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Darden Restaurants, which counts Olive Garden and LongHorn Steakhouse among its portfolio of leading full-service restaurant (FSR) chains, has been on a solid growth trajectory: In March 2025, the company reported a 6.2% year-over-year (YoY) quarterly sales increase, fueled by expansion and a 0.7% bump in same-restaurant sales.
With Darden set to report again in June 2025, we dove into the data to see how the full-service restaurant (FSR) leader has performed so far this year.
In Q1 2025, overall visits to Darden Restaurants’ brand portfolio outpaced average visits per location, reflecting the company’s expansion in 2024, including the acquisition of Chuy’s. Olive Garden and LongHorn Steakhouse, both of which also increased their footprints over the past year, followed similar patterns – with LongHorn Steakhouse enjoying a modest 0.5% uptick in overall foot traffic.
A closer look at monthly visitation data reveals a more nuanced – and positive – picture.
Between January and May 2025, Darden recorded nearly uniform monthly YoY overall visit growth, with only February slipping into the red due to harsh weather and a leap-year comparison. And in April and May, average visits per location rose YoY for both the portfolio and its leading brands – a testament to Darden’s ongoing strength.
Unsurprisingly, LongHorn Steakhouse continued to outperform, drawing customers with the promise of a reasonably priced cut of quality meat – a particularly enticing value proposition as beef prices continue to rise.
Darden’s performance on Mother’s Day, an important milestone for the company, further underscores its positive trajectory.
Olive Garden is a major Mother’s Day destination, and its performance this year didn’t disappoint. May 11th, 2025 was the Italian-American cuisine giant’s single busiest day of the past 12 months, with foot traffic soaring 152.9% compared to an average day and 101.8% compared to an average Sunday. LongHorn Steakhouse experienced a similar surge, and both chains topped their Mother’s Day traffic from last year – showcasing their ability to capitalize on this crucial occasion.
Like Texas Roadhouse, LongHorn Steakhouse is also a major Father’s Day draw. And given its strong performance this year, the chain will certainly be one to watch when June 15th rolls around.
Darden’s recent results show resilience and a clear knack for meeting consumer demand, even in a challenging market. How will the company continue to fare as the year progresses?
Follow Placer.ai's data-driven dining analyses to find out.
Burger King is the latest quick-service restaurant (QSR) brand to jump on the LTO bandwagon, introducing a limited-time menu inspired by the much-anticipated How to Train Your Dragon movie. And though the film isn’t set to hit theaters until June 13th, the offering – which launched on Tuesday, May 27th – already appears to be boosting foot traffic.
On the day of the launch, visits to Burger King rose 6.2% above the chain’s year-to-date (YTD) Tuesday average. Momentum continued to build throughout the week, with May 30th seeing an 11.1% visit bump compared to an average Friday – and emerging as Burger King’s busiest day of the year so far. Year over year, too, Burger King registered increased traffic during the week of the launch – a trend that could intensify once the movie premieres.
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Mall visits increased across all formats in May 2025 as consumer confidence improved. Indoor malls posted the largest gains with a 6.7% year-over-year (YoY) increase in visits, followed by open-air shopping centers (+5.0%) and outlet malls (+3.9%).
The rise in mall visits for a second month in a row suggests that April's positive YoY visit trends were more than a temporary pull-forward of consumer demand in response to tariff uncertainty. Instead, the latest data indicates that the retail sector remains resilient despite the broader economic headwinds.
Some of May's strength was likely also driven by the sector's strong showing over Memorial Day weekend. Indoor malls and open-air shopping centers saw their YoY visits spike on the Saturday and Sunday before the holiday – in contrast with the wider brick-and-mortar retail industry that saw relatively flat YoY visit numbers over the long weekend.
This suggests that shopping centers continue to operate as more than just retail destinations. And malls' entertainment offerings – specifically movie theaters, which posted impressive Memorial Day box office numbers – likely helped boost traffic despite the more muted Memorial Day performance of other discretionary categories.
