Restaurants are pushing back against phone-filled dining with lockable pouches, screen-free policies and playful challenges—helping guests put down their devices and reconnect over a meal.
4 min
It wasn’t all that long ago that restaurants and bars around the country were dappled in the glow of cigarettes. Those days are over, but diners haven’t stopped lighting up—now it’s just with the blinding OLED gleam from their phones.
My seven-year run as a bartender started in the BlackBerry era and ended a few years after the birth of the iPhone. Back then, phone interruptions were mostly relegated to a few stray pings. If someone picked up a phone, it was usually only to say “Can I call you back?”
Today, phones are as common in a table-setting as napkins and silverware. If diners themselves aren’t pulling them out to check messages and social media, they’re likely in the background as others record Instagram videos or make FaceTime calls.
Many restaurants and patrons alike are pushing back against the shift that has turned collegial, communal spaces into places to watch TikTok while you eat. Here’s what some are doing—and what we can learn from them.
Antagonist, a cocktail bar in Charlotte, N.C., is pretty antagonistic about phones. Upon entry, each customer receives a lockable Yondr pouch—the same bag some schools use to store students’ phones—that can only be opened by the staff.
“The main goal of our whole concept here really isn’t to burden anybody or take away their property,” Adam Horner, Antagonist’s general manager, said. “It’s essentially just to bring back a little slice of human connection that we all feel has been lost with technology.”
Even if your dinner destination doesn’t have the same rules, you can still borrow the basic idea. Keep your phone somewhere inconvenient or even mildly inaccessible: in your coat pocket, for instance, or your purse.
While Horner admits some patrons have arched an eyebrow at Antagonist’s policy, the benefit of having a place where people can be part of an organic social scene has far outweighed the potential loss of customers, he said. “I strongly encourage people to give it a chance, and sometimes they don’t and they go somewhere else.”
The Edge, a local spot in Manhattan’s Harlem neighborhood, is a bit less rigid about phones. There’s no ban on them, but the restaurant doesn’t offer internet access. A sign at its bar reads: “No Wi-Fi. No Screens. Connect With Each Other.”
The directive is meant to encourage “stepping away from the digital and being present in the moment,” said Justine Masters, who owns The Edge with her sister Juliet.
Another way anyone with a smartphone can separate themselves from the internet: turn on Airplane mode. It may sound obvious, but it’s a simple and effective way to minimize phone-induced distractions while dining out.
For those wanting to break the grip of a bad habit, one tactic is to replace it with another better-for-you thrill. That’s the strategy behind the fast-food chain Chick-fil-A’s “cellphone coops.”
At a number of locations, diners can request a coop—a cardboard box—where they can put their phones while they eat. The goal is get groups to make it through an entire meal without checking their phones, with free ice cream as a reward. The coops even feature conversation prompts for the table.
You don’t need a cardboard coop to emulate the competition elsewhere—and if ice cream isn’t enough of a draw, treat the person who goes longest without using their phone to a free drink. Or make the loser pay the tip.
The point is to create rituals that result in discipline and, slowly, new habits.
The ubiquity of phones has not only eroded our manners, but also lessened the joys of bar and dining culture. One of Chris Hall’s favorite watering holes is The Saloon in Washington, D.C., a community-orientated beer bar with no televisions and a blanket ban on all phone use.
For him, it’s a bulwark against a bar culture that has become “very insular and not very fun.” He added that, over the years, he’s made at least a dozen friends at The Saloon. “You can talk to strangers in this place.”
Tina Vaughn and Chip Smith, the husband-and-wife owners of Eulalie, an upscale cloth-napkin bistro in Tribeca, also forbid phone use at their restaurant.
The policy is spelled out on a sign in the entryway and on the restaurant’s handwritten menus. Vaughn sees it as a way to help patrons combat the pressure to always be available.
“People want an excuse. They’re dying for someone to say, ‘You can get off that. It’s OK,’ ” she said. “The phone has become less a tool and more of a stress bomb, I feel, for so many.”
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AI-powered travel agents are challenging online booking platforms, but Airbnb’s exclusive listings and direct customer relationships could give it an edge. Its next challenge: turning repeat guests into loyal customers through stronger rewards and innovation.
3 min
AI agents like Muse can already find you the cheapest hotel room in Paris. But they can’t locate a cheaper version of that Catskills cabin you’ve been eyeing, because it might only be available on Airbnb ABNB -1.43%decrease.
