By Tracy Morin
Satchel Raye, owner of Satchel’s Pizza in Gainesville, Florida, and Kira and Mark Zabrowski, managing partners of Much Ado About Pizza in Pleasanton, California, may be located on opposite sides of the country, but they have plenty in common.
Most importantly, these two independents have fashioned unique approaches to pizza and branding, enabling them to stand out in competitive markets with zero fear of the big chains. They know that the pizza business is really the people business—about making both staff and customers happy. And they embrace and capitalize on their single-location status rather than feeling inferior to the big-budget brands down the street. Here, they share with PMQ what makes them successful—and their strategies can do the same for you.
Finding Your Niche
Both Raye and the Zabrowskis have found a foolproof way to stand out: by establishing one-of-a-kind brands. “We’re a unique place, Raye says. “We offer table service inside and out; we have a bar, live music, gift shop and a greenhouse with tables, so we aren’t anything like the normal delivery-only pizza place. We’re sort of a tourist attraction and local hot spot that happens to specialize in pizza.”
The Zabrowskis, meanwhile, have made their mark in Northern California with a Shakespeare-inspired concept—“partly because we wanted to have fun with our brand,” Kira explains, “but mostly out of necessity, to separate ourselves from all of the New York-style pizza joints around the corner.”
Differentiation for these pizzerias is not just a pretty face—they aren’t simply pasting a slick sheen over the same-old. It’s about making deeper decisions that create an entirely different experience. For example, the Zabrowskis craft their sourdough pizzas in small batches, with part of the dough making process done by hand—requiring at least 72 hours to land the right texture and flavor. As a small mom-and-pop shop, they’re also able to experiment with the menu. “We have a lot of fun bringing in seasonal or unique ingredients that a lot of places in the area don’t carry, like Point Reyes TomaTruffle cheese and sunchokes,” Kira says. “The best part is coming up with fun Shakespearean-style names and punny write-ups for the menu descriptions.” Where else can you find a specialty pizza named Taming of the Chew?
Team Building
Raye’s focus is threefold: great food, company culture and community. While this trio is not unusual, the difference lies in the way it’s carried out—and the 60-strong Satchel’s team is a critical puzzle piece. “It’s important the team feels respected and work is fun and challenging,” Raye says. “We hold monthly events for the staff, like bowling, kickball and visiting the local game room or brewery. Owners humbling themselves to the employees, giving raises regularly, and being kind go a long way to create an atmosphere where the team likes work. Once they like work, the food gets better, and the customers leave happier.”
In a small business, it’s also easier to recognize and meet employees’ ever-evolving needs. “The younger generation of restaurant workers has different needs and expectations from their job,” Raye notes. “Whereas 20 years ago I might get upset and argue with team members who were messing up, nowadays I try to count to 10, follow up with a manager after the rush, and make sure that the employee knows what went wrong and can make needed changes next time. This approach is much better with today’s youth.”
Another independent-pizzeria strength is the ability to adapt and make changes on the fly, which spills over into employee relations. For example, the Zabrowskis note that they can hire people who are open to taking on multiple roles; in return, employees feel like they’re part of a family.
Similarly, Raye prioritizes placing people where they can excel and enjoy their work. “Recently, a server showed interest in making videos—and I’m interested in making videos for the entire team to encourage them to think about their part in the whole and how each part is important,” he explains. “I had another server who enjoyed making art more than serving, so I hired them to do mosaics around the property. Sometimes we hire someone for the kitchen and they show interest in serving, so we try them out in that capacity. Almost always, we can find the best fit for a person.”
Helping Hands
To be a successful pizzeria, community involvement is a must—and for the Zabrowskis, this passion flows through a variety of give-back efforts. “Our focus has been on feeding the unhoused in our Tri-Valley area and supporting the local arts programs,” Mark says. “We also feel like it takes others’ support to help you succeed, so when we have any success or recognition, we give back to our community. When we placed on Yelp’s top-100 U.S. restaurants list, we ran our Shakespeare Shares initiative: For the entire month of February, we donated $1 from each pizza sold to help a local tiny-homes community.”
Community is also important at Satchel’s, where customers are asked to round up their bills and a grant program raises money for local charities. Meanwhile, the Much Ado About Pizza family hosts what they call “pizza ambushes,” giving a few pizzas to local businesses, schools, and other organizations. “It’s so wonderful to give back, but it’s also nice to be able to talk to our community on a daily basis,” Mark says. “Then, when a customer comes in, we do our best to make them feel welcome and part of our pizza family.”
Nimble, Personable, Local
In addition to making adjustments on the fly, independents can foster the personal touch that connects with customers. “We are nimble,” Raye says. “When the pandemic started, I constructed Plexiglas barriers in front of cashiers, spaced tables and quickly adapted to the new normal. Also, these days, it’s rare to see the owner walk around checking on tables and interacting with customers. Customers love to see a local business thrive, and they love to see the owner on-site. You just can’t do that with a chain.
“Plus, if the owner sees a dirty bathroom or onions cut too thick or pizzas being over-cheesed, they can correct and maintain cleanliness and quality control—that separates an independent from a bigger brand,” Raye continues. “Sometimes it’s more important to get one store right than to open more stores. Doing one store right should be able to make a decent living for the team and the owner, while being an asset to the community it serves.”
The Zabrowskis agree that staying small helps enable a personalized approach. “We have the opportunity to get to know our customers by name, and they like that we already know their order when they call or walk in,” Mark says. “We also feel empowered to try something different. We’re currently experimenting with Detroit style, calzones and pizza sandwiches. Even our ‘Marlowe-style’ pizza, similar to a Sicilian, was born out of requests from customers who’d tried our pizza at pop-ups at local wineries and chamber of commerce events.”
Much Ado’s customers also enjoy supporting small businesses, which opens up mutually beneficial opportunities. “We’ve made a conscious effort to reach out and build relationships with other small businesses, and this has given us comfort and confidence, knowing that we are not alone—and helped build partnerships, too,” Kira says. “We use a small local olive oil, Scarlata Farms, at our shop, plus a local honey, Dripz, exciting Point Reyes cheeses, and meats from the local Livermore butcher shop. We soon hope to introduce more local vegetables and sauces.”
Small but Mighty
The Zabrowskis believe the best tactic for independents is, fittingly, summed up in Hamlet: To thine own self be true. “You can’t possibly be all things to all people, so decide what makes your business a unique experience for customers and what is different and special about your product,” Mark advises. “The chains are pretty much going to beat us smaller guys on overall speed, sheer volume of pizzas, and typically price—that’s what they’re built for, and they excel at it. However, we have found that people really do like the personal touch. Handcrafted dough, specialized ingredients that are chosen by the owner, and even something simple like selecting the vegetables yourself all make a difference in the customer experience.”
Kira adds that it helps to share your narrative with as many customers—or potential customers—as possible. “Help them see why it’s important to support your business,” she says. “Emphasize what you’re doing in your business and in your community. The small operator vs. the large chain is like a David and Goliath situation—don’t go toe to toe with them in the things they’re already built to beat you in. Get creative in your marketing, find niche groups that you can appeal to, and try something new or different. Some of it works, some doesn’t—but when it works, hammer it home!”
