Bachelor Thesis - Thorhildur Kristjansdottir.pdf

BRAND DESIGN INT - 7TH SEMESTER - 2020
AUTHOR:
THORHILDUR KRISTJANSDOTTIR
BACHELOR THESIS
Development of a rebrand strategy for
Bad Land in relations to new values
Bad Land
Bad Land
65612 CHARACHTERS
SUPERVISOR : MARIE-LOUISE LYNGE JENSEN

Brand
Strategy
2020
This thesis focuses on the development of a rebrand-strategy for the creative
management and production company Bad Land in relation to their newly
changed values. The aim is to start developing a Brand Strategy for the company
as it stands at the moment.
Even though Bad Land is a well established company, the brand does not own
any gathered data or a brand strategy applicable to the brand as it is at present.
By gathering data for my research, I will develop the necessary groundwork re-
quired to create brand clarity - which is a crucial first step before rebranding or
taking different directions as a company. The current Brand Strategy was devel-
oped through research, consisting of in-depth interviews and observation on
the culture around the company. Then with gathered information - methods and
theories were prepared. All insights were gathered from selected people from
different angles within the company and the industry in order to address specific
areas of the problem and understand the culture that Bad Land thrives in.
Brand clearity and Verbal Identity for Bad Land’s current situation was estab-
lished by using Johnson’s Six Questions. The purpose was to understand why
the company exists and indicate what the company does and how it does it.
Furthermore, the core values of the company were defined and the current per-
sonality of Bad Land was outlined. The result from this process creates a com-
mon understanding of the brand, their environment and possibilities - creating
brand clarity and more focused communication both within Bad Land’s offices
and external communication.
At the same time while developing the current Brand Strategy - I focused on re-
searching ways for the company to step into changed values in relation to diver-
sity and I investigated whether it's necessary to change the focus of the brand.
For the next step, I will use the Johnson’s six Questions again, I will create the
new Brand Strategy for Bad Land’s changed focus and values. By doing that, Bad
Land will be able to establish themselves within the industry with better over-
view, clearer brand image and more knowledge of what to expect - and what
needs to be done before stepping into changed values. That new Brand Iden-
tity the company can then use to communicate their new direction effectively
through their content.
EXECUTIVE SUMMARY

TABLE OF CONTENTS
01 INTRODUCTION

1.1 INTRODUCTION & PROBLEM AREA
1.2 PROBLEM STATEMENT
02 METHODS & THEORIES
2.1 METHODS
DOUBLE DIAMOND
PRIMARY RESEARCH
SECONDARY RESEARCH
2.2 THEORIES
INTERNAL ANALYSIS
COMPANY ANALYSIS
SWOT
EXTERNAL ANALYSIS
MARKET ANALYSIS
COMPETITOR ANALYSIS
JOHNSON'S SIX QUESTIONS
GOLDEN CIRCLE
EMPATHY MAP
POP'S & POD'S
EDGAR SCHEIN'S CULTURAL TRIANGLE
VCI MODEL
STAKEHOLDER MAP
BRAND PERSONALITY SPECTRUM
03 DELIMITATION
04 ANALYSIS AND SOLUTION
4.1 ANALYSING THE PRIMARY DATA
IN-DEPTH INTERVIEWS
FIELD OBSERVATION
4.2 INTERNAL ANALYSIS
COMPANY ANALYSIS
SWOT
4.3 EXTERNAL ANALYSIS
MARKET ANALYSIS
COMPETITOR ANALYSIS
4.4 JOHNSON'S SIX QUESTION
WHY ARE WE HERE?
WHAT DO WE DO AND HOW DO WE DO IT?
GOLDEN CIRCLE
WHO ARE WE HERE FOR?
EMPATHY MAP
WHAT MAKES US DIFFERENT?
POP'S & POD'S
WHAT DO WE VALUE THE MOST?
EDGAR SCHEIN'S CULTURAL TRIANGLE
VCI MODEL
STAKEHOLDER MAP
WHAT IS OUR PERSONALITY?
4.5 JOHNSON'S SIX QUESTION - CURRENT STRATEGY
4.6 JOHNSON'S SIX QUESTION - NEW STRATEGY
05 CONCLUSION
06 PERSPECTIVE

07 BIBLIOGRAPHY
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Bad Land
Bad Land
01
INTRODUCTION 1.1 INTRODUCTION & PROBLEM AREA
BAD LAND
With photographers all around the globe, Bad Land is a
creative management and production company for still
images. It is based in Copenhagen, Stockholm and Ber-
lin. Their agenda is carefully curated, representing re-
markable photographers who excel in their fields. The
company manages photographers, providing them with
career management in the form of a communication link
between clients and talents, mainly in the fashion and
advertising industry. (Bad Land, 2020)
Bad Land recently got the idea to change the compa-
ny’s values in relation to diversity. It’s still in the decision
phase - but with changed focus the company wants to
be a part of the current movement that wants to rethink
and redefine what fashion and beauty actually is.
THE UNSEEN BARRIERS
The current and ongoing global conversation about racial jus-
The current and ongoing global conversation about racial jus-
tice, privilege, inequity and systemic racism are on the cor-
tice, privilege, inequity and systemic racism are on the cor-
porate agenda in a whole new way. Most organizations have
porate agenda in a whole new way. Most organizations have
failed in delivering on long-held promises to further diversi-
failed in delivering on long-held promises to further diversi-
ty and inclusion. This lack of progress has fueled discontent
ty and inclusion. This lack of progress has fueled discontent
and disengagement. The continued existence and expanded
and disengagement. The continued existence and expanded
impact of what we call miasma – the unseen attitudes, per-
impact of what we call miasma – the unseen attitudes, per-
spectives, and actions that create barriers for both people of
spectives, and actions that create barriers for both people of
colour, women, LGBTQ community - and others experienced
colour, women, LGBTQ community - and others experienced
in the workplace and beyond.
in the workplace and beyond. (A. Caver and B. Livers, 2020)
(A. Caver and B. Livers, 2020)
DIVERSITY IS SUPERFICIAL
While important barriers have started to come down
in recent years with more diversity than ever before in
marketing images — fashion is still rife with systemic
barriers for non-white creatives and executives, that the
industry is only beginning to recognise and address.
Often in fashion, diversity is superficial - like the cast-
ing of different races of people on the runway or in
campaigns, while the designers and executives call-
ing the shots behind the scenes remain unchanged
and are not reflective of the consumers a brand is trying
to attract. Real change can only happen when diverse
decision makers and executives are allowed to enter
the highest levels of the industry. (Fernandez, 2018)
DIVERSITY NEEDS TO COME FROM THE INSIDE - OUT
Results show that agencies and casting directors are working
harder to improve the lack of diversity within the fashion industry
- but it's not enough to put diverse people in front of the camera.
It’s important to give people a voice, a variety of people not just
the ones privileged enough to be creatives in the fashion industry.
Thereisalottogainfromlookingatdifferentperspectivesfromvar-
ious backgrounds and the final results might be more innovative,
more true to reality and most importantly - more likely to change
people’s worldview with better understanding of each other.
"Taking into consideration the current global
movement and awakening about diversity and
human rights in the world it is necessary for
brands to contribute to the movement. "
In order to give the reader a sense of what problems the fashion industry is facing and what the chosen com-
pany, Bad Land wants to tackle by changing the company values - the following chapter will briefly introduce
the brand and facts concerning the lack of diversity behind the “higher level” or the decision makers calling
the shots behind the camera.

