. At the same time, median spending per visit is up 3.5%.
This increase is largely due to what visitors purchase once they are inside the park. Six Flags, for example, reported a 10% increase in revenue from food and beverage, retail, games, and paid attractions in the first quarter. In France, Compagnie des Alpes—which operates Parc Astérix, Futuroscope, and Walibi, among others—reported a 2% increase in spending per visitor.
For a business owner, the conclusion is simple: when visitor numbers plateau, growth comes from spending per visitor, and food and beverage is the primary component of that spending. Every visitor who chooses not to eat on-site represents a loss of revenue that no additional admission fee can make up for.
At a theme park, foot traffic at food service locations is not spread out evenly throughout the day. It is concentrated between noon and 2:00 p.m., and then again during snack time, with volumes varying significantly depending on the weather, school holidays, and events. Three challenges make it difficult to handle this peak:
So the problem isn't demand: it's there, at the same time for everyone. It's the ability to take and fulfill orders during those two hours that determines the day's revenue.
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The most straightforward solution is to separate order-taking from service: the customer places the order on their own, while the team focuses on preparing and serving the food.
An order kiosk takes orders continuously, in multiple languages, and sends each order directly to the kitchen. Two or three kiosks create that many parallel lines, without having to hire an additional cashier during peak hours. This is the approach taken by the Capfun La Dune Fleurie campground (an Innovorder client), which welcomes 5,000 to 6,000 people per day in the summer and relies on kiosks, a cash register, and production screens for its food service locations. “The goal is to be able to serve high-quality food quickly to as many people as possible,” explains Anne-Lise Roux, the campground’s assistant director. “The customer’s mindset changes completely. They approach the process in a more self-directed way.”
A QR code on the tables of an outdoor dining area, picnic area, or playground lets you order and pay from your phone, without having to wait in line. Ordering at the table via QR code also captures impulse purchases: a drink or ice cream ordered from your table, rather than being skipped because you don’t want to get up and wait.
Increasing the number of order stations only makes sense if the kitchen can handle the volume. With a production screen, all orders—whether they come from the register, the kiosks, or the phones—arrive in one place, in order, along with their estimated wait times. The team can see the rush coming and plan ahead instead of being caught off guard.
👉 Learn more: Camping Food Service: How Capfun Serves 6,000 Customers a Day
Once capacity is secured, spending per visitor is determined at the time of ordering. At the counter, during peak hours, staff members don’t have time to suggest a dessert or a larger drink. On a self-service kiosk, the suggestion appears with every order, without extending the checkout time. According to Atlas 2026 data (a panel of restaurants equipped with Innovorder, January through October), the average check (excluding tax) at the kiosk is €16.85, compared to €12.38 at the register.
Some attractions work particularly well at an amusement park:
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To manage the food service operations at a recreational facility, just a few metrics are sufficient—provided they are tracked daily and by each point of sale:
When compared from one season to the next, these figures show where to invest: an additional ordering station, a more efficient kitchen, or a menu that needs to be simplified.
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Starting with capacity: more order points during peak times, thanks to the ordering kiosks and mobile ordering, and a kitchen organized to keep up. Next, by building the order basket: family meal options, automatic suggestions, and a menu tailored to the time of day.
There is no universal threshold: it depends on the location, the weather, and the available alternatives. The most reliable approach is to measure peak wait times over a few typical days and compare them to hourly revenue.
Food and beverage spending per visitor, defined as food and beverage revenue divided by the number of admissions. This metric shows whether food and beverage sales are growing independently of attendance.
