what is the good answer of swot analysis?

Answer 1

SWOT Analysis
The following outlines the most significant Strengths and Weaknesses internal to subject, and the Opportunities and Threats that exist in our environment. Our objective is to leverage our strengths to take advantage of the opportunities our market presents, develop those areas that are weaknesses, and devise contingency plans to address threats if those should become a reality.
Strengths
Organizers Reputation—
The Board of Directors listed, includes significant career experience including professionals involved with academic/scientific, commercial/industrial and naval/government experience in education, operations and management.
Donor Base—
Government, Societies, local corporations and individuals.
Facilities— as indicated
The Internet—
Our website, promises to be a significant technological solution for us in the area of registration, communication, and information delivery. The website will demonstrate the ability to provide more extensive and current information at reduced costs. We can reduce the need for printed materials, voice mail communication equipment, and staff payroll time.
Weaknesses
Capital Requirements—Funds are needed to create the quality of the experiences offered and meet future program demands. The strategy is to provide significant financial resources. The future depends on these resources in addition to revenues from participants and traditional fund-raising events.
Opportunities
We compete for resources in a community with a high number of not-for-profit organizations per capita. Numerous organizations target personal and corporate dollars to augment other revenue sources. Based on this challenge, we must demonstrate that we successfully offers a meaningful experience to participants, with short and long-term benefits, in a manner that effectively meets community needs. The following summarizes potential opportunities:
Geographic Serving Area Issues—
We could be a precedent-setting organization that attracts attention from surrounding communities. Decisions regarding the serving area will impact financial requirements and potentially open new revenue opportunities. This growth strategy must be managed and orchestrated in a manner that will add strength to the program.
Program Expansion—
Program expansion requires consideration and evaluation. This may include adding activities and teachers to the current proposed venue or looking at offering these to older age groups, potentially including adult programs.
Community Education—We must continue to tell its story to the community it serves. This message is one that reinforces the philosophy and the purpose for its existence. A well-informed community may effectively ensure public facilities are available for use based on reasonable expectations placed on us.
Threats - The major challenges we currently face include the following:
Alternative Programs—
The increasing impact from other programs, ranging from organization-sponsored to club activities, poses a threat to a segment of our market. These organizations target the highly skilled and committed students and teachers and could erode the depth and breadth of our participant and teacher resources.
Legal and Liability Issues—
We will be exposed to liability issues in many aspects of the experience it provides. The potential concerns range from health and safety issues to various forms of verbal or physical abuse. In an increasingly litigious society, there is always potential for legal action.
The “Elite/Advanced” Dilemma—
Providing competitive environments for students with higher skill levels who seek to be in an intentionally competitive arena is in question. The threat of not offering this option is that these students may be drawn away from us by alternative programs. Some of the most highly trained and experienced teachers can also be attracted to these other programs. This issue challenges some of our most basic philosophies.
Market Summary
A summary of the key markets affecting the subject project are depicted in the Table below. As shown, the two principal markets that have a direct bearing on projected visitors to the greater area are the tourist market and the local resident market. The resident market totals some 3 million people living within 50 miles. Of these, 1.3 million are considered primary market residents and 1.7 million are from the secondary resident market. The tourist market comprises some 32 million visitors. This market is broken down into several sub markets. Conventional overnight visitors staying at local hotels total 14 million; overnight visitors staying at campgrounds totaled 1 million. Another 4 million are estimated to be staying with friends and relatives, locally. Finally, we are assuming that there are an additional 18 million visitors to the local area who do not stay overnight but who will be potentially available to support the proposed attractions at location, adjacent to the airport. The size of this market is based on several factors: highway traffic counts, surveys conducted by local market attractions, estimates in previous studies and the seasonality of visitation to the area. While they are certainly available to support these attractions, their propensity to do so is significantly lower than those tourists spending at least one night in the area. As shown in the table, the total available market for the subject attraction is estimated at 32 million.

Answer 2

When using SWOT Analysis for strategic planning we are identifying two internal factors (strengths and weaknesses) which are under organisation control and two external factors (opportunities and threats) outside of organisation control.

Answer 3

SWOT is for analysing urself with the following factors:
Strength
Weakness
Oppurtunity
Threats

Answer 4

I am not sure what you mean by the good answer. It stands for Strengths Weaknesses Opportunities Threats and is a method of evaluating other organizations in your industry to determine how you compare with them and maybe what kind of strategy you should take in succeeding in that industry.