The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It

For the first time entrepreneur as well as the ones struggling with existing biz must read this book. Starting a biz is easy, scaling is difficult. The book covers important aspects of a biz that must aim for scalability through easy to follow systems and process.

One of the book can help anyone to learn Business easily especially for starters. Read it and repeated the same

For those looking to setup a small business with little or no experience, this one gives you the way through. Valuable content backed by a strong narrative. Key Takeaways: - Work 'ON' your Business instead of working 'IN' it. - Technician vs Manager vs Entrepreneur. - The 3 phases: Infancy, Adolescence & Maturity. - Turnkey Management system - Business Development through Innovation, Quantification & Orchestration. - Setting up the Right Systems.

Highly recommend for entrepreneurs. The book reminds you how important it is to build proper systems in the business so that you can automate it, and focus on other priorities.

Anyone starting up must read this book. It’s a stepping stone as to how you need to structure yourself in terms of work. Very well explained as a story.

book has nice information but the cover and pages are not that much good in this price.

Good

This book can be divided in 2 sections: One being the entrepreneur myths which I loved about the book that how well the concerns were addressed. The second section was completely turning the self-employed business to franchise model which I can call it as so…so for me as I was expecting more illustration apart from restaurant franchise. Giving it 4 stars just because the name of the book is quite appealing but the recipe in the book is not that spicy. It is a must buy if you are or want to be in franchise business model. If you find the review useful, consider clicking helpful!

This book has been a real eye-opener and has completely changed my view on what a new business should look like. Mandatory reading for anyone looking to start his own company!

A little dated as it's from 1995 (e-commerce wasn't a thing and he doesn't talk about it – the only mentions of 'selling' are face to face as a salesman and those kinds of tactics) but the systems and practices he talks about are still very relevant and something I'd never considered until reading this book. Very good for working our what you want to get out of your business and the role you want to play most (the technician, the manager or the entrepreneur). You'll have to ignore some of his tangents/characters (he quite likes storytelling) but if you can get through that, this is a worthy read of anyone's time.

This book explains why you are stuck in business. All the myths revolved around entrepreneurship is explained.

