- Paperback: 268 pages
- Publisher: HarperCollins; Upd Sub edition (March 3, 1995)
- Language: English
- ISBN-10: 9780887307287
- ISBN-13: 978-0887307287
- ASIN: 0887307280
- Product Dimensions: 5.3 x 0.6 x 8 inches
- Shipping Weight: 8.8 ounces (View shipping rates and policies)
- Average Customer Review: 4.6 out of 5 stars See all reviews (1,639 customer reviews)
- Amazon Best Sellers Rank: #895 in Books (See Top 100 in Books)
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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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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.
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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.
Somebody gave this book 4 stars because of how long-winded the author can be... which is definitely something he does. It feels like 3 pages could be condensed to 2 paragraphs sometimes. That said, I felt that half the time it was just annoying and half the time it really helped the point of the story he was telling. It's long-winded, but that often plays into the lesson that he's retelling. So I'd give it a 4.5 stars if I'm really being critical. That said, it's about the insights and lessons you draw from it. Worth the read.
To overcome this myth and it's accompanying challenges, the author argues for the deployment of a Franchise Prototype model. It begins with the owner realizing that "your business is not your life...the primary purpose of your business is to serve your life, you can then go to work on your business, rather than in it".
One might than ask themselves, how do I convert my existing business into this new operational model? This is where the Business Development Program, comes into play. The program introduced by GERBER in this book is based on the execution of the following seven steps:
1- Your Primary Aim: " What do I value the most? What kind of life do I want? What do I want my life to look like, to feel like? Who do I wish to be? Your primary aim is the answer to all these questions."
2- Your Strategic Objective: "A very clear statement of what your business has to ultimately do for you to achieve your primary aim."
3- Your Organizational Strategy: Structure the way the business is going to work, in other words creating the organizational chart - roles and responsibilities.
4- Your Management Strategy: "A system designed into your prototype to produce a marketing result."
5- Your People Strategy: The way the "game" (vision/aim) is communicated to the team at the outset. This includes everything from the position contracts (organization chart), to operations manuals, to the standards for performance and accountability.
6- Your Marketing Strategy: Knowing who your customer is (demographics) and why they buy (psychographics)
7- Your Systems Strategy: The "set of things, actions, ideas and information that interact with each other, and in so doing, alter other systems."
What sets this book apart is the analysis that the author performs, through a sample business, of issues small business owners encounter. This includes the different personas the owner takes on, as well as the evolution of the business through the maturity cycle. This analysis is what allows the readers to appreciate and embrace the proposed prototype framework that the author then introduces as key to success. A must read in the area of entrepreneurship and small business.
Most recent customer reviews
What a worthless piece of junk.