Diving into the demographic breakdown of mall visitors in May 2025 reveals the median household income (HHI) fell slightly for audiences across all mall formats – while visitation trends show an increase in average visit duration.
This suggests that malls' current resilience is not due to their effective appeal to higher-income shoppers during times of economic uncertainty, as the median HHI in their trade areas is on par with (and even slightly lower than) May 2024 levels. Instead, the longer visit duration suggests that top-tier malls are succeeding by positioning themselves as social hubs and experiential destinations – using their diverse tenant base to keep visits up also during times of reduced retail activity.
Malls are continuing to adapt to evolving consumer behaviors, with top-tier malls leaning into their role as multifaceted social and entertainment venues – positioning them well for continued growth and sustained relevance in a dynamic economic landscape.
For more data-driven consumer insights, visit placer.ai/anchor.
While the overall luxury apparel market has seen its traffic slow in recent months, Coach is seeing visit growth. The company posted an impressive 15% increase in revenue year-over-year (YoY) in Q1 2025 – and YoY visits were also elevated.
Overall foot traffic grew in all but one analyzed month of 2025, culminating in May 2025 with 7.5% YoY visit growth.
Some of Coach’s success may be tied to its positioning as an affordable luxury brand. The company has also made attracting younger, Gen Z consumers, a priority. And this focus appears to be paying off, as evidenced by its demographic and psychographic data.
Nationwide, visitors to Coach stores typically come from trade areas with a median household income (HHI) of $82.5K. While higher than the nationwide median of $79.6K, this figure remains significantly lower than the $109.3K median HHI of traditional luxury shoppers. And this disparity in income suggests that the “affordable” part of the affordable luxury retail experience is resonating.
And diving into the psychographic data for Coach’s captured market further supports this idea: visitors to Coach came from trade areas with much lower shares of “Power Elite” shoppers, defined by the Experian: Mosaic as the wealthiest households in the country. And the share of “Singles and Starters” – city-based Gen Z professionals – was higher than that of luxury shoppers.
Taken together, these data points suggest that Coach is driving success by reaching a consumer segment not typically targeted by other major luxury brands. Coach's strong performance in a challenging retail environment suggests that luxury's appeal is broader than often assumed and highlights the opportunities created by tailoring products to a wider range of consumers.
Aside from offering affordable luxuries to a wide range of shoppers, Coach also places a strong emphasis on creating compelling retail experiences. In 2023, the company introduced its interactive Coach Play stores – designed for experiential shopping – as well as Coachtopia, a new product line focused on sustainability that currently has twelve dedicated stores across the country.
And diving into the visit data for one of these Coachtopia locations suggests that, much like Coach Play stores, this retail concept encourages visitors to linger. Visitors to a Coachtopia store in The Grove, Los Angeles, stayed, on average, 30% longer than visitors to other Coach stores in California.
Visitors to the store also tended to come from trade areas where the median household income, while exceeding the nationwide median ($88.1K compared to $79.6K), was lower than that of the average Coach shopper and the average California resident. This suggests that concepts like Coachtopia are not only attracting their target audience – middle-income shoppers who value affordable luxuries – this demographic is also happy to spend more time in-store.
Coach’s success, especially in a period marked by significant challenges for the apparel and luxury markets, serves as a reminder that perceived worth can make even a luxury purchase compelling for a wide audience.
Will Coach continue to see foot traffic and visit success in the second half of the year? Visit Placer.ai/anchor for the latest data-driven retail insights.
DICK's Sporting Goods outlined a number of reasons behind its decision to acquire Foot Locker this week, including: creating a global platform in the sporting goods retail category, strengthening partnerships with suppliers, and improving its omnichannel capabilities. However, the opportunity to tap into a larger target audience strikes us as the most interesting rationale behind the acquisition, so we thought we’d take a closer look using Placer.ai data.
