The report says bars, restaurants, hotels, short-term rentals and transport operators benefited from repeated waves of supporters. Fans spent before kick-off, after matches and during televised games, while visitors also bought groceries, medicines, phone accessories and travel essentials near their accommodation.
That wider spending pattern mattered. Businesses outside official fan zones could still attract customers through local menus, extended opening hours and match-related promotions. Independent retailers also used neighbourhood identity to compete with larger commercial partners, selling scarves, caps, mugs and limited-run local products.
Higher turnover brought operational risks. The report says small businesses faced extra staffing costs, supplier increases, security expenses, temporary licences and the possibility of being left with unsold stock once supporters moved to another host city.
Commercial rules added another challenge. Businesses could not freely use protected tournament names, logos or imagery, forcing many to rely on neutral football language and city-based campaigns. That made creativity and local relevance more important than simply attaching a World Cup reference to a product.
Advance preparation appears to have been the clearest dividing line. Companies adjusted inventories, simplified menus, hired temporary staff and built booking or rewards systems before the tournament began. In Kansas City, a planning programme helped businesses review staffing, logistics and promotion, while New York and New Jersey used visitor systems to direct fans towards participating establishments.
The next test is converting a short-term football surge into lasting business. Host-city companies that captured customer contacts, built partnerships and controlled costs will be better placed to benefit from future major events long after the final whistle.