Internal Analysis of the Paleo Festival indicated that the venture can be analyzed at its strong and weak points. Historically speaking, the six-day-event had been well-placated within the social and cultural traditions of Nyon since 1976 and its’ expansion, chaired by the Paleo Art and Spectacles Association, had been virtually successful with its adaptive musical genres attracting the 210, 000 audiences---90 % which hail from the locality and from Switzerland and the rest, from foreign tourists.The non-profiteering scheme of the Paleo organizational structure can be subjected to the relations and intensity of the interest and powers within the group—volunteer, sponsors, media, audience, government and the locality, Nyon Tourism board, organizing committee and association— and its sustaining power can be demarcated by the incoming competitors and products substitute.PESTLE analysis reveals that the event is partially stable if correlated to the high GDP trend of Switzerland, the political stability there, the legislative regulations for drug and alcohol use on the events, and the technological convenience that allows for facilitated media broadcasting.
However, it can be highly subjective under the current changes in social trends involving leisure, tourist fluctuations affected by heavy visa regulations, and environmental awareness. As indicated earlier, the competitive advantage carried by the event is its’ popularity and high culture involvement.Additionally, the ticket cost is affordable and the artist fees are low hence there may be gains extracted from the netto. However, Porter’s Analysis indicated that, threat of new entrants and substitute products (e. g.
Gurten Fest) do not bode well for the event. To maintain its’ competitive advantage it is suggested that future market stratagem should include the following: entrance reconstruction (multiple or enlarged), additional products (percussion), and adaptive to environmental cause (clean-up teams).