3 4
Bad Land
Bad Land
While companies, at least outwardly, agree on the importance of diversity across or-
ganizations- the available data shows that women and minorities are underrepresent-
ed when moving up the ranks. More and more companies are announcing initiatives
aimed at promoting diversity and inclusion within their walls. Inequality and a lack of
diversity in the workplace are certainly not new topics - but the recent protests have
prompted companies to speak out, condemning racism, and recommitting to doing
better when it comes to fostering inclusive work environments. (Stevens, 2020) Con-
sumer behavior is also a factor that demands companies to engage in social issues.
Social values aside, there’s a real financial risk for companies that fail and oversee
diversity. A lack of diversity in background and experience can stifle innovation and
companies that don’t prioritize inclusion may struggle to attract and retain top talent
and younger workers. (Curry, 2020)
BAD LAND WANTS TO CONTRIBUTE
Bad Land has started to acknowledge the lack of diversity within the
fashion industry and their answer to the problem is a new vision for the
company. It focuses on inclusivity and progression, not to be provoc-
ative but to make it the new standard. By doing so, Bad Land is being
a part of the movement that rethinks and redefines what fashion and
beauty is. (Quintero, 2020) To make structural investment, Bad Land
must dedicate time and resources into making change both exter-
nally and internally in a given issue area. Before making any drastic
changes or rebranding, it’s crucial for the company to first gather data
and create better brand clarity for the company as it stands today and
investigate the topic since it's sensitive matter.
This thesis, the first part of my Bachelor Project will be based on Bad
Land’s current position in the Danish market, aiming on the Metropol-
itan Area - as well as an examination of the agency's obstacles and
future opportunities regarding their new developed values.
*This assignment is written on the basis of both primary and secondary data, and
has been prepared in collaboration with the company.
1.2 PROBLEM STATEMENT
How can a rebrand strategy for Bad Land’s new
developed value look like in relation to inclusion
and diversity within the industry?
What is Bad Land’s current identity and current market
situation?
What elements can Bad Land use to help them to keep up
with changing perspectives and differentiate themselves
from all the other agencies?
*Note that this thesis focuses on answering the first two problem statments
- the third question will be answered in the next part of this project.
BRANDS SHOULD BE HELD RESPONSIBLE

5 6
Bad Land
Bad Land
02
METHODS
&
THEORIES 2.1 METHODS
STRUCTURE - DOUBLE DIAMOND
To structure the process in my thesis, I am using the Double Diamond Model. The two
diamonds represent a process of exploring an issue more widely or deeply and then
taking focused action. It’s a useful tool to capture the non linear process of design, by
utilizing insights from my research by separating the process into four phases. (Design
Council, 2006).
This thesis will focus on the first two phases ´Discover´ and ´Define´. By gathering
data from my research I hope to discover insights into the company and its culture.
The research is done in order to create brand clarity before changing the company’s
values and learn more about the possible answers to what Bad Land needs to improve
and focus on in relation to their changed directions. Once the insights are gathered I
move into the next phase of the Double Diamond, ´Define´. Picking relevant theories
and methods such as Internal and External analysis, Johnson's six Questions, Edgar
Schein’s Cultural Model, VCI model and more - to analyse the previously gathered
data. By the end of the thesis, a Brand Strategy for Bad Land’s current situation is de-
fined as well as the Rebrand Strategy for the company’s new values.
PRIMARY RESEARCH
IN-DEPTH INTERVIEWS
This chapter explains what methods and theories were used throughout the process of this assignment, briefly
explains their purpose and the reason the methods were used. Findings form each method and theory are
better explained and analysed later in the thesis.
Primary research is a gathering of data that hasn’t been collected before. It focuses mainly on a problem in
hand, which means entire attention is directed to find probable solutions to a pinpointed subject matter. In
this case the primary data was gathered in order to answer the problem statement. (P. Johnston, 2014).
FIELD RESEARCH / OBSERVATION SECONDARY RESEARCH
DESK RESEARCH
In-depth interviewing is a qualitative research
In-depth interviewing is a qualitative research
technique that involves conducting individual
technique that involves conducting individual
interviews with a small number of respondents
interviews with a small number of respondents
to explore their perspectives.
to explore their perspectives. (Boyce and Ne-
(Boyce and Ne-
ale, 2006)
ale, 2006)
In order to
In order to obtain primary,
obtain primary, qualitative
qualitative data, and
data, and
gain insight into where the company currently
gain insight into where the company currently
stands, where they want to go and what their
stands, where they want to go and what their
current situation is - I
current situation is - I will conduct two in-depth
will conduct two in-depth
interviews with Bad Land’s employees - Sofia
interviews with Bad Land’s employees - Sofia
Quintero, the head of photography and Benja-
Quintero, the head of photography and Benja-
min Muasya, an agent and producer.
min Muasya, an agent and producer.
Next step, I will conduct in-depth interviews
Next step, I will conduct in-depth interviews
with people who are within Bad Land’s indus-
with people who are within Bad Land’s indus-
try - a freelancer and a potential client from an
try - a freelancer and a potential client from an
advertising agency.
advertising agency.
By doing that I will gain insights into the indus-
By doing that I will gain insights into the indus-
try, how it vibrates, what they associate with the
try, how it vibrates, what they associate with the
brand and analyse the relationship between the
brand and analyse the relationship between the
company and their clients. In order to gain in-
company and their clients. In order to gain in-
sight into the chosen topic or issue, the free-
sight into the chosen topic or issue, the free-
lancer interviewed is a person that is part of the
lancer interviewed is a person that is part of the
“minor group” and has strong opinions about
“minor group” and has strong opinions about
diversity and human rights.
diversity and human rights.
An observation is a data collection method,
An observation is a data collection method,
gathering knowledge of the researched phe-
gathering knowledge of the researched phe-
nomenon through making observations of the
nomenon through making observations of the
phenomena, as and when it occurs. It’s enough
phenomena, as and when it occurs. It’s enough
for an observer to use their senses - seeing,
for an observer to use their senses - seeing,
hearing, feeling and smelling are integrated
hearing, feeling and smelling are integrated
into observations. This method is used as an at-
into observations. This method is used as an at-
tempt to understand behavior and societies by
tempt to understand behavior and societies by
getting to know the persons involved and their
getting to know the persons involved and their
values, rituals, symbols, beliefs, and emotions.
values, rituals, symbols, beliefs, and emotions.
(Flick, 2014)
(Flick, 2014)
As part of my research, I find it necessary to ob-
As part of my research, I find it necessary to ob-
serve Bad Land’s culture in action. I will con-
serve Bad Land’s culture in action. I will con-
duct a field research, spending three days in
duct a field research, spending three days in
the production of a fashion photoshoot at The
the production of a fashion photoshoot at The
Lab, observing how the company works and
Lab, observing how the company works and
the culture around the brand and the industry.
the culture around the brand and the industry.
Secondary research is a research method that involves using
already existing data or originally gathered data by someone
else for other purposes. In this thesis secondary data was
gathered to apply theoretical knowledge and understanding
to address the research question. (P. Johnston, 2014).
For background knowledge I will gather sec-
For background knowledge I will gather sec-
ondary data. By conducting desk research I will
ondary data. By conducting desk research I will
gain better insights about the market and the
gain better insights about the market and the
fashion industry, the competitors, diversity with-
fashion industry, the competitors, diversity with-
in the creative field and workplaces, why diver-
in the creative field and workplaces, why diver-
sity is important and how to apply it.
sity is important and how to apply it.

