In his third term as Secretary for the National Association of Disc Jockeys (NADJ), his commitment to the industry continues to drive Fabio to share his knowledge and experience with progressive DJs of all ages. For many years Steve Honeyball and I worked separately, borrowing each other’s kit, referring work to one other and occasionally working together on a large event. We were both well aware that our industry was challenged by negative public opinion (stuck in the ‘80s) and that prospective clients had low expectation towards mobile DJs.
However, Steve and I were committed to educating customers by presenting what a modern, forward-thinking mobile DJ company can offer in terms of service, creativity and professional attitude. Essentially, we were both very much on the same page! We both independently observed that our best fit customers wanted more from their occasions and were actively seeking added attractions. The photo booth industry was incredibly robust, and was already a favourite addon to many events.
However, Steve’s strong suit is staying on top of new technology and new ideas, and his eagerness to find something different led to the acquisition of a Smile Station. At the time this was a brand new product to the UK market, introduced by Berkshire Events, that incorporates iPad technology with the power of social media and Britain’s love for selfies. With the new toy on-board we decided to work more closely together, combining Steve’s new tech with my passion for marketing.
We do not work exclusively together, however a tight collaboration has organically formed between us that feels as close as any formal partnership. The one phrase that has particularly resonated with us during our learning experience is “no man is an island” and this is truer today than ever. We soon began generating interest for the Smile Station and converting this into bookings. Inevitably we found ourselves double-booked with DJ work and Smile Station bookings and, as no man is an island, it was practical to combine the two services and work together.
Following the success of the Smile Station, I continued my business development role by engaging with venues and clients, ensuring they were up to date with our latest services, and kept the marketing media on point. This then allowed Steve time to research emerging trends in our market, with a particular focus on photobooth technology. Steve recognised the potential of a product called the Magic Mirror that was ready to take over from the traditional photobooth set-up by offering a different dynamic to recording fun moments at events.
The clever use of large touch screen technology, coupled with traditional styling, meant that the Magic Mirror became an extremely worthwhile investment to add to our current services. Wedding fairs proved to be a great platform for our evolving business model.
Steve would exhibit the photo options, while next door I’d have a stand setup marketing DJ services. This allowed us to keep our personalities whilst offering a more complete and unified level of service. The interaction and cross-selling opportunities were excellent on this platform, and it soon became obvious that our collaboration needed to become less interim and more permanent. TIP: Be ready to adapt to work in any setting without complaint.
Be flexible and resilient, whilst creating an environment that supports innovation, invention and accomplishment. Partnerships / collaborations of this nature require some key characteristics: support, trust, openness, as well as the willingness and ability to act as a catalyst for each other. Looking outside of the booth in collaboration with others requires an open-minded attitude, genuine commitment and some goal setting. As in any business, it's essential for all involved to define the vision and mission of the venture from the very first step.
If all brains are not going in the same direction problems are bound to arise. When working collaboratively, it is important to remember your strategies and marketing efforts will be multi-level and many solo operator habits, that we all adopt, need to be set aside. It is essential that you work out a formal and mutually agreeable working relationship. This might include setting out roles and responsibilities for each of you, creating a common pricing structure, agreeing on a customer service model, coordinating how you present yourselves to customers (both as an individual and as a collaborative), and how the finances will work.
I recommend writing it all down in a working document to act as the base agreement, which should be signed and dated by all parties. A simple way to register a document (not everyone will feel it necessary to incur solicitors fees) is to simply seal a copy in an envelope and post it to the home address of each interested party. Keep this somewhere safe, unopened and with the postmark protected. This will act as a simple official date stamp as to when the agreement was signed.
TIP: Find out what your associates expect from you in the collaboration. Have a plan for when personal or business circumstances or interests change so, when needed, expectations can be readdressed. Steve would exhibit the photo options, while next door I’d have a stand setup marketing DJ services. This allowed us to keep our personalities whilst offering a more complete and unified level of service.
Clear roles and responsibilities are crucial to safeguard an agreeable and smooth enterprise. Set these out carefully so that none of the parties involved is working under false assumptions.
Discuss how the enterprise could take advantage of strengths and recognise weaknesses by creating a SWOT analysis for each person which helps identify where job roles are best placed. In the beginning these can be every six months or so to ensure everyone is making full use of their skillset. Don’t be afraid to reconvene and have a shuffle if necessary, the collaboration should not be written in stone. Consider that you and your colleagues should grow and develop, which means that regular reassessment of responsibilities is essential to ensure that the enterprise benefits from these newfound skills.
TIP: Utilising the strengths of the individuals within the collaboration will add to the motivation, having a positive effect on energy and increasing the chances of long-term success. Jot down your personal strengths and ask your associates to do the same. Then sit together and discuss how you can apply these to the business. In any partnership (regardless of the number of parties involved), disagreements will happen and handling these issues effectively, in a timely manner, helps keep the enterprise balanced and in good order.
A regular sit down together is undeniably a good idea, some situations require a weekly catch up, but usually once a month allows everyone to come with their agenda. We always prefer to talk about what we would like to see for the business and always aim at being positive. We have found that presenting a plan for change, as that partner sees it, gives everyone something to work with and respond to (rather than just venting about what is wrong). The advantage of working in a joint enterprise is usually subtle, but sometimes blatantly obvious.
You should be ready to support each other at every instance; help if it goes wrong and praise when it all comes together. Establish a way of working through problems together and be confident that you both (all) have the best interests of the business at heart. A good partnership works well when each individual complements one another by creating a simple framework of tasks, so all parties know what is expected from them and nothing slips through the net.
For example: at a recent event the client made some last-minute changes and it was necessary for us to adapt to the alterations on-the-fly. Having a clear framework between us we knew who was best suited to deal with the client needs, whilst the other jumped into DJ mode and looked after the guests ensuring the music kept playing and the event kept going. Whether there are two or 22 of you, team work is essential. Ultimately, integrity and passion are key factors to how we maintain a happy, stable relationship, which in turn benefits the success of the enterprise.
Trust will make or break your business relationships. If you have any doubts about your partners’ integrity — or they have uncertainties about yours — good decision making will start to fall apart. Just as important is the need for partners to have comparable levels of passion about the venture, otherwise it can prove to be tough to maintain a great working relationship. Steve and I share a passion over business ideas which fuels our ambition and creativity.
It is hugely satisfying to have a partner you can call at 1 a.m. who will pick up and listen to your idea and share your enthusiasm. As I said at the start, most mobile jocks run solo outfits, which can be quite isolating. We may spend our evenings at the heart of endless parties, surrounded by people, but that’s not the same as having regular contact with friends and colleagues who can relate to what we do. Steve and I are members of NADJ (the National Association of Disc Jockeys) and met at a London branch session.
Involvement with associations and DJ groups is a great starting point to create networking opportunities from which advantageous and rewarding collaborations can arise. The old rivalries that were commonplace back in the day are generally being put aside for a more rewarding experience. By combining talents, skillsets and resources, a joint venture can enhance the potential for a business to grow or gain access to prospects that may have been unattainable when working alone.
Is it time for you to venture beyond the booth and seek out like-minded collaborators who can help you push your business forward? Remember, no man (or woman) is an island!
