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The E-myth Revisited

Why Most Small Businesses Don't Work and What to Do About It
Gerber, Michael E. (Book - 1995 )
Average Rating: 4 stars out of 5.
The E-myth Revisited
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E-Myth \ 'e-,'mith\ n 1: the entrepreneurial myth: the myth that most people who start small businesses are entrepreneurs 2: the fatal assumption that an individual who understands the technical work of a business can successfully run a business that does that technical work Voted #1 business book by Inc. 500 CEOs. An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business. Gerber walks you through the steps in the life of a business--from entrepreneurial infancy through adolescent growing pains to the mature entrepreneurial perspective: the guiding light of all businesses that succeed--and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. The E-Myth Revisited will help you grow your business in a productive, assured way.
Authors: Gerber, Michael E.
Title: The E-myth revisited
why most small businesses don't work and what to do about it
Publisher: New York, N.Y. : HarperBusiness, c1995
Edition: 3rd ed
Characteristics: xvi, 268 p. ; 21 cm
Content Type: text
Media Type: unmediated
Carrier Type: volume
Notes: "What every successful entrepreneur knows"--Cover
Contents: Part I. The E-myth and American small business. The entrepreneurial myth
The entrepreneur, the manager, and the technician
Infancy: the technician's phase
Adolescence: getting some help
Beyond the comfort zone
Maturity and the entrepreneurial perspective.
Part II. The turn-key revolution: a new view of business. The turn-key revolution
The franchise prototype
Working on your business, not in it.
Part III. Building a small business that works! The business development process
Your business development program
Your primary aim
Your strategic objective
Your organizational strategy
Your management strategy
Your people strategy
Your marketing strategy
Your systems strategy
A letter to Sarah
ISBN: 9780887307287
0887307280
Branch Call Number: 658.022 G3134E 1995
Statement of Responsibility: Michael E. Gerber
Subject Headings: Success in business Entrepreneurship Small business Management
Topical Term: Success in business
Entrepreneurship
Small business
LCCN: 94046667
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Sep 30, 2013
  • SeanVictorydawn rated this: 4.5 stars out of 5.

this is a wonderful business development tool. it's not just a book. it's an useful tool. don't judge by this book by its cover. It has no coverage regarding online businesses. It's target audience are people who run brick-and-mortars, and who can physically interact with customers and employees. Though some skills that are discussed may be transferable to online businesses. This book has many unique merits. For instance nowadays (Fall-2013) there is a business-success story movie running on the silverscreen called "Jobs" a tribute to the late Steve Jobs's life and achievements. If you read this book, you can easily determine the differences between IBM and Apple, where Apple is an individual success, but IBM is an orchestrational success. You will exactly understand what an orchestrational success after reading this book.

Aug 04, 2009
  • iLibrarian rated this: 5 stars out of 5.

If you’re a business owner or partner, stop and think about the real reasons that you’re in business. Go deeper than “gain customers” or “make profit”. Why are you in business today? Do you catch yourself thinking, “My business has become a frustrating job with long hours”? Has the myth of entrepreneurship caught up with you?

Michael Gerber’s The E-Myth Revisited offers some fresh and yet fundamental ideas that you can use immediately to improve your business. His insights will challenge the way you think about yourself and the true potential of your business. Gerber introduces a typical small business owner, Sarah, and her small pie shop, “All About Pie’s”. He uses Sarah’s story of discovery to effectively illustrate the concepts in each section of the book.

To begin, Gerber introduces Sarah to the three competing personalities of a business owner. The entrepreneur is the dreamer or visionary; the manager is the pragmatic person who plans, and creates order and predictability; and the technician is the doer. Like Sarah’s pie shop, many businesses are started by someone with a particular ability or craft they enjoy.

Often the business owner focuses so intensely on just doing the work that the other two personalities are completely overwhelmed by the technician. These businesses quickly encounter struggle and frustration. Success requires a healthy balance of all three. Do you know a small business where the technician role dominates? For example, Gerber insists that it is imperative to create and refine systems to do the work more efficiently and consistently. Ultimately, a new employee could do the work or, in the short term, the business owner gains time to focus on the goals and vision of the entrepreneur personality.

Using the franchising success story behind the familiar business of McDonalds, Gerber introduces the concept of the Turn Key Revolution. He explains that McDonald’s success is not about hamburgers or franchising itself, but rather a predictable and efficient method of doing business that keeps customers coming back again and again. Gerber encourages you to embrace the concept of the Turn Key Revolution in your business. For example, he suggests that you create job descriptions for each position your business needs even if there more positions than people. This approach encourages you to think about systems needed to operate efficiently and simultaneously improves the balance of the three personalities. The goal is to make your business more independent of you.

Gerber devotes the third section of his book to his methodology for success. He goes into detail about the business development process and program, people strategies, management strategies, marketing strategies, system strategies and so on. For example, he suggests that an operations manual should include carefully crafted scripts to handle customer inquiries on the phone and in person.

Read this book or, better yet, pick up a copy and use it to guide your success. If you’re determined to improve your business, start acting on these ideas today. Challenge your friends and colleagues to do the same in their businesses. Share your success stories. Still not convinced? Check out Gerber’s website www.e-myth.com. There are plenty of testimonials, case studies, interviews and video clips to inspire you.

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