Briefly describe the common methods of learning and studying modern management.

Various research methods are used in management consulting, from simple comparative analysis to abstract generalization and reasoning summary; From data analysis to icon representation; From text description to model analysis. Its purpose is to make the argument more rigorous, the analysis more scientific and reasonable, and the conclusions and suggestions more instructive. There are six main research methods introduced in this paper, namely: 1, comparative analysis: comparing company A and company B, 2, EFE analysis, 3, IFE analysis, 4, swot analysis, 5, 3 competitiveness analysis method and 6, 5 strength model analysis. Specifically, comparative analysis is the most commonly used and simplest method. Comparing a company with chaotic management and problematic operation mechanism with a company with orderly management and good operation, and observing their differences in organizational structure and resource allocation, we can see obvious differences. By comparing these differences with established management theories, we can find the management essence behind these differences. In enterprise management, case studies are often conducted to compare Company A and Company B, and some differences are found. There is a great contrast between various phenomena, and the most important thing is to analyze the management essence behind the phenomena. Therefore, it is not enough to compare superficial phenomena, but also to have theoretical analysis. The analysis of external factor evaluation model (EFE) and internal factor evaluation model (IFE) comes from environmental analysis in strategic management. Because the development of everything is influenced by the surrounding environment, the environment here is a generalized environment, which not only refers to the external environment, but also refers to the internal environment of the enterprise. Usually, we call the internal environment of the enterprise the endowment of the enterprise, which can be regarded as the initial value of the enterprise resources. The basic control mode of enterprise strategic management is determined by two major factors: external uncontrollable factors and internal controllable factors. Among them, the uncontrollable factors outside the company mainly include: government, partners (such as banks, investors, suppliers), customers (customers), public pressure groups (such as news media, consumer associations, religious groups) and competitors. In addition, social, cultural, political, legal, economic, technological and natural factors will restrict the survival and development of the company. From this analysis, external uncontrollable factors are both opportunities and threats to the company. It is a matter of life and death for a company to find opportunities, seize opportunities, make use of opportunities, understand threats and avoid risks in external factors. In the ever-changing dynamic market, whether a company has the ability to respond quickly, adapt to market changes quickly and innovate for change determines whether a company has the potential for sustainable development. The controllable factors within the company mainly include technology, capital, human resources and information. In addition, corporate culture and entrepreneurial spirit are an indispensable part of the company's strategy formulation and development. A company's corporate strategy must be related to its cultural background. Internal controllable factors can fully display the strengths and weaknesses or weaknesses of the company. So as to know ourselves, foster strengths and avoid weaknesses, give play to our competitive advantages, determine the strategic development direction and objectives of the company, and make the objectives, resources and strategies achieve the best match. Through the comprehensive weighted analysis of external opportunities, risks, internal advantages and disadvantages (with the help of external factor evaluation matrix [EFE] and internal factor evaluation matrix [IFE]), the company establishes long-term strategic development goals and formulates development strategies. Then compare the company's goals and resources with the formulated strategies, find out and establish effective alternative strategies (with the help of SWOT matrix, space matrix, BCG matrix, IE matrix and grand strategy matrix) that match the external and internal important factors, and determine the most effective and most likely successful strategy of the company by comparing the total attraction scores of the quantitative strategic planning matrix (QSPM) to several alternative strategies. Then, the company will set quantifiable and specific annual goals, rationally allocate various resources (such as the allocation and scheduling of people, finances and materials) around the established goals, and effectively implement the strategy. Finally, control, feedback and evaluate the implemented strategies. This is the last job, and it is also an extremely important job. Often, the frustration of some strategies is largely due to the lack of strict control mechanism and performance evaluation standards in the process of strategy implementation. Adequate and timely feedback is the cornerstone of effective strategic evaluation. In the rapidly and dramatically changing environment, the company's strategy is facing great challenges. Through the strategic evaluation decision matrix, we can clearly understand the realization process of the company's current strategy and actual goals, the