Foot Locker has a strong presence in malls and urban centers, coupled with its deep connection to sneaker culture and a younger, more fashion-conscious demographic. On the other hand, DICK's has traditionally attracted a broader, family-oriented sporting goods appeal and suburban footprint. Our data reflects this, with the captured market data for the DICK’s Sporting Goods banners showing higher median household income ($87.4K) relative to the Foot Locker banners ($62.3K) as well as a higher percentage of visitors with a Bachelor’s Degree and a smaller household size.
While there are a number strategic benefits for DICK's Sporting Goods acquiring Foot Locker, the significant expansion and diversification of its customer reach is paramount. For major brand partners like Nike and adidas, this unified retail entity presents a compelling advantage: access to Foot Locker's younger, urban, and fashion-forward "sneakerhead" demographic alongside DICK's established suburban consumers through a single, more influential wholesale relationship, thereby maximizing their market penetration and simplifying brand messaging across a broader spectrum of the U.S. consumer landscape. This should also allow for stronger co-marketing opportunities between the footwear brands and retailers, which is crucial in an industry where major brands are increasingly focused on direct-to-consumer strategies.
For more data-driven retail insights, visit placer.ai/anchor.
Small-format stores are all the rage. Retailers from Macy’s to IKEA are experimenting with more compact locations to save on operating costs, expand into new markets, and offer customers a more convenient, curated shopping experience.
But just how effective is this approach? Is “going small” truly the key to brick-and-mortar retail success in 2025?
We dove into the data to find out.
One chain that has successfully embraced a small-format strategy is Sprouts Farmers Market, the upscale, fresh-format grocery brand that has been steadily expanding over the past few years. Since 2022, the chain has pivoted from its traditional 30,000-32,000-square-foot stores to a more compact model of around 23,000 square feet. And location analytics suggest that this shift has been instrumental in Sprouts’ ongoing success.
In Q1 2025, the average number of visits per Sprouts location nationwide rose 4.4% year over year (YoY). But the chains’ smaller-format stores – those under 24,000 square feet – saw an even more impressive 8.8% YoY jump.
And digging into demographic data reveals that these smaller stores are helping Sprouts connect with new, urban audiences while still appealing to its core suburban customer base. Like Sprouts’ larger stores, the smaller outlets attract a higher-than-average share of “Suburban Periphery” shoppers, though less than the chain overall. But these smaller stores also draw more customers from urban areas – including shoppers from “Principal Urban Centers” that tend to be under-represented in Sprouts’ trade areas. Meanwhile, small-format Sprouts’ also attract visitors from slightly less affluent areas (though still above the nationwide median) – showing how Sprouts is expanding its audience without losing its suburban, affluent core.
Kohl’s is another chain demonstrating the potential of scaled-down stores. In 2022, the retailer announced plans to open about 100 smaller-format stores – around 35,000 square feet – a marked reduction from Kohl’s typical 80,000-square-foot footprint. And the success of Kohl’s 37,000 square-foot “concept” store in Tacoma, WA – opened in November 2022 as a testing ground for this format – showcases the promise of this approach.
The store offers a curated selection of active lifestyle products geared towards local preferences – as well as an improved self-pickup area. And location analytics suggest that the location’s offerings are resonating: The Tacoma store’s convenient set-up appears to help speed up shopping trips, as reflected by reduced dwell times. And over the past two quarters, YoY visits at the Tacoma Kohl’s have significantly outperformed other area locations.
But going small isn’t the only recipe for retail success in 2025. Some chains are finding that bigger is better – creating gigantic stores that offer an unforgettable shopping experience, and keep customers coming back.
Convenience stores are rarely known for their size – but Buc-ee’s, the Texan favorite that holds the record for the largest c-store in the world, is the exception that proves the rule. Many of Buc-ee’s locations exceed 70,000 square feet. And over the past 12 months, Buc-ee’s has enjoyed consistent YoY visit growth, even as the broader category has languished. The massive c-store’s over-the-top offerings, from homemade fudge to Beaver Nuggets, have cemented Buc-ee’s reputation as a destination in its own right.