Investors should pay attention to that distinction. When Meta Platforms META 3.38%increase launched its Muse agent last month, travel stocks including Booking Holdings BKNG -1.19%decrease, Expedia and Airbnb all fell sharply.
Airbnb, though, has a real chance to emerge as a winner from the upheaval. The catch: Its stock already reflects above-industry growth. To justify its valuation, Airbnb will need to turn repeat customers into loyal ones.
Online travel companies make much of their money by simplifying search and collecting fees on bookings. AI agents threaten that model.
But not all travel marketplaces are equally exposed. Booking and Expedia largely sell hotel rooms that travelers can also book directly or through competing sites. If an agent can find the same room elsewhere, it has little reason to favor either Booking or Expedia.
Booking and Expedia also sell sponsored listings that steer travelers toward particular properties. Wells Fargo estimates those will account for about 8% of Expedia’s revenue and a much higher percentage of profit next year.
Airbnb has more ways to adapt. More than half its listings are available only on its platform, and more than 90% of its traffic comes directly to its app or website.
The customer relationship doesn’t end after booking, either. Bernstein analyst Richard Clarke notes that 90% of Airbnb guests go on to message their hosts about arrival times, keys or local taxes, giving Airbnb a connection to both sides of the transaction.
How the companies have responded to the possible agentic future is telling.
Expedia quickly signed on as a Muse partner. Airbnb hasn’t, and Chief Executive Brian Chesky says AI chatbots have so far been a boon, sending customers to Airbnb’s website.
Chatbots might work for buying paper towels, he quipped at a Skift conference last month, but people enjoy planning trips. He argued that browsing dozens of homes isn’t something a text-based chatbot is well suited for.
Still, the AI jitters arrived just as Airbnb was persuading investors it deserved its pricey multiple. For years after its 2020 initial public offering, the stock—which trades around 25 to 30 times forward earnings—went nowhere. Investors saw a mature operator trading at a growth premium.
This year, Airbnb growth seems to be accelerating. The stock jumped in August after the company raised its full-year revenue-growth guidance with its second-quarter results. Wells Fargo analyst Ken Gawrelski credits a run of product improvements under a revamped leadership team.
Among the changes: letting guests reserve now and pay later, adding hotels, and a redesigned home page and app. Investors were also betting on what comes next, including thousands more hotels, car rentals and, eventually, advertising.
The irony is that some of those growth drivers push Airbnb closer to the kind of business Booking and Expedia run—the kind of business AI agents could threaten. Even if AI agents capture a large share of travel planning and booking, Airbnb would capture the demand. But it and others would slowly lose control over how customers find and choose properties.
That would undermine the advertising opportunity investors are counting on. The bigger point for Airbnb and other marketplaces is that losing control of customer acquisition could mean surrendering some of their pricing power and margins.
To bulletproof itself, Airbnb might look to another e-commerce giant that has so far kept AI agents at arm’s length: Amazon.
Like Amazon, Airbnb has a loyal customer base and hard-to-match supply. But it has nothing like Prime membership to make customers think twice before taking their business elsewhere.
That is where loyalty comes in. Business travelers stick with Hilton or Marriott because enough nights earn them perks. Leisure travelers rarely accumulate stays with one chain. Airbnb has millions of listings and plenty of repeat customers, but no broad rewards program. It has begun experimenting with credits on hotel stays, but it should make loyalty a priority, not just a promotion.
Airbnb also plans to launch its own AI agent next year. But travelers using an agent might still want it to search Airbnb, Vrbo, Booking and hotel websites alike, rather than limit itself to one company’s inventory.
Eventually, Airbnb might have to strike deals with agent makers, using its unique homes as leverage to negotiate favorable terms, says Gawrelski. Such deals, along with rewards for loyal guests, could over the long term eat into the company’s roughly 13% take rate, he adds. But if they bring in enough additional bookings, the trade-off could be worthwhile.
History offers a reason not to panic. The shift from desktop to mobile unsettled investors in Alphabet and Amazon, but both emerged as major beneficiaries. Companies with valuable assets can come out of a platform shift stronger, if they adapt quickly enough.
Airbnb has homes the bots can’t easily replace. Now it needs to give guests a reason to insist on booking them there.