adaptability of the company's current strategy in the changing environment, and whether it is necessary to revise the original strategic strategy. The so-called three kinds of competitiveness analysis refers to the competitive strategies adopted by the company: differentiation strategy, concentration strategy and low-cost strategy. Differentiation strategy is a strategy to provide distinctive products and services, meet the special needs of customers and form a competitive advantage. The formation of this strategy mainly depends on the characteristics of products and services, rather than the cost of products and services. However, it should be noted that the differentiation strategy does not mean that the company can ignore the cost, but only emphasizes that the strategic goal at this time is not the cost problem. By adopting this strategy, the company can well defend against the five competitive forces in the industry (which will be introduced later) and obtain profits that exceed the industry average. If the company's market is sensitive to price, it is a powerful way of competition to become the supplier with the lowest total cost in the industry. Its purpose is: the business operation mode has a high cost efficiency and obtains a lasting cost advantage over competitors. The strategic goal of low-cost supplier strategy is to gain a lasting cost advantage over competitors. The strategic goal of low-cost supplier strategy is to obtain relatively lower cost than competitors, rather than absolutely lower cost. When seeking low-cost leadership, managers of companies must seriously consider which functions and services buyers think are crucial-if a product is too simple and has no additional functions, it will actually weaken rather than strengthen the competitiveness of the product. Moreover, it is also of great significance whether competitors can copy or match the way enterprises gain cost advantages. The value of cost advantage depends on the durability of this advantage. If competitors find it relatively easy to imitate the leader's low-cost method, or do not need to pay too much price, then the cost advantage of low-cost leaders will not last long and will not produce valuable advantages. Centralized strategy refers to focusing business strategy on a specific target market and providing special products or services for a specific region or a specific group of buyers. Centralized strategy is different from the other two basic competitive strategies. The cost leading strategy and differentiation strategy are oriented to the whole industry and carry out activities within the whole industry. Centralized strategy is to carry out intensive production and operation activities around a specific goal, which requires more effective services than competitors. Once the company chooses the target market, it can form a centralized strategy through product differentiation or cost leadership. In other words, companies that adopt a focus strategy are basically companies with special differentiation or special cost leadership. Because of the small scale of such companies, companies that adopt centralized strategy often cannot adopt differentiated and cost-leading methods at the same time. If a company adopting centralized strategy wants to achieve cost leadership, it can establish its own cost advantage on special products or complex products. It is difficult to standardize the production of this kind of products, to form economies of scale in production, and to have the advantage of experience curve. If a company adopting a centralized strategy wants to achieve differentiation, it can use all differentiation methods to achieve the expected goal. Different from differentiation strategy, the company adopting centralized strategy competes with the company implementing differentiation strategy in a specific target market, but not with competitors in other market segments. In this regard, dedicated companies can better understand the market and customers, and provide better products and services, because their market is small. In a sense, SWOT analysis belongs to the internal analysis method of enterprises, that is, analysis is carried out according to the established internal conditions of enterprises themselves. SWOT analysis has its foundation. According to the complete concept of enterprise competitive strategy, strategy should be an organic combination of what an enterprise can do (that is, the advantages and disadvantages of the organization) and what it can do (that is, the opportunities and threats of the environment). The competitive theory put forward by Michael Porter, a famous competitive strategy expert, thoroughly analyzes and explains the "possibility" of an enterprise from the perspective of industrial structure, while competency-based management scientists use the value chain to deconstruct the value creation process of an enterprise and pay attention to the analysis of the company's resources and capabilities. On the basis of synthesizing the former two, SWOT analysis combines the internal analysis of the company (that is, the research orientation concerned by management scholars in the mid-1980s, represented by the ability school) with the external analysis of the industry competitive environment (that is, the central theme concerned by early strategic research, represented by Andrews and Michael Porter) to form its own structured balanced system analysis system. SwoT matrix: SWOT matrix: strengths, weaknesses, opportunities, so marketing strategy (growth marketing strategy), WO marketing strategy (reversal