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The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It Paperback – October 14, 2004
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From Library Journal
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.
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Top Customer Reviews
One of Gerber's most striking observations is that most small businesses are started by "technicians", that is people who are skilled at something and who enjoy doing that thing. (A technician can be anything from a computer programmer to plumber to a dog groomer to a musician or lawyer.) When these technicians strike out on their own, they tend to continue doing the work they are skilled at, and ignore the overarching aspects of business. Without clear goals and quantification benchmarks, they soon find themselves overworked, understaffed, and eventually broke. Worst of all, they may come to hate the work they do. Rather than owning a business, they own a job, and they find themselves working for managers who are completely clueless about how to run a business- -themselves.
The solution, Gerber argues, is for every business owner, especially the technician-owners, to balance their business personalities. According to Gerber, every business owner needs to simultaneously be an entrepreneur and a manager as well as a technician. The technician is the worker-bee, the one who produces the product.Read more ›
First the good news: Gerber is exactly right. Most new businesses fail because of poor planning, a lack of organization and what I call "entrepreneurial disillusionment" -- in other words, the owner of the business discovers that running a business doing what he or she loves is not what they thought it would be. It's clear Gerber knows what he's talking about. He hits most (if not all) of the salient drawbacks to starting and running a business. It's an easy weekend read and it is an entertaining book.
Now the bad news: The way Gerber goes about conveying his message might turn people off to the book. He is overly verbose, some of his examples don't make sense and he takes too long to come to the point. In one passage, Gerber wrote for five pages describing "opportunity cost," (and never mentions that term) when a sentence or a paragraph would have sufficed. Seasoned businesspeople and grisled entrepreneurs will find this book repetitive, pedestrian and more than a little frustrating as they wait for Gerber to make his point. I think Gerber's editor failed him on this book.
Having written that, I plan to put this book on the suggested reading list for my Entrepreneurial Marketing classes. I think it might save more than a few new entrepreneurs from making big, hairy, expensive mistakes.
The "e"(for entrepreneur) myth is that hard work and perseverance -- plowing ahead against the odds -- will alter the statistical odds that doom most new businesses. Gerber uses as an example, a woman who had begun a small bakery business because of her legendary piemaking skills. Since she knew how to bake great pies, shouldn't it follow that that skill could be the basis for a successful business? Back in the real world, while the business hadn't exactly failed, it hadn't exactly succeeded, either. Gerber shows how the overwrought business owner can turn the idea into a successful venture.
The author advocates looking for guidance to the large franchise model (McDonald's is an example he cites frequently). The distinctive characteristic of the large franchise-based business is a detailed, finely tuned system that can be run successfully by non-experts. Gerber takes the reader through the steps to create a detailed small business model. Using this system, the business owner is transformed from a day to day operator to a sort of teacher whose success is achieved by training others in detail to use the very skills the owner brought to the business in the first place.
Few readers will have the time and discipline to adopt the entire soup-to-nuts program advocated in this book, but can still learn a great deal from it.
Gerber's E-Myth Revisited offers salient points with the most important being, "Work ON your business not IN it." We are introduced to three working personalities: 1) the entrepreneur who always has ideas, 2) the manager who keeps everything organized, and 3) the technician who knows that "If it's going to get done right, I'd better do it myself." Through the eyes of a business owner/client, Gerber unfolds the story that allows us to see the importance of each personality preference and the necessity for balance between them. We also see the different stages of business growth and come to appreciate the benefits of implementing systems at the beginning of developing a business.
Humor throughout the book makes this an enjoyable read, and as I tell my clients, savor your chuckles when you find Gerber describing you almost perfectly.
Most Recent Customer Reviews
Excellent Book. All new business owners and their spouse and/or business partners must read prior to starting any business!Published 5 days ago by Amazon Customer
Prototype of a business is one of the greatest takeaways from this book. There are many other smaller takeaways.Published 8 days ago by Sudheendra NK
This book is written in a frustratingly verbose manner. Some the information is outdated (written in 1995). But the nuggets of information are extremely helpful. Read morePublished 17 days ago by Amanda
Must read if you are struggling to succeed or you have lost your joy in running your business. The best time to read this book is before you begin!Published 18 days ago by Paul Urban
I love parts of these book and hate others. The parts I didn't like is where I felt the author was dragging a concept for too long without getting to the conclusion. Read morePublished 22 days ago by Onedrop