7 8
Bad Land
Bad Land
2.2 THEORY
INTERNAL ANALYSIS
In this chapter I will go through the theories used in order to answer the problem statement. By analyzing the
results of my research, after finding important insights in order to develop a Brand Strategy for the company’s
current situation and solution for their changed values - I have chosen to use the following theories, in different
situations:
SWOT
COMPANY ANALYSIS
EXTERNAL ANALYISIS
COMPETITOR ANALYSIS
JOHNSON'S SIX QUESTIONS
GOLDEN CIRCLE
POP'S & POD'S
EMPATHY MAP
TARGET AUDIENCE ANALYSIS
MARKET ANALYSIS
A company analysis incorporates basic
A company analysis incorporates basic
information about the company, like the
information about the company, like the
mission statement, apparition and the
mission statement, apparition and the
goals and values. It was essential to start
goals and values. It was essential to start
with better introduction of the company
with better introduction of the company
and their internal resources.
and their internal resources.
SWOT is a tool used to analyse com-
SWOT is a tool used to analyse com-
panies internal strengths, weaknesses
panies internal strengths, weaknesses
and external opportunities and threats.
and external opportunities and threats.
(Johnson, 2006)
(Johnson, 2006) It’s a technique for as-
It’s a technique for as-
sessing these four aspects of a busi-
sessing these four aspects of a busi-
ness and is crucial before deciding on
ness and is crucial before deciding on
any new strategy. SWOT Analysis will
any new strategy. SWOT Analysis will
be used to make the most of what Bad
be used to make the most of what Bad
Land already has to their best advan-
Land already has to their best advan-
tage, reducing the chances of failure by
tage, reducing the chances of failure by
understanding what is lacking. It helps
understanding what is lacking. It helps
to define each category thoroughly to
to define each category thoroughly to
gain a competitive advantage.
gain a competitive advantage.
Market Analysis will be used to define
Market Analysis will be used to define
what industry Bad Land is a part of and
what industry Bad Land is a part of and
how that market thrives. It helps evalu-
how that market thrives. It helps evalu-
ate which market the company is pri-
ate which market the company is pri-
marily aiming for. Scanning the market
marily aiming for. Scanning the market
also helps out with defining potential
also helps out with defining potential
competitors.
competitors.
Competitor Analysis is an essential tool
Competitor Analysis is an essential tool
to better understand the market, ana-
to better understand the market, ana-
lyze competition and identify the threats
lyze competition and identify the threats
Bad Land faces regarding competitors
Bad Land faces regarding competitors
taking better, quicker and trendier di-
taking better, quicker and trendier di-
rections. This data will also help when
rections. This data will also help when
creating POP’s and POD’S.
creating POP’s and POD’S.
In the book ‘Branding In Five And A Half Steps’ by Michel Johnson, he introduces a six-question
In the book ‘Branding In Five And A Half Steps’ by Michel Johnson, he introduces a six-question
model that helps companies define a Verbal Identity.
model that helps companies define a Verbal Identity. (Johnson, 2006)
(Johnson, 2006) Analyzing and using differ-
Analyzing and using differ-
ent theories and methods in teamwork with the company, will allow me to answer the six ques-
ent theories and methods in teamwork with the company, will allow me to answer the six ques-
tions developing Bad Land’s current core in a straightforward and easy to understand way. The
tions developing Bad Land’s current core in a straightforward and easy to understand way. The
outcome can be a helpful tool for Bad Land, bringing the clarity that is needed to keep everything
outcome can be a helpful tool for Bad Land, bringing the clarity that is needed to keep everything
on track before changing the values.
on track before changing the values.
Furthermore, Johnson's six Questions will be used again, later in the process when defining the
Furthermore, Johnson's six Questions will be used again, later in the process when defining the
new Verbal Identity in relation to the company's new values and directions.
new Verbal Identity in relation to the company's new values and directions.
Establishing a target audience is important
Establishing a target audience is important
in order to know who the company wants to
in order to know who the company wants to
communicate with. Looking deeper into the
communicate with. Looking deeper into the
minds of the chosen audience will give a
minds of the chosen audience will give a
better understanding of how to get the mes-
better understanding of how to get the mes-
sage across. Target Audience Analysis will be
sage across. Target Audience Analysis will be
briefly conducted in order to map down Bad
briefly conducted in order to map down Bad
Land’s main target segments.
Land’s main target segments.
Points of parity and Points of difference is
Points of parity and Points of difference is
a helpful tool to position and establish the
a helpful tool to position and establish the
uniqueness of the brand.
uniqueness of the brand. (Michelli, 2016)
(Michelli, 2016)
Points of parity (POP’s) are the qualities that all
Points of parity (POP’s) are the qualities that all
businesses have to have in order to be com-
businesses have to have in order to be com-
petitive. Qualities that the company shares with
petitive. Qualities that the company shares with
competitive brands deemed to be excellent,
competitive brands deemed to be excellent,
industry-specific similarities that are shared
industry-specific similarities that are shared
among similar businesses.
among similar businesses.
As well as Points of difference (POD’s) - or the
As well as Points of difference (POD’s) - or the
things that are truly unique to the business and
things that are truly unique to the business and
that gives a competitive edge - attributes, be-
that gives a competitive edge - attributes, be-
haviors or qualities that make the company
haviors or qualities that make the company
stand out from their competitors.
stand out from their competitors. (Keller, 2012)
(Keller, 2012)
POP’S and POD’s will help with establishing the
POP’S and POD’s will help with establishing the
uniqueness of the Bad Land, as well as answer-
uniqueness of the Bad Land, as well as answer-
ing one of Johnson's six questions,
ing one of Johnson's six questions,
Golden Circle is a tool used to figure out the core purpose of the company, understanding why
Golden Circle is a tool used to figure out the core purpose of the company, understanding why
the company does what it does - and what motivates and inspires.
the company does what it does - and what motivates and inspires. (Sinek, 2016)
(Sinek, 2016) It helps finding
It helps finding
the answer to two of
the answer to two of
Johnson’s six questions,
After establishing the target segments, Em-
After establishing the target segments, Em-
pathy Map is applied in order to gain deeper
pathy Map is applied in order to gain deeper
understanding and find insights into the tar-
understanding and find insights into the tar-
get audience.
get audience. Important insights can be dis-
Important insights can be dis-
covered by the Empathy map, it is a research
covered by the Empathy map, it is a research
tool to gain deeper insights into customers.
tool to gain deeper insights into customers.
(Curedale, 2016)
(Curedale, 2016)
In addition, it helps with answering one of
In addition, it helps with answering one of
Who are we here for?
What do we do and how do we do it?
What makes us different?
Why are we here?

9 10
Bad Land
Bad Land
03
DELIMITATION
EDGAR SCHEIN'S CULTURAL TRIANGLE VCI MODEL
STAKEHOLDER MAP
In order to analyze the company and under-
In order to analyze the company and under-
stand its culture I will use The Shein’s Model of
stand its culture I will use The Shein’s Model of
Organizational Culture.
Organizational Culture.
It’s a method which aims at explaining the
It’s a method which aims at explaining the
concept of culture and the way it affects orga-
concept of culture and the way it affects orga-
nizations. It’s a dynamic model of learning and
nizations. It’s a dynamic model of learning and
group dynamics. By using this model, I will be
group dynamics. By using this model, I will be
able to uncover the truths that otherwise would
able to uncover the truths that otherwise would
not be paid any attention. The categories are
not be paid any attention. The categories are
arranged roughly according to the degree to
arranged roughly according to the degree to
which I, as an observer, will be able to see and
which I, as an observer, will be able to see and
feel those cultural elements when I observe
feel those cultural elements when I observe
the workings of the company. To account for
the workings of the company. To account for
the complexities of the culture around Bad
the complexities of the culture around Bad
Land and the fashion industry it’s also essential
Land and the fashion industry it’s also essential
to look at artefacts, espoused values, and ba-
to look at artefacts, espoused values, and ba-
sic assumptions.
sic assumptions. (Schein, 1985)
(Schein, 1985)
The VCI-model is used from an in-
The VCI-model is used from an in-
ternal and external perspective to
ternal and external perspective to
identify and analyze gaps between
identify and analyze gaps between
brand identity and brand image.
brand identity and brand image.
The model is used as a guideline
The model is used as a guideline
to create a Brand Strategy, ensuring
to create a Brand Strategy, ensuring
that all main parts of the company’s
that all main parts of the company’s
identity are covered and aligned,
identity are covered and aligned,
both internally and externally.
both internally and externally.
03 DELIMITATION
Bad Lands industry environment is untraditional and complicated. It’s worth mentioning that
Bad Lands industry environment is untraditional and complicated. It’s worth mentioning that
choosing different individuals from the industry when gathering empirical data might have led to
choosing different individuals from the industry when gathering empirical data might have led to
other results. I interviewed two people representing different angles of the company, a freelancer
other results. I interviewed two people representing different angles of the company, a freelancer
and a potential client. I'm aware that it would have been preferable to conduct in-depth interviews
and a potential client. I'm aware that it would have been preferable to conduct in-depth interviews
on a bigger sample, but due to the company being really busy with production it was hard to get
on a bigger sample, but due to the company being really busy with production it was hard to get
answers from people I wanted to interview. When the process started I had plans to interview one
answers from people I wanted to interview. When the process started I had plans to interview one
of Bad Land’s signed photographers and made many attempts to contact them.
of Bad Land’s signed photographers and made many attempts to contact them. (See Appendix A)
(See Appendix A)
Due to Covid restrictions I only had the opportunity to meet one interviewee in person. My solu-
Due to Covid restrictions I only had the opportunity to meet one interviewee in person. My solu-
tion was sending them the questions by emai or a video call on Facebook messenger. I am aware
tion was sending them the questions by emai or a video call on Facebook messenger. I am aware
that it could affect my results since people have more time to think and re-write their answers
that it could affect my results since people have more time to think and re-write their answers
when it’s done by email.
when it’s done by email.
Focus groups or workshops with either Bad Land’s employees or stakeholders would have been
Focus groups or workshops with either Bad Land’s employees or stakeholders would have been
suitable for my research. However, I felt like that was not an option due to Covid restrictions and
suitable for my research. However, I felt like that was not an option due to Covid restrictions and
how busy everyone at the office seemed to be.
how busy everyone at the office seemed to be.
In my field observation I only spent one day at the studio rental, The Lab. Meaning that the ob-
In my field observation I only spent one day at the studio rental, The Lab. Meaning that the ob-
servation focusing on the industry only took place on that particular day. I am aware that further
servation focusing on the industry only took place on that particular day. I am aware that further
observation would maybe provide me better knowledge. But since I have worked in this industry
observation would maybe provide me better knowledge. But since I have worked in this industry
and at The Lab last summer, my previous experience supports my field-observation.
and at The Lab last summer, my previous experience supports my field-observation.
This section explains what was left out in the report and my reasons for eliminating
aspects, which could have been relevant to include.
CULTURAL ANALYSIS
A Cultural Analysis is based on using qualitative research methods such as observation
A Cultural Analysis is based on using qualitative research methods such as observation
and in-depth interviews, to collect data on cultural phenomena and to interpret cultur-
and in-depth interviews, to collect data on cultural phenomena and to interpret cultur-
al representations. The purpose is to gain new knowledge or understanding through
al representations. The purpose is to gain new knowledge or understanding through
analysis of that data. It's useful for understanding and mapping trends, influences, ef-
analysis of that data. It's useful for understanding and mapping trends, influences, ef-
fects, and affects within cultures :
fects, and affects within cultures :
Stakeholder mapping is the visual
Stakeholder mapping is the visual
process of laying out all the stake-
process of laying out all the stake-
holders of a company in one map. It
holders of a company in one map. It
will be developed in order to get a
will be developed in order to get a
visual representation of all the peo-
visual representation of all the peo-
ple who can influence Bad Land and
ple who can influence Bad Land and
see and how they are connected.
see and how they are connected.
What do we value the most?
Brand Personality Spectrum is a guide to help companies determine the personality of
Brand Personality Spectrum is a guide to help companies determine the personality of
their brand. It was conducted both for the current strategy and developed, new strategy
their brand. It was conducted both for the current strategy and developed, new strategy
in relations to diversity. Furthermore, it helped with answering the last Johnson’s six ques-
in relations to diversity. Furthermore, it helped with answering the last Johnson’s six ques-
tion.
tion.
What is our personality?
TARGET SEGMENTATION
PRIMARY DATA
When it comes to understanding the target audience, the segmentation is brief. That is because
When it comes to understanding the target audience, the segmentation is brief. That is because
the market Bad Land is a part of is very untraditional and can change rapidly. The actors are so
the market Bad Land is a part of is very untraditional and can change rapidly. The actors are so
many so it is not preferable to narrow the segmentation or be too specific.
many so it is not preferable to narrow the segmentation or be too specific.

