Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $3.99 shipping
+ $3.99 shipping
+ $3.99 shipping
The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It Paperback – October 14, 2004
|New from||Used from|
Frequently bought together
Customers who bought this item also bought
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 --This text refers to an out of print or unavailable edition of this title.
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. --This text refers to an out of print or unavailable edition of this title.
If you buy a new print edition of this book (or purchased one in the past), you can buy the Kindle edition for only $2.99 (Save 75%). Print edition purchase must be sold by Amazon. Learn more.
For thousands of qualifying books, your past, present, and future print-edition purchases now lets you buy the Kindle edition for $2.99 or less. (Textbooks available for $9.99 or less.)
If you are a seller for this product, would you like to suggest updates through seller support?
Top Customer Reviews
A mentor told me to read this book. The E-Myth was the driving factor that took my small business which had been controlling my life and transformed it into a business I could run remotely. Before I read this book I was working on site 9 hours a day 6 days a week. Less than a year after reading this I was able to take a six-month vacation around the world while my business ran itself. If you own a small business you need to read this book as soon as possible.
First of all the book painfully shows its age being written in 1986 when all the business "gurus" were touting the success of McDonalds, Coke and IBM as their own. These references were outdated even then. I thought that "revisited" (1995 publish date) might include a reference to the internet at least, but I was wrong.
The book feels like a 268 page infomercial for the author's consulting company. Once per chapter you can count on: "we at GERBER Corp" have the answer to this problem. We'll give an overgeneralized and useless thumbnail of the solution here, in the hopes that you might become a client"
I appreciate the attempt at allegorical style, but it is poorly done. I don't believe for a minute that there ever was a conversation with a "Sarah" that runs through the book. With this obvious falsification, the author loses authenticity.
Obviously the author is a career consultant and it is painfully obvious: for example the points he makes are always bunched in threes. (because thats the only way stupid people comprehend at hotel seminars) Well what if the discoveries take you in a direction that leads to 5 or 13 points of knowledge?
There is no hard data, empirical evidence, test results, or original knowledge - just anecdotes and the author's unsupported claims, likely culled from a morass of 1970s business books and spun into a different yarn.
Despite all this, there are some interesting points raised about the qualities needed for starting a business being different from those to run it. Some colorful descriptions here and there which elevate it to two stars bordering on three.
In summary: If you want to grow a business larger than a mom and pop and stay profitable over time, you must build systems and processes. The author thinks a lot of small business owners don't know this. If you do know this, move on.
The sobering fact is that an overwhelming majority of businesses fail in the first five years of operation, and these failures tend to follow a pattern. Gerber illustrates that successful businesses excel not by happenstance but by following a particular model that has proven to work—franchises, with overwhelmingly high success rates at five years, are given as a prime example. The E Myth Revisited explains, in often broad and sometimes specific terms, the approach that is required for a business to not only persevere, but to prosper.
The book is divided into three parts. Part I exposes many of the myths that delude people into starting their own business. Here the author clarifies the three different personalities in business: the “technician,” the “manager,” and the “entrepreneur.” Gerber explains that new ventures are often started by “technicians” who make the mistake of thinking that being able to do some type of work (e.g. hairstylist) equates to an understanding of how that business is done (beauty salon). Part II takes a broad approach to explain the “Turn-Key Revolution” and the general tenets one needs in order to lay the foundation for a successful business prototype. Part III comprises the bulk of the book and provides the most detail. It has step-by-step systematic guides to cultivate and nurture success.
I think this book’s greatest value is establishing a universal blueprint that any person from any type of business can follow in order to steer their team and organization toward new heights. With this advice are some very valuable life lessons and pearls of wisdom. On a negative note, as with any other book that secondarily serves as propaganda, there are frequent references and “plugs” to the author’s own website and business services. Moreover, the author often diverts and has a conversation with “Sarah,” a fictional failed business owner who is guided toward the light. These sections are lacking in substance and are so full of fluff that I wanted to send Sarah away on a permanent vacation.
As a non-businessperson, this book is extremely easy to read, and the fact that it has no technical language whatsoever makes it accessible and worthwhile to anyone who either wants to launch a new venture or reboot an old one. Despite the fact that it’s 260+ pages, The E Myth Revisited is also a surprisingly quick read.
I am sure there are many paths to success in business, but Gerber makes a persuasive case for his prescriptions in this book.
I am starting a small business (on the side)currently while still holding a 40 hour position in procurement. I know it is biased, but the chapter involving systems wherein the author give sales pitch examples, I found his message to be misleading and inexperienced. As someone that has dealt with salesmen of varying calibers over more than a decade, his examples would result in being ignored in place of a saleman that would respect a buyers intelligence.
TL;DR This book offers a lot of good advice, but not in the regard to outside sales tactics and behavior.