Supersized store formats have also fueled success in the recreational and sporting goods space. Dick’s House of Sport, Bass Pro Shop, and other chains have invested in expansive, experiential stores meant to serve as community hubs for sports fans and outdoor enthusiasts. And expanding Midwestern and Mountain State brand Scheels is emerging as a benchmark for this approach.
Roughly half of Scheels stores span at least 200,000 square feet, featuring attractions like Ferris wheels, massive saltwater aquariums, shooting galleries, archery lanes, and more. Unsurprisingly, these entertainment-oriented spaces draw more weekend crowds than other sporting goods stores. The chain has also grown its audience, outperforming the wider sector for YoY visit growth.
The takeaway? There’s no single formula for retail success in 2025. But whether scaled-down and curated or grandiose and experiential, retail chains that intentionally and creatively leverage their physical spaces to engage audiences will continue to thrive.
For more data-driven retail insights, visit Placer.ai.
Commercial real estate in 2026 is characterized by differentiated performance across markets and asset types. Office recovery trajectories vary meaningfully by metro, retail performance reflects format-specific resilience, and domestic migration patterns continue to influence long-term demand fundamentals.
Many higher-income metros continue to trail 2019 benchmarks but drive the strongest Year-over-year gains, signaling a potential inflection in office utilization trends.
• Sunbelt markets along with New York, NY are closest to pre-pandemic office visit levels, while many coastal gateway and tech-heavy markets trail 2019 benchmarks.
• Many of the metros still furthest below pre-pandemic levels are now posting the strongest year-over-year gains.
• Leasing velocity may accelerate in coastal markets – particularly in high-quality assets – even if full recovery remains distant. The expansion of AI-driven firms and innovation-focused employers could support incremental demand in these ecosystems, reinforcing a bifurcation between top-tier buildings and the broader office inventory.
• Higher-income metros such as San Francisco show deeper structural gaps vs 2019, perhaps due to their higher concentration of hybrid-eligible workers – yet those same metros are driving the strongest YoY recovery in 2025.
• Accelerating growth in 2025 suggests that shifting employer policies, workplace enhancements, or broader labor dynamics may be beginning to drive increased in-office activity.
• Office performance in higher-income markets will increasingly depend on workplace quality and policy alignment. Assets that support premium amenities, modern design, and tenants implementing clear in-office expectations are likely to influence sustained office visits and leasing velocity in these metros.
Retail traffic is broadly improving across states, though performance varies by region and format.
• Retail traffic growth is broad-based, with the majority of states showing year-over-year gains in shopping center traffic in 2025.
• Still, even as many states are posting gains, pockets of softer performance remain – specifically in parts of the Southeast and Midwest.
• Broad-based traffic gains indicate consumer demand is more durable than anticipated. In growth states, operators can shift from defensive stabilization to capturing upside – pushing rents, upgrading tenant quality, and accelerating leasing while momentum holds. In softer markets, the focus should remain on protecting traffic through strong anchors and necessity-driven tenancy.
• Convenience-oriented formats are leading traffic growth, with strip/convenience centers materially outperforming all other shopping center types, and neighborhood and community centers also posting gains. This reinforces the strength of proximity-driven, daily-needs retail.
• Destination retail formats, including regional malls and factory outlets, continue to lag, while super-regional malls were essentially flat. Larger-format, discretionary-driven centers are not capturing the same momentum as convenience-based formats.
• The data suggests that consumer behavior continues to favor convenience, frequency, and necessity over destination-based shopping. Operators should lean into service-oriented and daily-needs tenancy in strip and neighborhood formats, while mall operators may need to further reposition assets toward experiential, mixed-use, or non-retail uses to stabilize traffic.
Domestic migration continues to reshape state-level demand, with gains clustering in select growth corridors.
• Domestic migration drove population gains in parts of the Southeast and Northern Plains, while several Western and Northeastern states show flat or negative migration.
• Some previously strong in-migration states in the South and West, including Texas and Utah, are showing softer movement, while other established migration leaders such as Florida and the Carolinas continue to attract net inbound residents.
• Migration flows are shifting relative to prior years. Operators should temper growth assumptions in states where inflows are slowing and prioritize markets where inbound demand remains strong.
• Florida dominates metro-level migration growth, with eight of the top ten U.S. metros for net domestic migration are in Florida.
• The markets with the strongest domestic migration-driven population gains are not major gateway cities but smaller, often retirement- or lifestyle-oriented metros, suggesting that migration-driven demand is increasingly flowing to secondary markets.
• CRE operators should prioritize expansion, leasing, and site selection in high-growth secondary metros where population inflows can directly translate into retail spending, housing absorption, and service demand.
1. Expanded grocery supply is increasing overall category engagement. New locations and deeper food assortments across formats are bringing shoppers into the category more often, rather than fragmenting demand.
2. Grocery visit growth is being driven by low- and middle-income households. Elevated food costs are leading to more frequent, budget-conscious trips, reinforcing grocery’s role as a non-discretionary category.
3. Short, frequent trips are a major driver of brick-and-mortar traffic growth. Fill-in shopping, deal-seeking, and omnichannel behaviors are pushing visit frequency higher, even as trip duration declines.
4. Scale is accelerating consolidation among large grocery chains. Larger retailers are using their size to invest in value, assortment, private label, and execution, allowing them to capture longer and more engaged shopping trips.
5. Both large and small grocers have viable paths to growth. Large chains are winning by competing for the full grocery list, while smaller banners can grow by specializing, owning specific missions, or offering compelling value that earns them a place in shoppers’ routines.
While much of the retail conversation going into 2026 focused on discretionary spending pressure, digital substitution, and higher-income consumers as the primary drivers of growth, grocery foot traffic tells a different story.
Rather than being diluted by new formats or eroded by e-commerce, brick-and-mortar grocery engagement is expanding. Visits are rising even as grocery supply spreads across wholesale clubs, discount and dollar stores, and mass merchants. At the same time, growth is being powered not by affluent trade areas, but by low- and middle-income households navigating higher food costs through more frequent, targeted trips. Shoppers are showing up more often and increasingly splitting their trips across retailers based on value, availability, and mission – pushing grocers to compete for portions of the grocery list instead of the full weekly basket.
The data also suggests that the largest grocery chains are capturing a disproportionate share of rising grocery demand – but the multi-trip nature of grocery shopping in 2026 means that smaller banners can still drive traffic growth. By strengthening their value proposition, specializing in specific products, or owning specific shopping missions, these smaller chains can complement, rather than compete with, larger one-stop destinations.
Ultimately, AI-based location analytics point to a clear set of grocery growth drivers in 2026: expanded supply that increases overall engagement, more frequent and mission-driven trips, and continued traffic concentration among large chains alongside new opportunities for smaller banners.
One driver of grocery growth in recent years is simply the expansion of grocery supply across multiple retail formats. Wholesale clubs are constantly opening new locations and discount and dollar stores are investing more heavily in their food selection, giving consumers a wider choice of where to shop for groceries. And rather than fragmenting demand, this broader availability appears to have increased overall grocery engagement – benefiting both dedicated grocery stores and grocery-adjacent channels.
Grocery stores continue to capture nearly half of all visits across grocery stores, wholesale clubs, discount and dollar stores, and mass merchants. That share has remained remarkably stable thanks to consistent year-over-year traffic growth – so even as grocery supply increases across categories, dedicated grocery stores remain the primary destination for food shopping.
Meanwhile, mass merchants have seen a decline in relative visit share as expanding grocery assortments at discount and dollar stores and the growing store fleets of wholesale clubs give consumers more alternatives for one-stop shopping.
