Spring Marketing

A Message from Lord Pickles and Lord Blunkett, followed by Spring Marketing'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 Spring Marketing 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


Vanessa Banner, Managing
Director and Founder
Inspired thinkers and smarter
creatives working together to
produce results-driven solutions
By enjoying exceptionally close relationships with their
clients, Sussex-based Spring Marketing believe they are
fortifying their long-term and mutually beneficial futures.
As a strategic marketing and creative agency, they offer fully
outsourced marketing at a fraction of the price compared to
a client operating a department in-house. Operating for over
13 years, their 14-person team includes account managers,
designers, strategists, developers and communications
specialists, all working together to offer fully inclusive marketing,
digital and creative services. At any given time, the company
can achieve at least 35 per cent extra capacity for fluctuating
projects. Seventy-five per cent of client billings are from retainer
relationships, with nearly half lasting over seven years. Managing
Director Vanessa Banner says trust and results-driven marketing
is what separates Spring Marketing from most competitors.
Our method
As a full service creative agency, we operate a straightforward proposition:
innovation that delivers. Our extensive experience in consumer marketing provides
us with an excellent knowledge base and understanding of the requirements
needed to create and develop effective marketing materials for all our clients across
all sectors.
»Managing Director:
»Established in 2005
»Located in Worthing, West
»Services: Fully-integrated
strategic marketing and
creative support
»No. of employees: 10 to 15
»In excess of 1,450 design
projects outputted per annum
Spring Marketing
Highlighting best practice
We will build a project team consisting
of cross-functional storytellers who
will work collaboratively with you,
helping to find new opportunities
and solve existing business problems.
Our approach fosters a more
enjoyable working relationship, better
communication and transparency, a
more efficient use of project resources
and, ultimately, allows us to add
maximum value to businesses.
Our delivery through our best-practice
framework and strategic account
managers, together with our creative
and digital services, is proven to take
brands through a marketing maturity
journey – helping them to improve
customer lifetime value, enhance their
customer experiences and drive deeper
brand engagement.
Moreover, our retained service is
premium, and becomes so integral
to our clients’ businesses that we can
confidently reinvest and use much-
valued working capital to expand our
skill set and manage the demand for
our services more efficiently. This also
reduces the pressure points for both
staff and clients at key seasonal peaks.
Working to our strengths and
overcoming challenges
With an ear to the ground and a
finger on the pulse, we ensure our
strategies are both on-point and
aligned with pre-defined objectives.
We frequently and rigorously review
our approaches, ensuring maximum
ROI for every project. Our client base is
UK-wide with strong links in Scotland
Building margin on our services is
essential for survival, growth and
reinvestment, so that we can grow our
offering to our existing clients as well
as adapt to changing technologies and
market trends. It is always challenging
working cross sectors to negotiate.
For example, being based in the
same location when focusing on
infrastructure for developing clients
was costly and difficult. We considered
how we could maintain worthwhile
and valuable contact with outcome
and purpose. The result: we reduced
the time and resources we spend,
but still retained our ability to
Being proud sponsors of the
under-16 Worthing rugby
team is our commitment to
working in the community
Turnover grew
from 2010 to
2018, with
We therefore bring together several
consumer or retail based organisations
to share their sales data and customer
loyalty insights, which we benchmark
to industry. We bring them together
at a central location, namely London,
as a forum of like-minded clients
hosted and led by a member of Spring
Marketing’s strategic team.
During the 2007/08 recession, the
company struggled, with turnover
reaching its low point in 2010.
However, at this time, costs were
reduced to a bare minimum, thereby
minimising losses and providing a
platform not only for the company’s
survival but also for future growth.
Turnover then grew eight-fold from
2010 to 2018. A key factor in the
company’s success has been efficient
use of staff resources, with a gradual
reduction of 30 per cent in the ratio
of staff costs to turnover over the past
eight years.
Our weak financial position was
overcome when we exited the
recession in 2010 and 2011 by creating
a first-of-its-kind marketing and design
retainer for the undertaking of all
aspects of sales strategy, providing
individual services within a group-
buying offer to achieve economies of
scale produced purely in-house.
Technology is always changing, and
keeping ahead is a constant mission
for any business in the marketing and
digital sector. The quick introduction
of GDPR, for instance, was a stark
example of this. Most recently,
however, our investment has moved
away from printed media and more
towards online and digital. Digital
has more measurable results, but
printed media yields greater and
more immediate returns. It is this
understanding of the link between
customers and information, learnt
through our years of printed media,
that enables our digital offering to be
so successful.
Moving forward with
We always regard it as a great
achievement when clients or suppliers
visit our office and see the robust and
lean infrastructure employed to output
and often outperform the market for
jobs produced. We believe we have
a formula that makes us as utilised
and efficient as possible within the
boundaries of delivering excellent
results within budget and flexing
creative and strategic weight. We also
see ahead of us the opportunities of
joining together strategic thinking and
creative design output. Motivating all
of these efforts is bringing a return
Training our team so we keep our costs
lower is also a priority for us. We need
to utilise having access to them and
learning as much as possible. We’re
trained marketeers and, as such, have
for many years tended to attract highly
experienced people who are migrating
from London agencies.
Ultimately, our clients are like family.
Most of them have been with us for
years, and have a deep trust in our
ability to bring them results. It is this
trust in our ability that will continue to
yield us success in the years to come.
Technology is
changing, and
keeping ahead is
a constant
mission for any
business in the
marketing and
digital sector
A talented and passionate
leadership team
championing strategy,
creative and customer service
Success is about loving
what you do and
believing in who you do
it for


This article was sponsored by Spring Marketing. 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 Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy