As a transition enabler, Spuerkeess plans to contribute to the national target of electrifying 49% of Luxembourg’s car fleet by 2030. Thus, since 2018, the Bank has included electric vehicles in its Lease Plus offer, and these now account for 80% of the leases taken out by the Bank's customers. This very strong interest in electric cars is partly due to the desire to "consume better and more sustainably", but is also due to our attractive Lease Plus offers. Emir Mustafic, Business Developer - Private Lease at Spuerkeess, gives us the criteria to be taken into account when buying or leasing an electric vehicle.
New Corporate Identity (CI) from the perspective of the graphic designer
Raoul Loudvig, head of the “Graphic Design” division inside the Spuerkeess Marketing department, gives us an insight into the graphical design world of Spuerkeess's new Corporate Identity (CI).
Raoul: It’s important to remember that rebranding, or creating a new Corporate Identity, doesn’t necessarily mean that a whole new logo has to be created. Before starting this project, we analysed our present situation so that we were clear on where we currently stood, and where we wanted to go. The time had come for a bit of spring cleaning.
Over the years, we had launched many products and services that had their own visual identities. Our brand universe had become far too diverse and complex. As a result, we needed to bring all those brands back in line with their mother brand: Spuerkeess.
Once we’d come to this conclusion, we carried out test after test to achieve the best results.
Typography
After trying out several different typefaces – including some that didn’t exist at the time our logo was originally created – we decided that our font was still in line. This means that using a completely different one would have been pointless, and all we needed was a small change in the letter spacing to freshen up the logo.
Colours
The third thing we looked at was colour. The bright red not only reflects our personality, but has regained its popularity, as we can see from major multinational brands. Given the undeniable value of people being able to recognise our logo, changing the colour would have been unwise. The old shade of blue we used was outdated: it lacked depth and class. Also the colour's composition was 100% cyan (blue) and 80% magenta (red), was problematic when it came to printing, given its tendency to look slightly purple. Nor did it contribute to creating a warm, welcoming environment in our branches.
The new charter will also mean that each of the bank’s employees, as well as all our external partners, will be able to work with print and digital guidelines that have been updated to reflect modern-day needs.
This is even more vital with the growing importance of digital communication channels, including social media, digital displays in our branches and online advertising.