While much of the broader retail conversation heading into 2026 centers on higher-income consumers carrying growth, the trend looks different in the grocery space. Recent visit trends show that grocery growth has increasingly shifted toward lower- and middle-income trade areas, underscoring the distinct dynamics of non-discretionary retail.
For lower- and middle-income shoppers, elevated food costs appear to be translating into more frequent grocery trips as consumers manage budgets through smaller baskets, deal-seeking, and shopping across retailers. In contrast, higher-income households – often cited as a key growth engine for discretionary retail – are contributing less to grocery visit growth, likely reflecting more stable shopping patterns or a greater ability to consolidate trips or shift spend online.
This means that, in 2026, grocery growth is not being propped up by high-income consumers. Instead, it is being fueled by necessity-driven shopping behavior in lower- and middle-income communities – reinforcing grocery’s role as an essential category and suggesting that similar dynamics may be at play across other non-discretionary retail segments.
Another factor driving grocery growth is the rise in short grocery visits in recent years. Between 2022 and 2025, the biggest year-over-year visit gains in the grocery space went to visits under 30 minutes, with sub-15 minute visits seeing particularly big boosts. As of 2025, visits under 15 minutes made up over 40% of grocery visits nationwide – up from 37.9% of visits in 2022.
This shift toward shorter visits – especially those under 15 minutes – is driven in part by the continued expansion of omnichannel grocery shopping, as many consumers complete larger stock-up orders online and rely on in-store trips for order collection or quick, fill-in needs. At the same time, the rise in short visits paired with consistent YoY growth in grocery traffic points to additional, behavior-driven forces at play – consumers' growing willingness to shop around at different grocery stores in search of the best deal or just-right product.
Value-conscious shoppers – particularly consumers from low- and middle-income households, which have driven much of recent grocery growth – seem to be increasingly shopping across multiple retailers to secure the best prices. This behavior often involves making targeted trips to different stores in search of the strongest deals, a pattern that is contributing to the rise in shorter, more frequent grocery visits. At the same time, other grocery shoppers are making quick trips to pick up a single ingredient or specialty item – perhaps reflecting the increasingly sophisticated home cooks and social media-driven ingredient crazes. In both these cases, speed is secondary to getting the best value or the right product.
So while some shorter visits reflect a growing emphasis on efficiency – as shoppers use in-store trips to complement primarily online grocery shopping – others appear driven by a preference for value or product selection over speed. Despite their differences, all of these behaviors have one thing in common – they're all contributing to continued growth in brick-and-mortar grocery visits. Grocers who invest in providing efficient in-store experiences are particularly well-positioned to benefit from these trends.
As early as 2022, the top 15 most-visited grocery chains already accounted for roughly half of all grocery visits nationwide. And by outpacing the industry average in terms of visit growth, these chains have continued to capture a growing share of grocery foot traffic.
This widening gap suggests that scale is increasingly enabling grocers to reinvest in the factors that attract and retain shoppers. Larger chains are better positioned to invest in broader and more differentiated product selection, stronger private-label programs that deliver quality at accessible price points, competitive pricing, and operational excellence across stores and omnichannel touchpoints. These capabilities allow top chains to serve a wide range of shopping missions – from quick, convenience-driven trips to more intentional visits in search of the right product or ingredient.
Consolidation at the top of the grocery category is reinforcing a virtuous cycle: scale enables better value, selection, and experience, which in turn draws more shoppers into stores and supports continued grocery traffic growth.
In 2025, the top 15 most-visited grocery chains accounted for a disproportionate share of visits lasting 15 minutes or more, while smaller grocers captured a larger share of the shortest trips. As shown above, larger grocery chains, which tend to attract longer visits, grew faster than the industry overall – but short visits, which skew more heavily toward smaller chains, accounted for a greater share of total traffic growth. Together, these patterns show that both long, destination trips and short, targeted visits are driving grocery traffic growth and creating viable paths forward for retailers of all sizes.
