• Headline foodservice performance masks significant differences in generational behaviour including healthy eating practices such as high protein and intermittent fasting 

• Generational weight in foodservice traffic does not mirror population share: younger generations punch above their demographic weight, while Baby Boomers remain considerably under-represented despite their size 

• Younger generations enter immediate consumption through channels outside commercial foodservice, with Generation Alpha and Gen Z over-indexing on retail rather than traditional restaurants 

Madrid, 21 September 2026 – Europe’s foodservice market has reached €361.2bn in annual spend, yet relatively stable headline performance is concealing a fundamental shift in who is driving the market and what they expect from it, according to new insights from Circana, the leader in turning consumer data into growth.

Speaking at the European Foodservice Summit in Madrid, Edurne Uranga, VP Foodservice Europe at Circana, challenged some of the assumptions that continue to shape foodservice strategies for many of Europe’s bars, restaurants and fast food outlets around different generations. “Consumer behaviour is evolving beneath the headline numbers,” Uranga shared. 

Across the five largest European foodservice markets – Great Britain, Germany, France, Spain and Italy – spend increased by 1.4% in the year ending June 2026, even as visits declined by 0.7%. The average eater check rose by 2.1%, taking total foodservice spend to €361.2bn. 

“At first sight, European foodservice looks remarkably steady,” she continued. “Spend continues to grow, visits have moved marginally and consumers are still eating out. However, that apparent stability is deceptive as behaviours across generations evolve.”

“Age is no longer a straightforward guide to behaviour. Our data shows a much more complex picture, with technology, health, economic pressures, changing lifestyles and life stage all reshaping consumer choices. It’s evident that the future foodservice consumer will not simply behave like a younger version of today’s older consumer.”

Rather than building increasingly complex models to explain the gap between macroeconomic pressures and consumer demand, Circana argues the clearest way to read this moment is to go back to basics: understanding the lifestyles, needs and life stage driving each generation's behaviour in foodservice.

A generational shift in foodservice traffic

Circana’s analysis shows that population share is a poor predictor of foodservice relevance. Generation Alpha, despite being the youngest cohort, already acts as a gateway into the category though notably, its spend skews toward retail-based immediate consumption channels rather than traditional foodservice. Gen Z represents 16% of the population across Europe’s five largest markets but makes 39% more foodservice visits than would be expected based on its share of the population. Millennials and Gen X also over-perform relative to their population weight. By contrast, Baby Boomers, despite accounting for 29% of the population, record an index of just 60.

The difference is particularly pronounced within branded restaurants. Branded concepts account for 29% of commercial restaurant spend overall, rising to 40% among Generation Alpha, 35% among Gen Z and 35% among Millennials, compared with 24% for Gen X and 16% for Baby Boomers. Circana attributes some of this generational divide to the different expectations consumers bring to foodservice. Younger digital-native generations place greater emphasis on immediacy and personalisation, making recognisable branded concepts particularly well suited to how they discover, order and engage with foodservice through digital and delivery channels. 

This creates a dual opportunity for operators: responding to the growing influence of younger consumers while finding new ways to engage a sizeable older population whose foodservice participation remains considerably lower.

Gen Z puts conscious health into practice

Conscious health provides one of the clearest examples of changing generational behaviour. Circana’s research shows that 12% of Gen Z consumers practice intermittent fasting, compared with 7% of the overall population, while 24% focus on high-protein consumption and 20% on organic or natural products. A further 13% report avoiding coffee. 

The findings point to a more deliberate approach to food and drink among Gen Z, with protein, natural ingredients and changing meal routines influencing what, when and where they consume. For operators, this means looking beyond individual better-for-you menu items to consider how the wider offer reflects changing routines and priorities.

Circana predicts that digital convenience is likely to become even more embedded with Generation Alpha, whose delivery share is already 1.3 times the population average and seven times that of Baby Boomers. 

Millennials and the rise of solo dining

One of the clearest shifts in occasion structure is the growth of smaller party sizes: almost 60% of foodservice occasions today involve just one or two people, and solo dining alone accounts for a third of all main-meal visits. Contrary to the assumption that solo dining is dominated by older, isolated diners, Circana’s data shows it is Millennials driving this occasion – and they spend around 70% more per solo visit than the same consumer spends when dining in a group. 

The opportunity is not yet fully realised: solo diners are markedly less likely to order dishes such as fish, seafood, pasta or noodles than the same consumers ordering in a group, suggesting operators have not yet adapted portion sizes and menu formats to this occasion. 

Value moves beyond price

The research also challenges assumptions around Gen X and value. While 69% cite the cost of living as a concern, price is not their leading consideration when choosing a restaurant. Product offer ranks first at 35%, followed by convenience at 33%, and price at 27%. 

Uranga observed: “Gen X is highly conscious of cost-of-living pressures, yet product and convenience still have greater influence on restaurant choice than price. Consumers can be financially cautious while continuing to prioritise experiences that they feel are worth paying for because they make their lives easier.”

Baby Boomers – an untapped opportunity

Baby Boomers remain the clearest example of an underserved generation. Their lower foodservice frequency owes less to how often they go out and more to when: evening occasions are notably under-indexed, as tiredness drives a preference for going home earlier. Yet where Baby Boomers do choose to eat out, they want to stay longer – disproportionately favouring lunches and dinners that stretch beyond two hours, against a broader market trend toward shorter occasions. Branded restaurants have particular headroom with this generation: branded concepts capture just 16.1% of Baby Boomer spend, against 29% across the market overall, pointing to a sizeable, currently untapped growth opportunity for operators willing to design for a slower, more sociable occasion. 

From generational insight to growth

Looking ahead, Circana believes the opportunity for foodservice establishments lies in recognising which behaviours are genuinely generational and which are likely to become more widespread over time.

“Digitalisation, wellbeing and personalisation may be more pronounced among some generations today, but many of these behaviours will become more widespread over time,” Uranga concluded. “A €361 billion market may appear stable, but the deceptive calm masks a consumer base that is changing. Operators that recognise these shifts early will be best placed to stay relevant and unlock future growth.”

Notes to editors

Generational definitions used by Circana in this analysis were:

• Generation Alpha: under 16 / born 2010-2026 

• Generation Z: aged 16-29 / born 1996-2009 

• Millennials: aged 30-44 / born 1981-1995 

• Generation X: aged 45-59 / born 1965-1980 

• Baby Boomers: aged 60+ / born 1935-1964 

Sources include Circana, CREST^®, 12 ME June 2026, and Circana, Foodservice Consumer Sentiment Surveys 2025 and 2026. The EU Big 5 comprises Great Britain, Germany, France, Spain and Italy.

About Circana

Circana is a leader in providing technology, AI, and data to fast-moving consumer packaged goods companies, durables manufacturers, and retailers seeking to optimise their businesses. Circana’s predictive analytics and technology empower clients to measure their market share, understand the underlying consumer behaviour driving it, and accelerate their growth. Circana’s Liquid Data^® technology platform is powered by an expansive, high-quality data set, and intelligent algorithms trained on six decades of domain expertise. With Circana, clients can take immediate action to future-proof and evolve their growth strategies amid an increasingly complex, fast-paced, and ever-changing economy.   

Learn more at https://www.circana.com/.