11 12
Bad Land
Bad Land
04
ANALYSIS
&
SOLUTION
4.1 ANALYSING THE PRIMARY DATA
FINDINGS FROM IN-DEPTH INTERVIEWS
04 ANALYSIS & SOLUTION
In the following section I will start presenting the primary research findings and insights discovered during my
research throughout in-depth interviews and observation.
After that I developed a brief Internal and External analysis for the reader to get to know Bad Land, their competi-
tors and understand the industry the company is a part of.
Then I will answer Johnson’s Six Questions with help of the theories selected and explained in the chapter ”meth-
ods and theories”. It is necessary to create brand clarity within the company and know where they currently stand
before taking drastic decisions and/or developing a solution. Brand clarity and Verbal Identity was developed for
the company as it stands now. In the end of the thesis the Johnson’s six Questions helped with the development
of the new Brand Strategy for the company’s changed values regarding diversity within the industry.
This chapter summarizes findings from the in-depth interviews and field observation developed in order to gain
insight into the company, their culture, previous experience, what is driving the business, opinions regarding di-
versity and how Bad Land is perceived from an external perspective - or the client.
EXPERT INTERVIEW
SOFIA QUINTERO
HEAD OF PHOTOGRAPHY AT BADLAND
BAD LAND - MAIN FOCUS
When it comes to clients, Sofia thinks there
is a financial value in being more diverse
thinking. She claims that brands miss out
on certain target groups when avoiding di-
versity, because a huge part of the world
can’t connect with the brand. Bad Land’s
goal with changed focus is giving people a
voice, a variety of people not just the ones
privileged enough to be creatives in our in-
dustry. They want to help open up the indus-
try so that no one is overlooked. Sofia says
there is a lot to gain from looking at differ-
ent perspectives and various backgrounds,
to understand the world better and by doing
that - make the world a better place.
BAD LAND - DIVERSITY
BAD LAND - THE INDUSTRY
Sofia says that the industry is small and hard
to get into. It’s a small bubble where only
certain people are allowed. Bad Land’s chal-
lenge has been penetrating that bubble.
She hopes that the industry will continue to
move toward a more open and creative way
of interpreting things.
Sofia maintains that Bad Land is aware of
the changed landscape both in the industry
and regarding the human right movements
happening past years. She is also aware that
if Bad Land and their employees don’t stay
updated on society and the industry - they
can quickly become dinosaurs in the field.
In recent years she has noticed a lot of crit-
icism regarding diversity that’s finally being
addressed and taken into account, but only
to a certain extent within the fashion industry
- that there’s some representation in front of
the camera but behind the camera and in
the teams, there’s basically none.
(Quintero, 2020) (See Appendix B.A)
After interviewing Sofia, Bad Land’s head
of photography, my understanding is that
the company’s core value, focus and as-
sets are their assigned photographers.
She states that Bad Land’s focus is always
on good photography, no matter what the
job is and they have always been willing
to take risks, challenging the conventional
and not afraid of being perceived as edgy
or artsy. Sofia explains that Bad Land’s
main job is making sure that their photog-
raphers are comfortable in their job, that
they’re listened to by the client and the
quality work lives up to client’s expecta-
tions. Their focus is on helping the pho-
tographers grow and succeed through
conscious decisions regarding the jobs
they commissioned to and the photogra-
phers Bad Land signs on. The goal is to
be one of the leading, most progressive
agencies in Europe.
“Quality craft, progressive
values and work that touch-
es the beholder”
Sofia states that Bad Land believes that
through images they can touch the behold-
er whether it’s with familiar narrative or a
brand-new perspective. She noticed that
their clients find new perspectives refresh-
ing and claims that Bad Land tries to work
respectfully and truthfully when it comes to
reflecting the society that we live in.
When asked about competitors Sofia says
they are more traditional than Bad Land,
aiming for different, more commercial jobs
than the ones the company tends to focus
on. She maintains that clients and brands
are less important than the overall projects -
and the reason companies hire the brand is
appreciation of good craft, authenticity and
a contemporary perspective.
“There should always be a
bigger plan, a goal to meet.”
“When you’re popular every-
one wants to work with you,
but if they don’t knowyou, they
won’t give you a chance.”