Larger chains are more likely to serve as destinations for fuller shopping missions, competing for the entire grocery list – or a significant share of it. But smaller banners can grow too by competing for more short visits. By specializing in a specific product category, owning a clearly defined shopping mission, or delivering a compelling value proposition, smaller grocers can earn a place in shoppers’ routines and become a deliberate stop within a broader grocery journey.
As grocery moves deeper into 2026, growth is being driven by the cumulative effect of how consumers are navigating food shopping today. Expanded supply has increased overall engagement, higher food costs are driving more frequent and targeted trips, and shoppers are increasingly willing to split their grocery list across retailers based on value, availability, and mission.
Looking ahead, this suggests that grocery growth will remain resilient, but unevenly distributed. Retailers that clearly understand which trips they are best positioned to win – and invest accordingly – will be best placed to capture that growth. Large chains are likely to continue benefiting from scale, consolidation, and their ability to serve full shopping missions, while smaller banners can grow by earning a defined role within shoppers’ broader grocery journeys. In 2026, success in grocery will be less about winning every trip and more about consistently winning the right ones.
To optimize office utilization and surrounding activity in 2026, stakeholders should:
1. Plan for continued, but slower, office recovery. Attendance continues to rise and has reached a post-pandemic high, but moderating growth suggests the return-to-office may progress at a more gradual and incremental pace than in prior years.
2. Account for growing seasonality in office staffing, local retail operations, and municipal services. As office visitation becomes increasingly concentrated in late spring and summer, offices, downtown retailers, and cities may need to plan for more predictable peaks and troughs by adjusting hours, staffing levels, and local services accordingly, rather than relying on annual averages.
3. Align leasing strategies with seasonal demand. Stronger attendance in Q2 and Q3 suggests these quarters are best suited for leasing activity, while softer Q1 and Q4 periods may be better used for renovations, repositioning, and targeted activation efforts designed to draw workers in.
4. Design hybrid policies around midweek anchor days. With Tuesdays and Wednesdays consistently driving the highest office attendance, employers can maximize collaboration and space utilization by concentrating meetings, programming, and in-office expectations midweek.
5. Reduce early-week commute friction to support attendance. Monday office attendance appears closely correlated with commute ease, suggesting that reliable and efficient transportation may be an important factor in early-week office recovery.
6. Prioritize proximity in leasing and development decisions. Visits from employees traveling less than five miles to work have increased steadily since 2019, reinforcing the value of centrally located offices and housing near employment hubs.
2025 was the year of the return-to-office (RTO) mandate. Employers across industries – from Amazon to JPMorgan Chase – instituted full-time on-site requirements and sought to rein in remote work. But the year also underscored the limits of policy. As employee pushback and enforcement challenges mounted, many organizations turned to quieter tactics such as “hybrid creep” to gradually expand in-office expectations without triggering outright resistance.
For employers seeking to boost attendance, as well as office owners, retailers, and cities looking to maximize today’s visitation patterns, understanding what actually drives employee behavior has become more critical than ever. This reports dives into the data to examine office visitation patterns in 2025 – and explore how structural factors such as weather, commute convenience, and workplace proximity have emerged as key differentiators shaping how and when, and how often workers come into the office.
National office visits rose 5.6% year over year in 2025, bringing attendance to just 31.7% below pre-pandemic levels and marking the highest point since COVID disrupted workplace routines. At the same time, the pace of growth slowed compared to 2024, signaling a possible transition into a steadier phase of recovery.
With new return-to-office mandates expected in 2026, and the balance of power quietly shifting towards employers, additional gains remain likely. But the trajectory suggested by the data points toward gradual progress rather than a return to the more rapid rebounds seen in 2023 or 2024.
Before COVID, “I couldn’t come in, it was raining” would have sounded like a flimsy excuse to most bosses. But today, weather, travel, and individual scheduling are widely accepted reasons to stay home, reflecting a broader assumption that face time should flex around convenience.
