Take a restaurant, for example. Standard rule of thumb for restaurants is that prime costs (labor, food, and beverages) should not exceed 65% of total sales. Generally, labor costs shouldn't be more than 30% of sales. It varies based on type of restaurant, and if labor costs are lower, food and beverage costs can be higher, but generally prime costs need to be 65% or sales or lower (preferably lower).
Assume $100,000/monthly sales for a nice round number.
Labor costs: 30% of sales, $30,000
F&B: 35% of sales, $35,000
Other costs (Occupancy costs, operating cost, administrative costs): 25%, $25,000
Profit: $10,000
Now, double labor costs to 60,000 and at current sales the restaurant is losing 20,000 a month. Let's say the employer compensates by increasing prices by 30%. However, sales do not actually increase by 30% linearly with the increase in price. Supply and demand are curves. Let's say sales increase by 25% after a 30% increase prices. Labor now makes up 48% of sales. Costs are now 120,000/month and sales are 125,000/month. Profits went from 10,000/month to 5,000/month.
But wait...we aren't done. The food gets more expensive as well. The producers of the food have just seen their labor costs go up too, remember. Bump food prices up by 40% and Food COGS is now 49,000/month, giving a total cost of 134,000/month. The restaurant, after raising prices by 30%, went from making a 10,000/month profit to a $9,000/month loss.
The restaurant can try to raise prices even higher, and/or it can lower labor costs by reducing hours worked, and/or reduce food costs by reducing portion size or quality. The end result is that the customers will be paying substantially more for either the same goods and services, or a fair amount more for reduced value goods and services. Or the business fails and they all employees lose their jobs.