marketing strategy), threat marketing strategy (diversification marketing strategy), wt marketing strategy Compared with other analysis methods, SWOT analysis has obvious structural and systematic characteristics from the beginning. As far as structure is concerned, first of all, in form, SWOT analysis is to construct a SWOT structure matrix and give different analytical significance to different areas of the matrix; Secondly, the main theoretical basis of SWOT analysis also emphasizes the analysis of the external environment and internal resources of enterprises from the perspective of structural analysis. In addition, as early as the 1960s before the birth of SWOT, some people put forward the internal strengths, weaknesses, external opportunities and threats involved in SWOT analysis, but only analyzed them in isolation. The important contribution of SWOT method lies in matching these seemingly independent factors with systematic ideas for comprehensive analysis, which makes the formulation of enterprise strategic plan more scientific and comprehensive. Since its formation, SWOT method has been widely used in strategic research and competitive analysis, and has become an important analytical tool for strategic management and competitive intelligence. Intuitive analysis and simple use are its important advantages. Even without accurate data support and more professional analysis tools, we can draw convincing conclusions. However, it is this intuition and simplicity that makes SWOT inevitably have the defect of insufficient accuracy. For example, SWOT analysis adopts qualitative methods, and forms a fuzzy description of the competitive position of enterprises by enumerating various manifestations of S, W, O and T, and the judgment made on this basis is bound to be subjective. Therefore, when using SWOT method, we should pay attention to the limitations of this method. When listing facts as the basis of judgment, we should try our best to be true, objective and accurate, provide some quantitative data, make up for the deficiency of SWOT qualitative analysis, and build the foundation of high-level qualitative analysis. SWOT analysis chart five-force model analysis method belongs to the microscopic analysis of external environment analysis method in a certain sense. The model was developed by Michael? It was put forward by Michael Porter in the early 1980s, which had a far-reaching global impact on enterprise strategy formulation. Used in competitive strategy analysis can effectively analyze the competitive environment of customers. Porter's "five forces" analysis method is a cross-sectional scan of the profitability and attractiveness of an industry, which shows the average profit space of enterprises in this industry, so it is a measure of the industry situation, not the ability of enterprises. Usually, this analysis method can also be used to analyze the ability of entrepreneurs to reveal what kind of profit space enterprises have in this industry or industry. Michael Porter's main contribution to management theory is to build a bridge between industrial economics and management. In his classic book "Competitive Strategy", he put forward an industry structure analysis model, the so-called five-force model, which holds that five competitive driving forces, namely, the existing competitive situation of the industry, the bargaining power of suppliers, the bargaining power of customers, the threat of substitute products or services and the threat of new entrants, determine the profitability of enterprises, and points out that the core of company strategy should be to choose the right industry and the most attractive competitive position in the industry. Figure: Schematic diagram of five dynamic models The above analysis methods are often used in enterprise case analysis. Using them reasonably and properly can let us see the essence of enterprise problems through some superficial phenomena, but these methods are only tools in themselves, and how to use them reasonably is the most critical. References: Enterprise Strategic Management, Erming Xu Renmin University Press, Strategic Management, Thomson International Land Peking University Press, Analysis of Enterprise Core Competitiveness, economist Zheng Chuanfeng, Research on Enterprise Core Competitiveness-Theoretical and Empirical Analysis, 2002, 09, edited by Li Pinyuan, Economic Science Press, April 2003, The Future of Competition (USA), Parra Halad Hammer. 1998 "international competitiveness of enterprises in China: impact and countermeasures after China's entry into WTO", Liu Xiaoyi et al. , Wuhan University Press, 200 1 A Review of the Theory of Enterprise Core Competence, Li Dongjiang,1999 (1): 61~ 64 Core Yang Jianlong. China's industrial economy. 1999 (2): 64 ~ 69 "Cultivating the Company's Core Competence and Creating a Sustainable Competitive Advantage" Zhou Xing, Economic and management studies. 1999 (1): 37 ~ 40. Exploring the Source of Modern Company's Competitive Advantage-Core Competitiveness System. Yang Yongheng. Nankai economic research. 1998 (5): 39 ~ 44 competitive strategy. Michael Porter, Huaxia Publishing House. 1997. Competitive strategic advantages. Michael Porter, Huaxia Publishing House. 1997. Analysis and evaluation of the company's core competitiveness .. Journal of Wuhan University of Technology, 02, 2000, Choice and combination of enterprise marketing strategies, Deng Nianguo, business research, 20, 2002, New marketing strategies urgently needed in the face of WTO, Zhou, economy and management, 07, 2002, economist, 09, 2002.