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PITAYA’S STAYING POWER AS CLOTHING BOUTIQUES ACROSS THE COUNTRY CLOSE THEIR DOORS ONE AFTER ANOTHER, MICHAEL MAZOR OPENS HIS 17TH STORE LOCATION THIS YEAR.
BY ANNIE STULTZ + PHOTOGRAPHS BY ERIC LUBRICK THE YOUNG WOMEN’S CLOTHING BOUTIQUE HAS CONSISTENTLY BEEN NAMED one of Indiana’s best fashion sources by publications like Nuvo and Indianapolis Monthly for over 20 years. In the past decade of recession, depression, and financial indigestion, Michael Mazor, owner of Pitaya, has managed to establish 16 magnet stores in addition to his original shop in Bloomington, IN that opened in 1990. “I’ve always thought we were ‘recession proof’, since we offer great merchandise at great prices, “ says Mazor. “I think we’ve weathered it well by doing what we’ve always done: staying on top of trends, consistently restocking our merchandise each week, offering great service, and providing great products at very competitive prices.” Mazor has modeled his business with these principles since Pitaya’s inception, which was from the trunk of his car. During his senior year at Indiana University, Mazor took a semester off to travel through Mexico and Guatemala. It was in Guatemala that he discovered the name “Pitaya”, which is a prickly pear, or dragon fruit. When Mazor returned to Bloomington, where he had lived since age 16, he sold the items he bought in Central America from the trunk of his car, on the streets, on college campuses, and in a small number of boutiques. A few months later, he opened his first store in Bloomington. His mission in 1990 is the same as it is today: “We try to be on point with trends in cosmopolitan cities . . . for a young woman who wants to look current and cute at fair prices.” Ten years later, Mazor opened his second shop in Indianapolis, which is now the “hub,” and online store headquarters. As the profits became larger, Mazor started opening store fronts in other cities, averaging over one a year. Mazor believes Pitaya’s staying power is due to its “ability to grow and keep a personal touch . . . making our stores feel like independent boutiques.” Further, “We stand out because of our great selection, atmosphere, prices, and a friendly, helpful staff”. The customer is paramount at Pitaya. “We want to make customers, not just sales.” In 2001, the Pitaya domestic line was created out of a demand for a style of pants that were highly requested, but produced in short supply. From there, their dedication to helping clients find what they want is key to turning a “customer” into a “regular”. By establishing a customer-centric business model, Pitaya is a great model of success. When individuals can purchase anything they’d need online, you have to convince them that the store is a lifestyle. Pitaya's stores have always outperformed its online shop, suggesting that the boutique experience is hard to replicate and is just as desirable as the purchase itself. Mazor realizes that his employees need to be treated just as well as the customer. He doesn’t micromanage the boutiques because of proximity, but
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finds that ironically, “the less I micromanage, the better my staff responds. Consequently, the more I show my faith and trust, the more they feel respected, and the more they respect their positions.” When Mazor scouts other potential locations, he seriously considers his staff, and where they would want to relocate. It’s another way of keeping up workplace morale. “I prefer to locate our communities where our staff will thrive both professionally and personally.” For those wanting to start a new business or those with a struggling business, Mazor recommends careful number crunching before you get seriously invested. “Margins are so thin, you make a low paying job for yourself. Be careful, and be prepared to make some sacrifices.” ✂