On April 8, 1999, I discovered a book that changed the way I view business; a book that helped me to realize that running a successful architecture firm required so much more than designing great architecture. It taught me that inside the owner of every small firm exists a battle among The Entrepreneur, The Manager and The Technician, and that if we don’t attend to the needs of each, our firms are destined for failure. The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It inspired me to build Fivecat Studio as a Franchise Prototype, even though we knew selling our business systems as a franchise was never a planned goal. The systems we created for the firm have allowed us to thrive and have given us the freedom we need to balance the requirements of our firm with the responsibilities of our family. It is the book that inspired me to begin to work “on my business, rather than in my business.” This book, written by Michael E. Gerber, had a major influence in the success of our firm and continues to guide many of our business decisions to this day. Fivecat Studio has been in business for 15 years. Annmarie and I experienced the startup pains of “infancy”, the hard earned success of “adolescence” and recently, with our return to the home studio and the launch of our new virtual business model, we are surprisingly “getting small again”. As I re-read the words of this inspirational how-to guide for successful small business, it is shocking to me how accurate Mr. Gerber is as he describes the different stages of the typical small business. As I read it, I can follow the path of Fivecat Studio through good decisions and bad, through ups and downs and I can see the next steps we need to take. I’ve read The E-Myth so many times that I have lost count. A quick peek at my Amazon order history documents that I have given this book to no fewer than 10 friends and acquaintances as a gift from one business owner to another, struggling to find a life of fulfillment and freedom. Michael Gerber breaks his book into three sections. In Part I, The E-Myth and the American Small Business, he defines the E-Myth as the Entrepreneurial Myth and discusses how most small businesses are the result of an Entrepreneurial Seizure. He says, “The technician suffering from an Entrepreneurial Seizure takes the work he loves to do and turns it into a job.” Does that sound familiar? How many architects do you know who have launched their own firms, with dreams of “doing it better” than their former employer and found themselves way over their heads in all the responsibilities of running a small business? Gerber describes the three phases of business; Infancy, Adolescence and Maturity. He explains why it is so important to build a Mature company from the start. “A Mature company is founded on a broader perspective, an entrepreneurial perspective, a more intelligent point of view. About building a business that works not because of you but without you. And because it starts that way, it is more likely to continue that way. And therein the true difference between an Adolescent company, where everything is left up to chance, and a Mature company, where there is a vision against which the present is shaped.” “Successful companies don’t end up as Mature companies. They start that way.” In Part II, The Turn-Key Revolution: A New View of Business, Mr. Gerber introduces the concept of the Franchise Prototype and the concept of “working on your business, not in it.” He encourages us to create systems which allow for predictable results and happy clients. “The system runs the business. The people run the system. The system integrates all the elements required to make a business work. It transforms a business into an organism, driven by integrity of its parts, all working in concert toward a realized objective. And, with its Prototype as its progenitor, it works like nothing else before it.” Many architects I know, including Annmarie at first, reject the thought of building systems for their firms. They feel that the routines and consistency of such will limit their creativity, that they will lose their flexibility to create amazing works of architecture. When, in fact, systems will do just the opposite. When everything else required to run a successful business is set to run on “autopilot”, an architect will actually have more time and flexibility to be an architect. Gerber continues, “Great businesses are not built by extraordinary people, but by ordinary people doing extraordinary things. But for ordinary people to do extraordinary things, a system – ‘a way of doing things’ – is absolutely essential in order to compensate for the disparity between the skills your people have and the skills your business needs if it is to produce consistent results.” This is also the section where some readers become frustrated with Gerber’s example of McDonald’s as a model for small business success. I know, as an architect, it is difficult to see the connection between the home of the Big Mac and our aspiring high-end residential design firms. Please trust me and read the book to the end. You will not regret learning the lessons he teaches using the examples of this successful business franchise. Here is some of what Gerber says about McDonald’s; “It delivers exactly what we have come to expect of it every single time. So that’s why I look upon McDonalds as a model for every small business. Because it can do in its more than 14,000 stores what most of can’t do in one! And to me, that’s what integrity is all about. It’s about doing what you say you will do, and, if you can’t, learning how. If that’s the measure of an incredible business – and I believe it is – then there is no more incredible business than McDonalds. Who among us small business owners can say we do things as well?” Part III, Building a Small Business That Works is a step by step, how-to guide for a successful small business. He leads us through a fully developed Business Development Program and describes the many strategies required for small business success. The E-Myth Revisited is not only your answer to building a successful small business, it’s also very entertaining. Gerber structures the information around a narrative about a woman named Sarah struggling with her small business named All About Pies. Many readers will see ourselves in Sarah as she evolves from frustrated Technician into a successful small business owner. When I posted recently that The E-Myth was my favorite business book of all time, many from the Entrepreneur Architect Community reached out and asked me why. In short… If you take action to implement the lessons Michael Gerber teaches, The E-Myth Revisited will take your firm to places you only imagined. I know it will work for you, because it has already worked for me.

L'ho comprato un paio di anni fa e riletto recentemente. E' uno dei libri di business che mi porto nel cuore da quando l'ho scoperto. Si rivolge ai piccoli imprenditori,quindi quasi tutti,e quindi quasi tutti dovrebbero leggerlo. Usa la storia come metodo per introdurre i concetti fondamentali e alla base di tutto c'e' il consiglio,vero,profondo, utilissimo di iniziare la propria attivita' con un piano ben chiaro in testa, farsi i conti bene e per bene intendo bene e partire da subito con l'idea che nel lungo periodo bisogna arrivare a una standardizzazione del servizio, tirarsi fuori dall' equazione e iniziare la costruzione di un brand in franchising. Non significa rifondare Mc Donald, ma evitare di rompersi la schiena tutti i giorni per cinquat'anni cercando di sfondare il muro della propria produttivita' fisica con la testa. Comprare cartaceo e regalare a chi ha un'attivita'.