This shift is visible in the growing seasonality of office visitation, which has intensified even as overall attendance continues to rise. In 2019, office life followed a relatively steady year-round cadence, with only modest quarterly variation after adjusting for the number of working days. In recent years, however, greater seasonality has emerged. Since 2024, Q1 and Q4 have consistently underperformed while Q2 and Q3 have posted meaningfully stronger attendance – a pattern that became even more pronounced in 2025. Winter weather disruptions, extended holiday travel, and the growing normalization of “workations” appear to be pulling some visits out of the colder, holiday-heavy months and concentrating them into late spring and summer.
For employers, office owners, downtown retailers, and city planners, this emerging seasonality matters. Staffing, operating budgets, and programming decisions increasingly need to account for predictable soft quarters and peak periods, making quarterly planning a more useful lens than annual averages. Leasing activity may also convert best in Q2 and Q3, when districts feel most active. Slower quarters, meanwhile, may be better suited for renovations, construction, or employer- and city-led programming designed to give workers a reason to show up.
The growing premium placed on convenience is also evident in the persistence of the TGIF workweek – and in the factors shaping its regional variability.
Before COVID, Mondays were typically the busiest day of the week, followed by relatively steady attendance through Thursday and a modest drop-off on Fridays. Today, Tuesdays and Wednesdays have firmly established themselves as the primary anchor days, while Mondays and Fridays see consistently lower activity. And notably, this pattern has remained essentially stable over the past three years – despite minor fluctuations – as workers continue to cluster their in-office time around the days that offer the most perceived value while preserving flexibility at the edges of the week.
At the same time, while the hybrid workweek remains firmly entrenched nationwide, its contours vary significantly across regions – and the data suggests that convenience is once again a key differentiator.
Across major markets, a clear pattern emerges: Cities with higher reliance on public transportation tend to see weaker Monday office attendance, while markets where more workers drive alone show stronger early-week presence. While industry mix and local office culture still matter, the data points to commute hassle as another factor potentially shaping Monday attendance.
New York City, excluded from the chart below as a clear outlier, stands as the exception that proves the rule. Despite nearly half of local employees relying on public transportation (48.7% according to the Census 2024 (ACS)), the city’s extensive and deeply embedded transit system appears to reduce perceived friction. In 2025, Mondays accounted for 18.4% of weekly office visits in the city, even with heavy transit usage.
The contrast highlights an important nuance: Where transit is fast, frequent, and integrated into daily routines, it can support office recovery, offering a potential roadmap for other dense urban markets seeking to rebuild early-week momentum.
Another powerful signal of today’s convenience-first mindset shows up in commute distances. Since 2019, the share of office visits generated by employees traveling less than five miles has steadily increased, largely at the expense of mid-distance commuters traveling 10 to 25 miles.
To be sure, this metric reflects total visits rather than unique visitors, so the shift may be driven by increased visit frequency among workers with shorter, simpler commutes rather than a change in where employees live overall. Still, the pattern is telling: Workers with shorter commutes appear more likely to generate repeat in-person visits, while longer and more complex commutes correspond with fewer trips. Over time, this dynamic could shape office leasing decisions, residential demand near employment centers – whether in urban cores or in nearby suburbs – and the geography of the workforce.
Taken together, the data paints a clear picture of the modern return-to-office landscape. Attendance is rising, but behavior is no longer driven by mandates alone. Instead, workers are making rational, convenience-based decisions about when coming in is worth the effort.
For cities, the implication is straightforward: Ease of access matters. Investments in transit reliability, last-mile connectivity, and housing near employment centers can all play a meaningful role in shaping how consistently people show up. For employers, too, the lesson is that the path back to the office runs through convenience, not just compulsion, as attendance gains are increasingly driven by how effectively organizations reduce friction and increase the perceived value of being on-site.