13 14
Bad Land
Bad Land
“Diversity brings value to a com-
pany, it broadens the horizon for
the employees and the people
who are affected by the work of
the company”
BAD LAND - DIVERSITY
BAD LAND / THE INDUSTRY
Benjamin’s main focus has been on cor-
porate and commercial clients, because
they can afford the high quality produc-
tions Bad Land wants to deliver. He no-
ticed that the industry is changing in the
sense of new talent in the market who are
underbidding the more experienced tal-
ent and production companies. He claims
that Social Media content is getting more
and more important, such content does
not necessarily need high quality produc-
tions. He describes the industry as a very
closed community - it’s hard to get a foot
inside, because of the demand and sup-
ply situation.
(Muaysa, 2020) (See Appendix B.B)
“The family feeling is the best
about the company.”
When interviewing Benjamin, a producer
and agent at the company - he describes
Bad Land as a small company with a big
potential in a very challenging market. A
market where the demand and budget for
big photography is decreasing with time.
When asked about the company’s culture
the two words that came to mind were -
busy and friendly. He explains the family
feeling being the reason he loves work-
ing for Bad Land and describes them as
a cool but busy family. He claims that Bad
Land strives to always deliver on the high-
est possible level, no matter if it is as an
agency or as a full scale production com-
pany - and they have proven that they
can deliver top notch productions. But
because of that, Bad Land’s service can
sometimes be too expensive from the cli-
ents perspective.
He notices that there is a lot of new young
talent who try to deliver the work on the
same standard as Bad Land, for half the
price. But the reason for the price is pro-
fessionalism and their photographer's
individual styles and skills - that are Bad
Land’s most important assets.
BAD LAND - DNA
Benjamin says that diversity is important
in all aspects of life and also in a profes-
sional context. He mentions the impor-
tance of diversity in front of the camera,
behind the camera, in cast and crew of
projects. The reason is that the narratives
the brand is creating, are a part of form-
ing the world around us.
His opinion is that if a company is silent
about humanitarian movements in these
times, they are actively saying they do not
care. But at the same time, the company
should not just say something because it
is a trend. Then it looks like the company
is using the movement for their own ben-
efit - action speaks louder than words.
When speaking to a potential client, Sunneva,
an account manager for an advertising agen-
cy - one of the insights discovered is that low
price and experience or quality is what mat-
ters the most when hiring service like Bad
Land has to offer.
Sunneva did not seem to have a clear image
of what is strong about Bad Land and claimed
that they are lacking focus or the real x factor -
what really differentiate them from other agen-
cies. Since this person works with a brand con-
sultancy it’s important to listen carefully when
she mentions that Bad Land needs something
stronger to remember them by. After meet-
ing with one of Bad Land’s sales person this
summer, Sunneva had the impression that the
company has really top professional people
and high quality products, but by hiring them
you would also have to pay a high price.
INTERVIEW / POTENTIAL CLIENT
SUNNEVA SVERRISDOTTIR
HEAD OF ACCOUNT AT CO/PLUS
RELATIONSHIP WITH CLIENT
When asked about change within the advertis-
ing industry, Sunneva claims that the industry
thrives on being on top of things and what is
happening in the world. For example after the
BLM movement, agencies were more aware
to portray people of different colours in ads
etc. The biggest part of being in this industry
is knowing the pulse of society, creating rel-
evant projects and something that really hits
people. When it comes to clients she has no-
ticed a good healthy transition where people
want a more realistic - view of bodies and
people that are represented. She notices that
brands seem to be moving away from filtering
too much, casting models that actually repre-
sent more the normal person than the perfect
idea of what the fashion industry has created
through the years.
When it comes to popular trends within the
industry Sunneva mentions transparency - be-
ing very open about who you are, what you are
selling to customers etc. And that companies
are getting really purpose driven, giving back
to society. It starts with us as customers put-
ting down requirements and the companies
respond with changing their purpose.
(Sverrisdottir, 2020) (See Appendix B.C)
DIVERSITY
THE ADVERTISING INDUSTRY
They need something to remember
them better. ”
INTERVIEW / EMPLOYEE
BENJAMIN MUAYSA
PRODUCER / AGENT AT BAD LAND
“Best thing would be if diversity came
from inside out within the companies.”
Sunneva states that people in the industry are
aware of diversity and how to portray people
by shedding light on inequality - whether it's
women's rights etc. But how it’s done is by
casting diverse models in their advertisements.
If the goal on the other hand is to obtain a real-
ly good strong result, she thinks it’s necessary
to also include people with different views,
mixed backgrounds and cultures. She notices
change in the industry when it comes to diver-
sity and thinks it’s a positive thing that com-
panies are more aware of the topic, display-
ing different body types, ethnicities, different
genders etc. But claims that top management
is maybe not very diverse but that fact should
not stop these companies from showing di-
versity.
“people want a more realistic world
view”

15 16
Bad Land
Bad Land
“It is so important for people, espe-
cially children, to see themselves in
any form of media. For them to know
that they are not only people that ex-
perience what they are experiencing.”
Freyr claims that diversity is very import-
ant to him. He explains that he and a lot
of people don't get to see themselves in
the media. Even to that point he didn’t re-
alise that people like him existed for a long
time.
“Telling diverse stories is important - It
means a lot to me to see diverse people
in the media. If there are diverse stories
or people like me that I can relate to, I’m
more likely to consume that media.”
Freyr wants to see more diverse people
in advertisements, lead roles in Tv-shows
and movies but indicates the importance
of diversity of people behind the scene -
producing, directing, writing etc. to make
sure that the stories are real.
Freyr says by opening up to more diverse
culture, shows that the company is actual-
ly willing to uplift the voices of the employ-
ees they hire and are not just practicing
performative activism by showing diverse
people in the work, but not having any be-
hind the scenes - making the work more
inclusive. If there are for example diverse
writers for a movie then it is much more
likely that the cast and characters will be
INTERVIEW / FREELANCER
FREYR STEINTHORSSON
TRANS PERSON / MINOR GROUP
DIVERSITY IN STORYTELLING
Freyr notices more freedom in terms of
gender expression within the fashion in-
dustry. “I'ts been an increase in men
wearing feminine clothing and women
wearing masculine clothing - this nor-
malises gender expression out of the bi-
nary”. He notices a change for the better
when it comes to the fashion industry but
compared to how big it is - the diversity is
nothing.
DIFFERENT PERSPECTIVES
THE FASHION INDUSTRY
much more diverse. It can also help avoid
common cliches, tropes and stereo-
types typically found in movies written by
non-diverse people about diverse people.
This matters because people belonging to
minorities desperately need representa-
tion so they can relate and discover peo-
ple that are similar, representation makes
sure that people feel less alienated.
In light of any movement we must get as
many perspectives as possible to get the
whole picture. “One example, a black,
queer, disabled, muslim woman is going
to have an entirely different perspective
and - exprience than a black cisgender,
heterosexual man or a black, mentally ill,
fat non-binary person.” This is only one
example and applies to anything.
He says a gap in society is created when
avoiding diversity and support of diverse
culture and minorities. He notices that if
the higher ups of a company are diverse, they are more likely to recognise that and hire more di-
verse people. Educate people, listen to minorities experiences, realise your privilege then use it
to amplify the experiences of the people in question - are ways to understand the perspectives
of people from different backgrounds. But the most important thing when using privilege to am-
plify voices of people is to not talk over them. (Steinthorsson, 2020) (See Appendix B.D)
FINDINGS FROM FIELD RESEARCH / OBSERVARION
As part of my research, I conducted field observation in order to gain more understanding and
insights about the behaviour and the culture around the fashion industry in Denmark.
To do that I was a complete participant, spending three days on set with Bad Land, shooting a
commercial for the Danish shoe manufacturer ECCO. The photoshoot was at The Lab, a building
with seven studios rented out for projects and photoshoots. Since I was hired for this project as a
freelancer I decided not to inform the production team about my observation. By that I maintained
a distance from the observed event in order to avoid influencing them. (See Appendix C)
By observing The Lab - one of the main work places of the fashion industry in Denmark, the most
important insights discovered are that the team working behind the camera on that particular
day could not be defined as a diverse group of creatives. Also that this industry is extremely net-
work based. Meaning, the creatives and employees working in the studios all knew each other
one way or another and were talking about both previous and upcoming projects they are work-
ing on together. The social circle seems to be very tight and not very diverse.
*Note that the observation is based on my own perception and experience.
*The field-observation from the three days spent in production with Bad Land, and a tran-
scripts from conducted in-depth interviews is accessible in Appendix B & C

17 18
Bad Land
Bad Land
4.2 INTERNAL ANALYSIS
This chapter briefly introduces the company Bad Land and its internal resources.
FOCUSING ON THE STILL IMAGE MARKET
Bad Land was founded in 2016 by its parent,
award-winning film production company New
Land as an answer to increased demand for still
image content. (New Land, 2020) Both compa-
nies offer full-production worldwide, teaming up
with some of the best creatives in the industry
and covering all stages of the process, from orig-
inal idea to a high quality final product.
The company is run by Stephanie Loa Flindt,
an agent and producer focusing on Copenha-
gen and Sofia Quintero, head of photography
and agent based in Stockholm. Bad Land has
been productive producing photographic imag-
es for fashion brands and magazines like Ganni,
Sakspotts, Arket, Carharttwip, Zara, Muji, Adidas,
Vogue, Elle, Eurowoman, V Magazine, Dansk
Magazine and many more. They also do more
commercial work for different brands like Zalan-
do, Netflix, Ikea, Carlsberg, Spotify, Urbanista, etc.
Bad Land is very committed to their photogra-
phers and works closely with them by assisting
them successfully developing and pushing out
their work both creatively and commercially. They
support personal projects and series by printing
of books, selling their art work online and repre-
senting it on Social Media accounts.
Instagram: 8,437
Facebook: 1,699
Linkedin: 251
Website: Existing
Web Shop / Merchandise: Existing

