Space & Time Media

A Message from Lord Pickles and Lord Blunkett, followed by Space & Time Media's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Space & Time Media is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.spaceandtime.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | SPACE & TIME MEDIA
Chairman Peter Jones
The board of Space & Time
Media
Space & Time Media is an award-winning media agency
with offices across the UK. Founded in 2000 by Peter Jones
it turned over nearly £9 million in its first year of trading
and has not looked back since. Today, it employs over 100
people and has become an accredited Google Premier partner.
Chairman Peter Jones tells
The Parliamentary Review
more
about the rapid journey the company has been on.
Although many of my peers would happily fill your ears with complicated buzzwords
and dark tales of esoteric technology, buying media is not the hardest thing in the
world. Stripped back to the core, transactional basis of what we do, most of our
clients could make a reasonable fist of it themselves: it’s about finding and buying
media that will reach the most suitable people at the best time for the least money.
The key to excelling in this industry is understanding that it is a service, not a brokerage.
The real reason you would have an agency like Space & Time buy your media for you
is the value we add along the way. This is something all our account managers hold
in mind whenever they attend a client’s marketing meeting – we’re not just there to
eat the biscuits and write down the bookings. To earn our keep, we bring insight at
every opportunity: we make suggestions, visit the outlets in person, craft plans and
carry out research, we talk with the sales people, we deep dive into the data, we find
new ways to buy old things and we find new things to buy. This is our process of
discovery, definition and delivery. The overarching aim is to provide work that is suited
to its context: a campaign that’s relevant to the situation, to the lives of the audience,
their position in the buying cycle, their geographical location, the time of day, the
weather. All these things have a huge impact on the way media are experienced
and consumed, so our commitment to context is central to everything we do.
FACTS ABOUT
SPACE & TIME MEDIA
»Chairman: Peter Jones
»Founded in 2000
»Located in London, Reigate,
Manchester, Edinburgh and
Bournemouth
»Services: Media planning and
buying
»No. of employees: 106
Space & Time Media
51SPACE & TIME MEDIA |
DIGITAL, CULTURE, MEDIA & SPORT
The independent sector in
ascendance
Space & Time is a privately-owned
business with no network affiliations.
This places us within the newly vaunted
independent media agency sector; a
type of agency whose freedom to pivot
and flex, and whose commitment to
transparency and service levels has
become increasingly attractive to clients
and talent alike over recent years.
The ability to play in this space while
investing in the levels of tech, training
and expertise needed to service major
brands properly puts us in a relatively
small group of agencies.
The industry as a whole is moving
towards the independent model and
eschewing the deification of scale that
saw the emergence of global media
networks through the 1990s and
2000s. This reflects a greater emphasis
on exactly the areas where we excel:
hiring and retaining expert client
handlers who can get under the skin
of a piece of business; giving our team
the opportunity to think about their
work; emphasising the importance
of doing great work over the need
to generate revenue; adapting our
business quickly to suit the needs of
our client base.
A changed model
Space & Time Media is not a disruptor
by any means; these days we’re too
large and too invested to carve up
the old models entirely. We’re small
enough to be adaptable however, and
canny enough to see the direction of
travel. We can service disruptors in the
way that suits them and look after the
disrupted as they need too. Our service
is scalable and flexible, and over the
19 years that we’ve been trading we
have worked hard to keep our business
relevant to the changing needs of
our clients and the dynamic nature of
media consumption.
The interplay of traditional
and digital media
creates opportunities
for innovative campaign
planning
Commitment
to
transparency
and service
levels
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | SPACE & TIME MEDIA
Chairman Peter Jones
The board of Space & Time
Media
Space & Time Media is an award-winning media agency
with offices across the UK. Founded in 2000 by Peter Jones
it turned over nearly £9 million in its first year of trading
and has not looked back since. Today, it employs over 100
people and has become an accredited Google Premier partner.
Chairman Peter Jones tells
The Parliamentary Review
more
about the rapid journey the company has been on.
Although many of my peers would happily fill your ears with complicated buzzwords
and dark tales of esoteric technology, buying media is not the hardest thing in the
world. Stripped back to the core, transactional basis of what we do, most of our
clients could make a reasonable fist of it themselves: it’s about finding and buying
media that will reach the most suitable people at the best time for the least money.
The key to excelling in this industry is understanding that it is a service, not a brokerage.
The real reason you would have an agency like Space & Time buy your media for you
is the value we add along the way. This is something all our account managers hold
in mind whenever they attend a client’s marketing meeting – we’re not just there to
eat the biscuits and write down the bookings. To earn our keep, we bring insight at
every opportunity: we make suggestions, visit the outlets in person, craft plans and
carry out research, we talk with the sales people, we deep dive into the data, we find
new ways to buy old things and we find new things to buy. This is our process of
discovery, definition and delivery. The overarching aim is to provide work that is suited
to its context: a campaign that’s relevant to the situation, to the lives of the audience,
their position in the buying cycle, their geographical location, the time of day, the
weather. All these things have a huge impact on the way media are experienced
