Banco Suquía
A comprehensive identity and communications programme for a financial institution, developed over more than ten years of continuous collaboration.
Context
Banco Suquía had a strong presence in Argentina and a complex communications structure spanning departments, audiences and touchpoints. The programme needed to bring corporate, sales, editorial, digital and environmental communications together, working with the board and teams in Marketing, HR, Corporate Affairs, Business and Retail Banking, IT and Procurement. Each had its own objectives and schedules, but all contributed to a single experience for customers and staff.
Our response
For over a decade, Signum worked with the board and departments responsible for everyday communications. Beyond the brand itself, we developed tools for banking products, publications, campaigns, digital channels, branches and suppliers. The long relationship allowed us to understand approval processes, regulatory requirements and production constraints, adapting the programme as needs changed.
A comprehensive identity system
The system defined relationships between brand, typography, colour, information and medium. Cheques, cards, posters and façades each had different requirements for security, readability and visibility. Shared principles made the bank recognisable without imposing a single composition and provided a foundation for new products and channels.
Corporate and sales communications
Posters, brochures, promotions, cards, cheques and presentations served specific products, segments and initiatives. Each had to make an offer clear, organise its terms and retain the bank’s voice, despite different objectives and production schedules. Coordination across retail banking, business banking and corporate teams helped avoid conflicting messages and set audience priorities.
Corporate publications
Annual reports, newsletters, the staff magazine and special editions combined financial, corporate and human-interest content. Each format had an editorial structure suited to its readers and publication schedule. Hierarchies, imagery and navigation supported long documents and recurring issues, while covers and opening spreads gave each edition its own focus.
Branches, signage and environments
In branches, the identity had to guide as well as identify. Signage, fixtures and service materials were designed around routes, viewing distances and everyday tasks. Documentation allowed solutions to be repeated in different buildings and suppliers to work consistently with the agreed service and circulation requirements.
Guidelines and long-term consistency
Guidelines recorded decisions, specifications and templates for internal teams and distributed suppliers. They explained how to produce stationery, products, signage and graphics, reducing ambiguity and supporting consistent implementation. Updates incorporated new applications and practical lessons so the standards evolved with the bank’s needs.
The outcome
The project’s significance lies in more than its number of applications: it reflects a sustained relationship across departments, suppliers and different stages of the bank’s development. Design became shared infrastructure, responding to immediate needs while building knowledge for the next. That combination of daily attention and long-term thinking kept the programme relevant for over ten years.