19 20
Bad Land
Bad Land
SWOT
STRENGTH
When analysing the positive part of the SWOT, or the strengths, it’s clear that Bad Land
is an experienced company with good connections and network within the industry,
resulting in high quality, top professional people working for the brand. The quality and
craftsmanship of the final product is connected to the skilled freelancers and photogra-
phers working for Bad Land.
OPPORTUNITIES
When analysing the opportunities Bad Land should be open for different collaborations,
expanding their business even further. They should have their eyes open for younger
talents and creatives in the industry and be careful to keep up with changing world view
and perspectives. With that said, opening up to a more diverse team and creatives could
push Bad Land into more advanced current thinking, up to date company. This part of
the analysis had a good foundation for further investigation and is relevant regarding the
problem statement.
WEAKNESS
But it is even more important to be a bit critical and look at the weaknesses and threats
of the company. Because of top professional talents and freelancers, the final product
can be perceived as expensive and the clients might be put off as a result And because
of the creative authority of the photographer, managed by the company’s agent, the
final product could also be perceived as too edgy or artsy for more commercial clients.
As revealed in an interview with a client, Bad Land needs better brand clarity and an
advantage over less expensive competitors - or at least to point out what they should be
remembered for. Since Bad Land’s market is very network based, the company has not
focused on marketing themselves and relies on relationships already built with clients
and reputation.
THREATS
Threats discovered when researching competitors and conducting in-depth interviews
is that Bad Land needs to be aware of new talent in the market who are underbidding the
more experienced talent and production companies. Other agencies are a huge threat
especially when it comes to price and clients that prefer cheaper options. The fact
that Social Media marketing is taking over and the content doesn’t need to be this high
quality could also minimise Bad Land’s future business. It’s also necessary to mention
possible threats when it comes to the new, future values of Bad Land regarding diver-
sity within the brand. Decisions need to be well thought through since it can backlash
quickly if the company doesn’t invest, investigate and research the right way to imple-
ment the values.
SWOT ANALYSIS
SWOT helps to define each category thoroughly to gain a competitive advantage.
SWOT helps to define each category thoroughly to gain a competitive advantage.

21 22
Bad Land
Bad Land
4.3 EXTERNAL ANALYSIS
This chapter explains the company’s external factors - which industries the company belongs to and who their
competitors are. It’s necessary to be aware of external factors that could affect their current business operations.
External Analysis ensures the company can adapt to changes and continue to succeed within an industry.
UNTRADITIONAL MARKET
Bad Land’s industry is untraditional. The company is part of a few different industries,
so it is hard but necessary to clarify where they belong. They are aiming at the fashion
industry but they also take more commercial projects, as well as focusing on individual
projects their photographers are creating. But even by clarifying, these industries are a
complex landscape of people and businesses cut into small actors and many different
stakeholders. Therefore it’s impossible to have an overview for strategic decisions. This
industry level it’s chaotic and the market is very relational or network based. Most busi-
ness theories and models thrive from commodity based industries. Therefore a market
analysis or industry analysis in a classic business approach is not useful.
MARKET SIZE
Bad Land is part of the fashion, adver-
tisement, production, photography
and creative industry in Denmark. With
help of Linkedin, an online platform that
connects the world's professionals - it
was possible to somehow get a feeling
of how big the market is by searching
keywords and companies based in the
Copenhagen area:
NETWORK BASED MARKET
The drive behind the market Bad Land is operating in - is culture and network. The way
for the company to succeed is to have strong values and use them to gather people
around them in the industry - both stakeholders, clients and people they collaborate
within their network. With that strategy they create a cluster of people they collaborate
with, and by doing that they attract specific customers and clients.
FROM THE INSIDE OUT
The current success of Bad Land is not because they have positioned themselves in a specific
way by use of business theories - or because they are able to price themselves in a certain way
or target specific customers. It's from the inside out that Bad Land is creating strategic advantag-
es. With the culture they are creating and what they are actually good at. The company’s culture,
networking and the dynamic of the industry is what the company has put their focus on. Therefore
I believe the best way of positioning Bad Land is to make value and culture based research fo-
cusing from the inside out.
*Keep in mind that searching for two words - either
one of them can be the reason the company shows
up in the results. (See Appendix D)
579 Production companies
in Copenhagen
34 Photography Agencies
70 companies Photography
MARKET RESEARCH
COMPETITOR ANALYSIS
With desk research and in collaboration with the company, Bad Land’s main competitors were
identified. To understand and analyze Bad Land’s competition and where their competitors have
an advantage as well as their achievements in creatively marketing themselves - the focus was
on investigating engagement on Social Media Platforms and their different expertise. Bad Land's
biggest competitors on the market are :
Competitor Analysis is a tool used to identify competitors, help understand how competition works, and identify
potential opportunities to out-perform them. It also enables companies to stay atop of industry trends and en-
sure their products are consistently meeting and exceeding industry standards.
Tomorrow Management, Blonde Media, SUMO, Agentur, Moon Int and The Lab. These com-
petitors have different advantages that Bad Land needs to be aware of. Competitor Analysis can
be found in the Appendix, in order to gain better understanding and further knowledge of each
competitor. (See Appendix E )

23 24
Bad Land
Bad Land
4.4 JOHNSON'S SIX QUESTIONS
Analyzing and using different theories and methods allowed me to develop Johnson's six Questions, a one
statement is a theory developed by Michael Johnston (Johnson, 2006, p. 93). By answering the six questions,
Bad Land’s core was defined in a clear, straightforward and understandable way. The outcome can be a help-
ful tool for Bad Land, helping create a Verbal Identity bringing the clarity within the company necessary to keep
everything on track before deciding if changing their direction or re-branding is what is needed.
WHY ARE WE HERE?
Again, by analysing the in-depth interview with Sofia It was possible to identify what Bad Land
does and how they do it. When asking Sofia about her most important values when working for the
company she claims her main job as an agent is to make sure that their photographers are com-
fortable in their job, that they’re listened to by the client and the quality of the work lives up to cli-
ent’s expectations. Her focus is on helping the photographers grow and succeed. By doing that
the photographers are comfortable and heard and the results show in good, quality photography
One of the goals with my research was to gain insights and define what Bad Land
stands for - or the company’s core purpose. One of the best ways to assess informa-
tion about organization is to interview key employees in order to get an internal and
external perspective. (Johnson, 2016, p. 51). Asking the right questions results in price-
less information.
In this section, the questions ‘Why are we here?’ and ‘What do we do and how do we do it?’ is answered by
applying the Golden Circle by Simon Sinek. Answering these questions is important to clear the purpose of the
company and how it functions.
" My favorite thing about Bad Land is that it’s not like any
of the other agencies. We focus on good photography,
no matter what the job is. When Bad Land first started I
was automatically drawn to the idea that they were brave
about taking risks " (Quintero, 2020)
Sofia claimed what she likes the most about Bad Land is their ability to work with good
photography. The focus is always on good photography, no matter what the job is.
Based on the interview I have concluded the overall purpose or belief has to do with
the ability to never sacrifice creative freedom for client’s opinion, often leading to
more creative projects.
By interviewing Sofia Quintero, head of photography, asking her personal questions
and opinions about Bad Land, I obtained important information. We discussed her
perspective and her previous experience with the company.
WHAT DO WE DO AND HOW DO WE DO IT?
THE WHY : FOR GOOD PHOTOGRAPHY
MANAGE PHOTOGRAPHERS SO THEY GROW AND
SUCCEED
BY MAKING SURE THEY ARE COMFORTABLE IN
THEIR JOB AND HEARD BY CLIENTS
HOW?
WHAT?
CREATIVE FREEDOM

25 26
Bad Land
Bad Land
WHO ARE WE HERE FOR?
Bad Land’s represented photographers are their number one focus and priority. Without them they
could not function as a company. They are the company's biggest asset and the main reason why
clients hire them. The company’s main task revolves around their photographers. Bad Land needs
to be desirable to top talented photographers in order to be able to sign them on.
Bad Land’s business revolves around the relationships they as the company build with
clients and the personal relationships that they build with individual photographers.
The company works with many different types of clients but Sofia claims that Bad Land
is a project focused company - meaning that the brands or companies they work for
are less important than the actual project. By being project first focused, gives Bad
Land the possibility to create and control their image and attract new exciting projects
with more creative freedom. With the final product Bad Land attracts clients, target au-
diences and stakeholders that want to collaborate with the company, that appreciate
good craft, authenticity and a contemporary perspective.
Even after defining itself as a project focused company - Bad Land is also a creative
management and production service and the company needs to attract clients from
different directions. The clients provide the projects that create income for the compa-
ny. Bad Land puts their main focus on the fashion industry but the company has also
worked with a lot of brands from different angles needing still photography.
Here I will analyse who Bad Land’s main target audience for the purpose of knowing who they are communi-
cating with. After establishing Bad Land’s target audience I will apply the Empathy Map in order to gain deeper
understanding of the segments.
“We work with many different types of clients. The brands
or companies I’d say are less important than the actual
project. Our clients value good craft and efficient work"
(Quintero, 2020)
PROJECTS BEFORE CLIENTS
“What makes a client consider our service are the
relationships that we as a company have built with
them but also the personal relationships that they
build with individual photographers." (Quintero, 2020)
“Our photographers are our most important assets. The
ones doing great work today and the ones we will build
up tomorrow.” (Quintero, 2020)
Bad Land could not function without the creative freelancers they hire for projects. They are a
part of the company and their employees to some extent. But to meet the company’s standard
of quality product, Bad Land needs to attract highly qualified freelancers that add to to the com-
pany’s value.
Those in this industry who can position themselves in a way others want to collaborate and hire
them - are the ones that have the most success. It has to do with their values or if there is some-
thing specifically excellent in their work. Successful creative freelancers are sought after and Bad
Land needs to come across as the company they should be working for. Therefore they also tar-
get freelancers. Bad Land needs to appear as the company they want to work for. Therefore they
CONCLUTION
TARGET SEGMENT 1
CLIENTS
CONCLUTION
TARGET SEGMENT 2
PHOTOGRAPHERS
Brands from the fashion / lifestyle industry
that need photographic content
Advertising agencies with clients that are
looking for a production service for a project
Already signed / represented photographers
Talented photographers that can potentially
be represented by Bad Land
CONCLUTION
TARGET SEGMENT 3
FREELANCERS
Freelancers that already work or wants to for
the company
Important industry people
These different segments can impact each other. The culture evolving around Bad Land creates
a certain image for the company. Therefore keeping it desirable for photographers to be signed
by Bad Land by providing them creative management and interesting projects, attracting clients
that value their product - good photography. The clients and the outcome of projects attracts
highly qualified freelancers that are also important for the result of the final product. By building up
a community of highly qualified, talented people around Bad Land, the company brings attention
to the industry or future clients.

27 28
Bad Land
Bad Land
This target segment is Bad
Land’s main asset. Their days
are exciting since when they
are not at home or in their stu-
dio editing photographs they
are on location with cast and
crew that are different from
project to project. They usual-
ly have their own SoMe chan-
nels and need to manage that
as well. Their drive is creativity
and passion. (See Appendix
F.B)
EMPATHY MAP
The clients have a lot on their plate. There are CEOs, account directors, managing
directors, project managers etc. These people know that networking is important
and they have a lot of projects going on. They’re schedule is filled with dinners and
meetings, also abroad so they travel a lot. The clients are decision makers and are
under a lot of stress that drives their passion. (See Appendix F.A)
TARGET SEGMENT NR 1 - CLIENTS
TARGET SEGMENT NR 2
- PHOTOGRAPHERS
Depending on the specifics of
each freelancer’s career, their
tasks and jobs are different.
But they all have in common
working in the creative field on
different projects with a differ-
ent crew each time. They are
their own bosses and manage
their own careers. They know
networking is the key to get
hired as a freelancer and have
developed good social skills.
(See Appendix F.C)
TARGET SEGMENT NR 3
- FREELANCERS
After establishing the segments, Empathy Map is applied in order to gain deeper insights into the target
audience. Results from The Empathy Maps were developed by developed interviews and desk research on
Instagram, that represents each segment.

29 30
Bad Land
Bad Land
Interesting insights were gained when analysing POP’s and POD’s. All competitors,
except Moon International, offer full-production service to clients. The main com-
petitor when it comes to full-production service is The Lab. They also offer a studio
and equipment rental and are fashion industry driven company.
SUMO, AGETUR and Tomorrow Land are the main competitors with focus on the
fashion industry and still photography. They also represent photographers (POP’S),
but AGETUR and Tomorrow Land also focus on representing fashion stylists, hair and
makeup artists and set designers. What Tomorrowland does differently is offering
brand consulting (POD’S). SUMO doesn’t have any Point of Difference (POD’s).
Blonde Media seemed to becoming a big threat in the market. The company is
run by younger people calling themselves “the young generation”. The company is
growing with expanding tasks and clients. What they have in common with Bad Land
(POP’s) is that they focus on production but mainly video creation, music videos and
commercials - which is Bad Land’s sister company’s (New Land) speciality. They are
also selling brand merchandise collaborating with big fashion brands. Recently they
stepped into the fashion industry with growing clients by creating brand films and
filming live fashion shows. What Blonde Media does differently (POD’s) is that they
are more commercial, and a multi media agency that creates graphics. Now they
also offer educational courses helping people with careers in production.
Moon International is the only company that does not offer production-service.
Instead they hire other companies like The Lab. They are more focused on brand
re-visioning concept creation, art direction and don’t offer management for pho-
tographers or other creatives (POD’s). The company is the one closest to Bad Land
regarding creativity and style and also produces magazines and books (POP’s).
WHAT MAKES US DIFFERENT?
POP'S AND POD'S
In this chapter I will investigate what makes Bad Land different from their competitors in the market. Using the
method POP’s and POD’s and analysing the expert interview and the competitor analysis - will allow me to
position and establish the uniqueness of the brand. (Michelli, 2016) It focuses on Points of Parity (POP’s) or
the qualities that the company shares with competitive brands and Points of Difference (POD’s) focusing on
things that are truly unique to the business.
Key understanding discovered while analysing Bad Land’s competition is what differentiates the
company in the market. It is clear when observing and comparing competitors' recent work - that
Bad Land stands out as a brand when it comes to creativity, artistic perspective and profes-
sionalism in their photographer’s work. You clearly notice they give their photographers creative
freedom, pushing projects to their perspective but still making sure the work lives up to client’s
expectations. With that Bad Land aims for less commercial photography than others on the mar-
ket which can be used as their main advantage when branding the company.
Otherwise, Bad Land does not have any other outstanding leads since their competitors are do-
ing similar if not more tasks than the company. Even though Bad Land seems to be focusing on
more creative freedom and higher quality products leading to less commercial and more artistic
results - producing still images for clients, managing photographers, selling their art and selling
brand merchandise is also a part of their main competitors tasks. This requires re-examination
of Bad Land's focus as a company. If the right direction is implementing new expertise and ideas
for the brand’s separation from their competitors or focus on what they already do well and have
advantage in. But changing their values set them on different levels and could lead to interest-
ing, innovative advantages.
*These findings ensure the effectiveness of the method and helped with establishing the difference between Bad Land’s
main competitors and clarifying the uniqueness of the brand or - what makes them different. (See in Appendix G)
WHAT MAKES US DIFFERENT? CREATIVE FREEDOM LEADING
TO HIGH QUALITY PRODUCT