and consumed, so our commitment to context is central to everything we do.
FACTS ABOUT
SPACE & TIME MEDIA
»Chairman: Peter Jones
»Founded in 2000
»Located in London, Reigate,
Manchester, Edinburgh and
Bournemouth
»Services: Media planning and
buying
»No. of employees: 106
Space & Time Media
51SPACE & TIME MEDIA |
DIGITAL, CULTURE, MEDIA & SPORT
The independent sector in
ascendance
Space & Time is a privately-owned
business with no network affiliations.
This places us within the newly vaunted
independent media agency sector; a
type of agency whose freedom to pivot
and flex, and whose commitment to
transparency and service levels has
become increasingly attractive to clients
and talent alike over recent years.
The ability to play in this space while
investing in the levels of tech, training
and expertise needed to service major
brands properly puts us in a relatively
small group of agencies.
The industry as a whole is moving
towards the independent model and
eschewing the deification of scale that
saw the emergence of global media
networks through the 1990s and
2000s. This reflects a greater emphasis
on exactly the areas where we excel:
hiring and retaining expert client
handlers who can get under the skin
of a piece of business; giving our team
the opportunity to think about their
work; emphasising the importance
of doing great work over the need
to generate revenue; adapting our
business quickly to suit the needs of
our client base.
A changed model
Space & Time Media is not a disruptor
by any means; these days we’re too
large and too invested to carve up
the old models entirely. We’re small
enough to be adaptable however, and
canny enough to see the direction of
travel. We can service disruptors in the
way that suits them and look after the
disrupted as they need too. Our service
is scalable and flexible, and over the
19 years that we’ve been trading we
have worked hard to keep our business
relevant to the changing needs of
our clients and the dynamic nature of
media consumption.
The interplay of traditional
and digital media
creates opportunities
for innovative campaign
planning
Commitment
to
transparency
and service
levels
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | SPACE & TIME MEDIA
The business today is unrecognisable
from the company formed in a Surrey
barn in 2000 in terms of scale, media
mix and skill set. The activities of a
well-adapted media agency are a
useful barometer of the times: in 2001
print media accounted for 96 per cent
of our billings; by 2018 this figure
was 15 per cent. We have consistently
changed our offering to match the
climate and have taken seriously the
need to think long and hard about
what we do and how we do it. For
example, paid social and paid search
advertising entered the business a
little over a decade ago as specialisms,
transacted by bought-in talent: people
who are trained in these areas and
spend all day elbow deep in setting up,
optimising and reporting on these key
activities. Today we’re in the middle
of removing these silos and giving our
specialists a more general grounding
in client services while upskilling the
client services team to engage in their
own clients’ biddable media. All new
entry-level recruitment will be in this
generalised role. Soon everybody who
looks after a client will have a hand
in every level of that client’s media
buying, much as they did when print
was the thing in the 2000s.
We believe that “digital” is a time-
limited concept and already an
increasingly artificial distinction. As the
notional line between our online and
offline selves continues to erode over
the next decade, ensuring a general
melange of strong skillsets across the
business will make ever more sense for
Space & Time.
While the bulk of our business has
moved online, we have also shifted
our model. Remuneration used to be
a percentage of media spend, but
today an increasing amount of our
business has no direct media spend
attached. We have added in search
engine optimisation, conversion rate
optimisation, analytics, insight and
integrations services. As well as adding
value, all of this supports our central
purpose of putting context at the heart
of media planning.
Putting
context at the
heart of media
planning
Space & Time delivers
actionable insights from
clients’ data
53THOSE LICENSING PEOPLE |
DIGITAL, CULTURE, MEDIA & SPORT
Founder and Managing Director
Russell Dever
KidsCast, an SVOD platform owned
and created by Those Licensing People
Founded in 2013, Those Licensing People is a boutique
character and children’s entertainment licensing agency
based in Leeds city centre. It has garnered a strong
reputation for the sensitive reintroduction of classic characters
and brands into the licensing market. It is known for challenging
the traditional model of licensing and continually strives to
build licensing programmes that innovate and evolve from the
conventional methods. Founder and Managing Director Russell
Dever has over 30 years’ experience in children’s publishing,
animation and licensing and has nurtured a team of highly
creative and inventive individuals who are passionate about
developing brands.
Depending on your political persuasion, the most reviled or applauded word in
the English language is Brexit. I doubt there is a corner of British society where this
word has not been castigated or supported in 2019. Either it is the biggest single
threat to commerce in living memory, or it hails to the glory days of the British
Empire when the United Kingdom forged, in its dark satanic mills, the supply
and demand economics that became the foundation of entrepreneurialism the
worldover.
This is the backdrop against which SMEs across the realm stand: a hiatus of such
monumental proportion that not even our august Parliament has been able to find
a route that we can follow as a nation. Depending on your point of view, it is truly
a terrifying time to be in business or it is a time of exceptional opportunity.
FACTS ABOUT
THOSE LICENSING PEOPLE
»Founder and Managing
Director: Russell Dever
»Founded in 2013
»Based in Leeds
»Services: Licensing of
intellectual property, SVOD
distribution
»No. of employees: 9
»www.thoselicensingpeople.com
Those Licensing
People

www.spaceandtime.co.uk

This article was sponsored by Space & Time Media. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster