The aim of this study was to analyze development strategy and strategic positioning in martial arts. This study was strategic and descriptive and application in terms of its aims. The statistical population consisted of the managers and decision makers of Kung Fu TO’A including chairman, vice chairman, senior adviser, secretary, presidents of the two previous periods, chairmen of the provincial councils including members of the strategic council, chairmen of the committees, and the members of the technical committee (N=72). The sample was selected by census sampling method. The data were collected by a combination of qualitative methods (deep interview) and quantitative methods (researcher-made questionnaire). In the qualitative section, the reliability was controlled by peer review method and its plurality and reliability were also controlled by the preparation and implementation of a codified framework (SWOT) for the interview. In the quantitative section, some of the professors and experts in sport management who were familiar with Kung Fu TOA's confirmed the validity of the questionnaire and its reliability was confirmed by Cronbach's alpha (α=0.915). Using SWOT analysis, 17 strengths, 20 weaknesses, 17 opportunities and 14 threats were identified. Based on these items, 5 SO strategies, 3 WO strategies, 3 ST strategies and 2 WT strategies were provided.