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The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It, by Michael E. Gerber
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In this first new and totally revised edition of the 150,000-copy underground bestseller, The E-Myth, Michael Gerber dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business. He 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. He then shows how to apply the lessons of franchising to any business whether or not it is a franchise. Finally, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. After you have read The E-Myth Revisited, you will truly be able to grow your business in a predictable and productive way.
- Sales Rank: #1148 in Books
- Published on: 1995-03-03
- Released on: 2004-10-14
- Original language: English
- Number of items: 1
- Dimensions: 8.00" h x .65" w x 5.31" l, .44 pounds
- Binding: Paperback
- 268 pages
- develop powerful visions companies
Amazon.com Review
Michael Gerber's The E-Myth Revisited should be required listening for anyone thinking about starting a business or for those who have already taken that fateful step. The title refers to the author's belief that entrepreneurs--typically brimming with good but distracting ideas--make poor businesspeople. He establishes an incredibly organized and regimented plan, so that daily details are scripted, freeing the entrepreneur's mind to build the long-term success or failure of the business. You don't need an M.B.A. to understand or follow its directives; Gerber takes time to explain buzzwords and complex theories. Read in a clear and well-paced manner, listening to The-E Myth is like receiving advice from an old friend. --Sharon Griggins
From Library Journal
Indicating that 40 percent of small businesses fail within their first year, Gerber, a small business expert, talks about how to be successful. In this revision of his 1986 book, he describes the "E-Myth," which basically states that a person with technical but few management skills can do well in business. Gerber describes developing a precise business system that produces consistent results because it has been tested and refined. He says that businesses thrive because of innovation, quantification, and orchestration. Visualize what is true success to you as a person, Gerber advises, and work from the ideal to the specific. While the author is a consumate salesman who reads his material in soothing tones, he offers too many abstract ideas and too few concrete plans. There is little useful content here. Not recommended.
Mark Guyer, Stark Cty. Dist. Lib., Canton, Ohio
Copyright 1995 Reed Business Information, Inc.
Review
"Gerber loves to exhort people to develop powerful visions for theircompanies." -- Fortune
"Thanks to Gerber l have freed up over three hours a day, significantly increased my sales, more than doubled my bottom line, and been able to take my first vacation in four years." -- Trish Lind, T. Lind Graphics, St. Paul, Minnesota
"Without a doubt, the most important message for our company over thenext decade." -- The John Hancock Insurance Group
Most helpful customer reviews
8 of 8 people found the following review helpful.
Gerber doesn't have any real business experience, so why read this book?
By Orange Banana
Gerber is just perpetuating the myth that you can start a business and have other people run it for you so you can go retire on an island. It is bogus. Very few businesses succeed in the long term that rely on a operations manual to guide the company with little input from the entrepreneur.
If Gerber's system is so effective, why do most highly successful entrepreneurs still spend so much time with the companies that they created?
Why do you want to hire employees with no skill and pay them as little as possible? All that method does is promote high turnover and HR nightmare associated with that.
Why does Gerber think that this model can be applied to highly skilled and technical areas of business?
It is baffling that there are so many good reviews for this book. I can only imagine that they are from people that haven't yet started their own business and are excited by the false hopes that this book sells.
0 of 0 people found the following review helpful.
Shivers & More Questions
By Amazon Customer
Great entry-level book to business. I had a lot of 'wow' moments where I got the shivers thinking about the implications of what the author talks about in regards to how franchises are so successful, the games they implement to 'motivate' their employees and the systems used to maintain quality and brand regardless of the type of employees one hires. The book is repetitive but in a way that isn't annoying. It spirals on each point until you have it drilled in.
I agree with a lot of the points made. But note the belief of the author is that a business is to eventually be sold. Now that I have a better understanding of the importance of a plan, systems to implement, an organizational chart, im trying to answer my next question--how can I grow a business to a level that I can maintain while still being involved in the 'lower-level' work (The author stresses that one shouldn't get caught doing technical work for too long)
I would recommend this to anyone. If you're trying to become the world's best guitar maker then this probably isn't all applicable. This book + a guide to becoming the best guitar maker and running the biz would be ideal.
2 of 2 people found the following review helpful.
This book transcends time and culture
By Dave in Nashville TN
This book and it's principles will profoundly impact your journey as an entrepreneur.
My business, an organic food technology start up company, has a lot of moving parts and it's complex
on many levels. I decided early on to incorporate these principles. Im glad that I did. Especially, the part
where he talks about the hotel and how every single task and how to do it is defined and measured. This is tedious,
but you cannot scale, and you cannot adequately measure a person's performance unless every single aspect of
exactly what they do is defined step by step.
I once heard a growing company does not provide jobs, it provides opportunity. Unfortunately, many people are looking for a job,
when you take away the mystery of how long it takes to get something done, and the technique necessary to do it right... there is
nothing for a a lazy, unmotivated employee to hide behind.
Get the book if you haven't. It isn't a best seller because of hype.
Dave
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