E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do about It
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...
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In this first new and totally revised edition of the over two million copy 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. Next, 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 -- and shows how to apply the lessons of franchising to any business, whether it is a franchise or not. 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. 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. -- Mark Guyer, Stark City District Library, Canton, Ohio
The E-Myth Revisited\ Why Most Small Businesses Don't Work and What to Do About It\ The Entrepreneurial Myth\ They intoxicate themselves with work so they won′t see how they really are.\ --Aldous Huxley\ The E-Myth is the myth of the entrepreneur. It runs deep in this country and rings of the heroic.\ Picture the typical entrepreneur and Herculean pictures come to mind: a man or woman standing alone, wind-blown against the elements, bravely defying insurmountable odds, climbing sheer faces of treacherous rock--all to realize the dream of creating a business of one′s own.\ The legend reeks of nobility, of lofty, extra-human efforts, of a prodigious commitment to larger-than-life ideals.\ Well, while there are such people, my experience tells me they are rare.\ Of the thousands of businesspeople I have had the opportunity to know and work with over the past two decades, few were real entrepreneurs when I met them.\ The vision was all but gone in most.\ The zest for the climb had turned into a terror of heights.\ The face of the rock had become something to cling to rather than to scale.\ Exhaustion was common, exhilaration rare.\ But hadn′t all of them once been entrepreneurs? After all, they had started their own business. There must have been some dream that drove them to take such a risk.\ But, if so, where was the dream now? Why had it faded?\ Where was the entrepreneur who had started the business?\ The answer is simple: the entrepreneur had only existed for a moment.\ A fleeting second in time.\ And then it was gone. In most cases, forever.\ If the entrepreneur survived at all, it was only as a myth that grew out of a misunderstanding about who goes into business and why.\ A misunderstanding that has cost us dearly in this country--more than we can possibly imagine--in lost resources, lost opportunities, and wasted lives.\ That myth, that misunderstanding, I call the E-Myth, the myth of the entrepreneur.\ And it finds its roots in this country in a romantic belief that small businesses are started by entrepreneurs, when, in fact, most are not.\ Then who does start small businesses in America?\ And why?\ The Entrepreneurial Seizure\ To understand the E-Myth and the misunderstanding at its core, let′s take a closer look at the person who goes into business. Not after he goes into business, but before.\ For that matter, where were you before you started your business? And, if you′re thinking about going into business, where are you now?\ Well, if you′re like most of the people I′ve known, you were working for somebody else.\ What were you doing?\ Probably technical work, like almost everybody who goes into business.\ You were a carpenter, a mechanic, or a machinist.\ You were a bookkeeper or a poodle clipper; a drafts-person or a hairdresser; a barber or a computer programmer; a doctor or a technical writer; a graphic artist or an accountant; an interior designer or a plumber or a salesperson.\ But whatever you were, you were doing technical work.\ And you were probably damn good at it.\ But you were doing it for somebody else.\ Then, one day, for no apparent reason, something happened. It might have been the weather, a birthday, or your child′s graduation from high school. It might have been the paycheck you received on a Friday afternoon, or a sideways glance from the boss that just didn′t sit right. It might have been a feeling that your boss didn′t really appreciate your contribution to the success of his business.\ It could have been anything; it doesn′t matter what. But one day, for apparently no reason, you were suddenly stricken with an Entrepreneurial Seizure. And from that day on your life was never to be the same.\ Inside your mind it sounded something like this: "What am I doing this for? Why am I working for this guy? Hell, I know as much about this business as he does. If it weren′t for me, he wouldn′t have a business. Any dummy can run a business. I′m working for one."\ And the moment you paid attention to what you were saying and really took it to heart, your fate was sealed.\ The excitement of cutting the cord became your constant companion.\ The thought of independence followed you everywhere.\ The idea of being your own boss, doing your own thing, singing your own song, became obsessively irresistible.\ Once you were stricken with an Entrepreneurial Seizure, there was no relief.\ You couldn′t get rid of it.\ You had to start your own business.\ Copyright C 1995 Michael E Gerber\ The E-Myth Revisited\ Why Most Small Businesses Don't Work and What to Do About It. Copyright © by Michael E. Gerber. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold.
AcknowledgmentsForewordIntroduction1Pt. IThe E-Myth and American Small Business7Ch. 1The Entrepreneurial Myth9Ch. 2The Entrepreneur, the Manager, and the Technician19Ch. 3Infancy: The Technician's Phase34Ch. 4Adolescence: Getting Some Help43Ch. 5Beyond the Comfort Zone51Ch. 6Maturity and the Entrepreneurial Perspective68Pt. IIThe Turn-Key Revolution: A New View of Business77Ch. 7The Turn-Key Revolution79Ch. 8The Franchise Prototype91Ch. 9Working On Your Business, Not In It97Pt. IIIBuilding a Small Business That Works!115Ch. 10The Business Development Process117Ch. 11Your Business Development Program134Ch. 12Your Primary Aim136Ch. 13Your Strategic Objective149Ch. 14Your Organizational Strategy166Ch. 15Your Management Strategy187Ch. 16Your People Strategy197Ch. 17Your Marketing Strategy218Ch. 18Your Systems Strategy234Ch. 19A Letter to Sarah253Epilogue: Bringing the Dream Back to American Small Business259Afterword: Taking the First Step267
\ Library JournalIndicating 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. \ -- Mark Guyer, Stark City District Library, Canton, Ohio\ \
