PESTEL is an acronym for Political, Economical, Social, Technological, Environmental and Legal 12. This is an analytical toolkit that looks at all the external factors that affect your project highlighting all the things that can both help and undermine your festival.

• Political

○ Definition: The government or public affairs of a country

○ Examples: 

- Political support

- War

- Policies and incentives

- Visas

• Economical

○ Definition: State of individual/area/country in terms of production and consumption of good and services and the supply of money

○ Examples: 

- Buying/spending powers of festival attendees

- Cost of suppliers

- Access to affordable transport systems

• Social

○ Definition: Relating to society or its organization

○ Examples: 

- Trends

- Shared morals

- Beliefs

- Population age demographics 

• Technological

○ Definition: The application of scientific knowledge for practical purposes especially in industry

○ Examples: 

- Social Media

- Festival equipment

• Environmental 

○ Definition: Relating to the natural world and the impact of human activity on its condition.

○ Examples: 

- Weather

- Animals, insects, plants

- Climate change

- Natural disasters

• Legal

○ Definition: Connected to law or a government's system of rules.

○ Examples: 

- Legal documents of festival

- Limitations of a festival

- Fees and fines

- Legal actions that can be taken against festival

12. Michael Goggin, “20 Strategic Planning Models to Consider,” ClearPoint Strategy, November 2, 2021, https://www.clearpointstrategy.com/strategic-planning-models/

The second method is the 5C analysis, it is a tool that looks at the internal and external factors that affect a project. This tool looks at 5 Cs: Company, Customers, Competitors, Collaborators and Climate 13.

• Company

○ Strengths and weaknesses

○ Goals and objectives

○ Culture

○ Resources, including technology, experience and skills

• Customers

○ Market size, segments  

○ Purchasing habits, trends and buying process

○ Overall customer satisfaction 

○ Perceived value by customers

• Competitors

○ Current and prospective

○ Strengths and weaknesses

○ Opportunities and threats

○ Products and market share

• Collaborations

○ Suppliers

○ Distributors

○ Alliance and partners

• Climate (Environment) 

○ Regulation and government oversight

○ Social and cultural

○ Business cycle, inflation and other economic factors

○ Legal

○ Technology 

13. Michael Goggin, “20 Strategic Planning Models to Consider,” ClearPoint Strategy, November 2, 2021, https://www.clearpointstrategy.com/strategic-planning-models/

SWOT is an acronym for Strength, Weaknesses, Opportunities and Threats 14. This is an analytical tool that looks at the internal factors of a projects:

Strengths

What did you do well? 

What unique resources can you draw on? 

What do others see as your strength?

Weaknesses

What could you improve?

Where do you have fewer resources than others?

What are others likely to see as weaknesses?

Opportunities

What opportunities are open to you? 

What trends could you take advantage of? 

How can you turn your strength into opportunities?

Threats

What threats could harm you? 

What is your competition doing? 

What threats do your weaknesses expose to you

14. Michael Goggin, “20 Strategic Planning Models to Consider,” ClearPoint Strategy, November 2, 2021, https://www.clearpointstrategy.com/strategic-planning-models/

The Organic Model takes an unconventional approach because it focuses on the organization’s vision and values, versus plans and processes. With this model, a company uses “natural,” self-organizing systems that originate from its values and then leverages its own resources to achieve goals, conserve funds, and operate effectively 15. 

In the simplest form, there are three basic steps to follow when implementing the organic model of strategic planning: 

1. Stakeholders clarify vision and values. 

This is a collaborative process that could involve both external and internal stakeholders—who’s in the meeting depends entirely on your organization’s ultimate purpose for the planning. The goal is to establish common visions and values for all stakeholders. 

2. Stakeholders create personal action plans.

The unconventional aspect of this model comes into play here. Divided into small groups, stakeholders determine the actions and responsibilities for each person to work toward the vision (according to the values). 

3. Stakeholders report results of action plans. 

Each person will take ownership of their plan and update the group on their progress. This is a communal approach to accountability and the progress reported can lean toward qualitative, versus quantitative, results. 

What type of company would the organic strategic planning model work best for? If your organization has a large, diverse group of stakeholders that need to find common ground, a vision that will take a long time to achieve, and a strong strategic emphasis on vision and values (instead of structure and procedures), this may be the right model for you. It would also be beneficial for younger organizations that need to gain funding without presenting a formal strategic plan 16.

15. Michael Goggin, “20 Strategic Planning Models to Consider,” ClearPoint Strategy, November 2, 2021, https://www.clearpointstrategy.com/strategic-planning-models/

16. Michael Goggin, “20 Strategic Planning Models to Consider,” ClearPoint Strategy, November 2, 2021, https://www.clearpointstrategy.com/strategic-planning-models/