31 32
Bad Land
Bad Land
WHAT DO WE VALUE THE MOST?
In this section I will analyse the values of Bad Land, it is a great tool to create common language within a
company. Values are the core beliefs of a company, they create guidelines for employees and other people
associated with the brand.
By conducting a Cultural Analysis, using Edgar Schein’s Cultural Triangle together with the VCI Model with
the data from in-depth interviews, Bad Land’s Values were defined. These methods are appropriate and
helpful since culture and network drive the industry the company is a part of.
EDGAR SCHEIN’S CULTURE TRIANGLE :
BAD LAND’S CULTURE
Organizations do not adopt culture in a single day, it's formed over a long time frame
as the employees go through various changes, adapt to the external environment
and solve problems. They gain from past experiences and start practicing it every-
day thus forming the culture of the workplace. Bad Land’s culture tells their members
who they are, how to behave towards each other and how to feel good about them-
selves. At Bad Land it is believed that company culture is the most essential part of
the company as the way for them to succeed is to have strong values and use them
to gather clients and people around them.
Bad Land’s beliefs and values along with the accompanying behavioural norms are
taken for granted in their group as they teach them to newcomers as the way to think,
feel and behave. This is taught as the group’s sense of identity, which has both an
external component of how the organisation presents itself to the outside and an
internal component of what its inner sense of itself is. These learned, shared and
unconscious beliefs, values and desired behaviours are the company’s cultural DNA
that launched the group and made it successful. They are nonnegotiable and taken
for granted, basic assumptions based on the group’s own experience and percep-
tion of success and failure that subsequently drop out of awareness. (Schein, p.7)
This social group of people is successful in achieving its purpose and is internally well or-
ganized since they work with high quality still production for well known brands and clients.
Bad Land’s employees' unspoken, learned behaviour is being efficient, organized and pro-
ductive planners, always on schedule and multitasking different projects at the same time.
They are good at solving conflicts and work as a team and call the group a family. They are
not very formal, they have fun at the office that seems to bring out more productivity with
the team. Since they work in a very network and relation based industry they need to know
what’s going on to always be on top of what is happening within the social group of the
industry. To be able to do that they communicate effectively and are very outgoing, good
at networking with clients and other industry people. In order to gain trust and maintain re-
lationships with clients, they spend time apart from work by inviting them for dinners. They
need to be good in approaching and reaching out to the freelancers they hire for projects
but at the same time critical on who to pick for each project since they have high quality
standards. They are innovative and stay on trends both regarding themselves and in their
work. Their behaviour is aligned with their high quality result product.
*Better explanation on both methods, Edgar Schein’s Model and VCI model can be find in Appendix H and I)
WHAT DO WE VALUE THE MOST? HIGH QUALITY

33 34
Bad Land
Bad Land
Define core values for the brand that can be communicated online. Bad Land needs to commu-
nicate their vision more clearly with their consumers. Developing a clear Verbal Identity focusing
on their values and communicating it at their website and right channels could close that gap.
HOW TO CLOSE THE IMAGE - VISION GAP
VCI MODEL
HOW TO CLOSE THE VISION - CULTURE GAP
HOW TO CLOSE THE CULTURE - IMAGE GAP
1. Bad Land could implement either on their website or through an mobile application - a platform
where they show their other talents work. Either if it’s an art-director working frequency for the
company or a stylist, makeup artist etc. It could also be interesting for their clients to see what Bad
Land’s hired freelancers are capable of and have the possibility to hire them after needs and talent
for specific projects. That platform could make their social circle and networking even stronger.
2. Before taking the decision they should get informed and really do all the groundwork of re-
search and develop straight forward guidelines and plan to execute the change within the com-
pany. They should investigate their employees and stakeholders' opinions on the new direction.
Bad Land needs to align their quality product with their communication by portraying their vision
better online. They could implement better storytelling within their communication channels, es-
pecially if they decide to change their current values.
To fill out the VCI Model I based the culture on the Edgar Schein’s Model, a stakeholder map below, insights
from the in-depth iterviewes and desk research on how the company communicates online.
I identified several gaps between the different aspects, seen in the VCI Model here on the next page.
More detailed description on the VCI Model and each gap can be read in Appendix I.
VCI model is a tool used to analyse and identify gaps between three main factors - strategic vision, opera-
tional culture and stakeholder image. The model is used as a guideline to create a Brand Strategy, ensuring
that all main parts of the company’s identity are covered and aligned, both internally and externally.
To better understand the VCI Model, a stakeholder map was developed to get a visual represen-
tation of all the people who can influence Band Land and how they are connected.

35 36
Bad Land
Bad Land
WHAT IS OUR PERSONALITY?
To figure out the current personality of Bad Land I applied the Brand Personality Spectrum. By investigating
communication on Social Media Channels and their website - the current Brand Personality Spectrum was
filled out. Identifying the Brand Personality humanises the brand and will affect the company’s tone of voice.
When investigating the brand’s Instagram posts it’s noticeable how formal and short
most of the caption is. Sometimes the brand implements emojis but usually they
only mention which photographer took the photograph and for what project. Even
when introducing photographer's personal projects with the opportunity to explain
and educate about interesting projects. On Linkedin and Facebook the communi-
cation is the same. (See Appendix X)
Being this minimal in communication can be received as cold, serious and self-ab-
sorbed.

37 38
Bad Land
Bad Land
4.5 JOHNSON’S SIX QUESTIONS - CURRENT STRATEGY
After answering The Johnson’s six Questions a brand clarity or a current Brand Identity for Bad Land was
developed :

39 40
Bad Land
Bad Land
4.6 JOHNSON’S SIX QUESTIONS - NEW STRATEGY
Based on my research and interviews with all target segments - this is the solution:

41 42
Bad Land
Bad Land
05
CONCLUTION 05 CONCULTUION
The purpose of the report was to find an answer to the problem statements:
How can a rebrand strategy for Bad Land’s new developed value look like in relation to
inclusion and diversity within the industry?
What is Bad Land’s current identity and current market situation?
What elements can Bad Land use to help them to keep up with changing
perspectives and differentiate themselves from all the other agencies?
In this chapter I will go through the process, state which methods and theories I have used
and present the solution.
In this thesis the main focus was on analysing Bad Land’s current situation, and re-
search on the topic diversity in relation to new values. Therefore I only answered two
of my problem statement questions. I will focus on answering the last question in the
next part of this project.
Systems of privilege and oppression is an ongoing global conversation. The fashion
and creative industry still rife with systemic barriers for non-white creatives and exec-
utives, where diversity remains superficial, mainly in front of the camera. The creative
management and production company Bad Land acknowledges the lack of diversity
within the fashion industry and their answer to the problem is a new vision for the com-
pany, focusing on inclusivity by opening up the industry so that no one is overlooked.
Before making any drastic changes, it was important to first gather data and create
better brand clarity for the company as it stands today and investigate the topic since
it's a sensitive matter.
In order to analyse Bad Land’s current situation, I used primary and secondary data, in
the form of in-depth interviews and field observation. That helped me answer John-
son’s Six Questions. By answering the questions, Bad Land’s core was defined in a
clear, straightforward and understandable way.
Their main focus and asset are their signed photographers and clients hire them for
their high quality and professionalism. What makes them different from their competi-
tors is the creative freedom Bad Land’s agents give to their photographers leading to
higher quality, artistic photography. Bad Land manages photographers so they can
grow and succeed by making sure they are comfortable in their job and heard by cli-
ents leading to the quality that is their most important value. Their personality is top
professional, quality, edgy and trendy.
It was clear that Bad Land is an experienced company with good connections and network within
an untraditional, network based industry. Bad Land is part of the fashion, advertisement, produc-
tion, photography and creative industry in Denmark. The drive behind the market Bad Land is op-
erating in - is culture and network. The way for the company to succeed is to have strong values
and use them to gather people around them in the industry. The company’s culture, networking
and the dynamic of the industry is what the company has put their focus on.
With the new strategy Bad Land should support innovative and creative projects by giving people
a voice - allowing talents to express their individuality. That is done by hiring clients and talents
that support diversity - and supporting diverse creatives and culture themselves. What will differ-
entiate Bad Land is unrestrained discoveries and creativity leading to innovative outcomes. Their
personality will be more educational, responsible, innovative, transparent and true.
Based on the interview with all target segments - where they all care about diversity - and by
desk research, it’s clear that diverse cultures within the creative industry is on everyone's minds.
Therefore it’s relevant for Bad Land to change their values. That will set them on different levels
and could lead to interesting, innovative advantages.

43 44
Bad Land
Bad Land
06
PRESPECTIVE 06 PRESPECTIVE
In this section I will go through what the next steps in the process would be, current possibilities for Bad Land
based on the solution and how this strategy would work in a long-term perspective.
In this thesis the main focus has been on creating a brand clarity for Bad Land’s cur-
rent situation and a relevant strategy for Bad Land, in relation to new values regarding
diversity within the company. Now there is an understanding of the current core of
the company and a base for the new strategy is developed.
The next step is to further investigate the topic diversity in relation to how to imple-
ment it into the culture of the company. I will develop a diversity guideline, ways for
the company to step into the new strategy. For better communication, I will develop
a Verbal Identity that supports and adds value to the strategy that has been estab-
lished.
The main focus will be on figuring out which elements can help Bad Land to keep
up with changing perspectives and differentiate themselves from all the other agen-
cies.

45 46
Bad Land
Bad Land
07
BIBLIOGRPAHY 07 BIBLIOGRAPHY
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