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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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E-Myth \ 'e-,'mith\ n 1: the entrepreneurial myth: the myth that most people who start small businesses are entrepreneurs 2: the fatal assumption that an individual who understands the technical work of a business can successfully run a business that does that technical work
Voted #1 business book by Inc. 500 CEOs.
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 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 or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business.
The E-Myth Revisited will help you grow your business in a productive, assured way.
- Part of series
- Length
288
Pages
- Language
EN
English
- PublisherHarper Business
- Publication date
2004
October 14
- Dimensions
5.3 x 0.7 x 8.0
inches
- ISBN-109780887307287
- ISBN-13978-0887307287
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Editorial Reviews
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"Gerber loves to exhort people to develop powerful visions for theircompanies." -- Fortune
"Thanks to Gerber l have freed up over three hours a day, significantly increased my sales, more than doubled my bottom line, and been able to take my first vacation in four years." -- Trish Lind, T. Lind Graphics, St. Paul, Minnesota
"Without a doubt, the most important message for our company over thenext decade." -- The John Hancock Insurance Group
About the Author
Michael E. Gerber is a true legend of entrepreneurship. The editors of INC magazine called him "The World's #1 Small Business Guru." He is Co-founder and Chairman of the Michael E. Gerber Companies—a group of highly unique enterprises dedicated to creating world-class start-ups and entrepreneurs in every industry and economy. The Gerber Companies transforms the way small business owners grow their enterprises and has evolved into an empire over its history of nearly three decades.
Excerpt. © Reprinted by permission. All rights reserved.
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.
Product details
- ASIN : 0887307280
- Publisher : Harper Business; Updated,Subsequent edition (October 14, 2004)
- Language : English
- Paperback : 288 pages
- ISBN-10 : 9780887307287
- ISBN-13 : 978-0887307287
- Item Weight : 9.7 ounces
- Dimensions : 5.31 x 0.65 x 8 inches
- Best Sellers Rank: #3,329 in Books (See Top 100 in Books)
- #16 in Entrepreneurship (Books)
- #27 in Business Management (Books)
- #37 in Leadership & Motivation
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About the author

Michael E. Gerber is a true legend of entrepreneurship. Inc. Magazine called him "the World's #1 Small Business Guru." He started over 40-plus years ago addressing a significant need in the small business market: businesses owned primarily by people with technical skills but few business skills, and no place to go to get meaningful help.
Over the years, Michael E. Gerber's companies have helped hundreds of thousands of small business owner-clients to successfully transform their businesses into world-class operations.
Mr. Gerber's E-Myth books include: The Most Successful Small Business in the World, Awakening the Entrepreneur Within, The E-Myth Enterprise, The E-Myth Mastery, The E-Myth Manager, along with co-authored E-Myth Vertical books: The E-Myth Attorney, The E-Myth Accountant, The E-Myth Optometrist, The E-Myth Chiropractor, The E-Myth Financial Advisor, The E-Myth Landscape Contractor, The E-Myth Architect, The E-Myth Real Estate Brokerage, The E-Myth Insurance Store, The E-Myth Dentist, The E-Myth Nutritionist, The E-Myth Bookkeeper, The E-Myth Veterinarian, and the first of Gerber's newest C-Level series: The E-Myth Chief Financial Officer. Soon to be released, The E-Myth Real Estate Agent.
To find out more visit:http://michaelegerbercompanies.com/ & http://www.beyondemyth.com
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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.
The writing style of the author made me want to stop reading. He started way too many sentences with And and So. He also writes 4 sentences in a row starting every sentence the exact same way many times in this book. I won't be reading any more of his work simply because of this.
As I read through the book, Gerber pointed out things about how most small business owners are "technicians" turned business owners; the problem, we may be skilled in what we do, but now we take on multiple jobs that we do NOT know how to do. The problem continues as we immerse ourselves in the "technician" work, but never actually work ON the business, so many aspects of the business suffer (sales, marketing, finances, operations) or just plain don't exist.
In the first part of the E-Myth, Gerber discusses finding the balance of our inner selves: the Entrepreneur, the Manager, and the Technician, and the responsibilities that each of these roles must take on to drive the business toward success, as well as some pitfalls that each face unless there is a cooperative effort by each within you to work ON, not IN, the business.
The second part of the E-Myth talks about the Franchise Prototype. While this sounds like Gerber is going to talk about how to build a franchise, it's not! What he discusses here is the importance of setting up your initial (and perhaps for many, the only) company the right way ... YOUR way. This will inevitably lead to the "prototype" company, so that, in theory, you can take that business system and replicate once, twice, 5000 times ... always running the "system" the same way in each business.
The third, and final, part of the book guides you through the system that you will think through, the business processes that make up your business system, so that the business can run ... even without you in it! It talks about this becoming your own turn-key solution so that you have a business model in place that your system can effectively reproduce, as you need to.
I took about a week to read through the book and soak in much of what Gerber has to say in it. Gerber includes interesting examples, and the book is very easy to read and understand ... and most importantly, incredibly enjoyable. While some of the text in describing his interaction with a particular business owner is a bit over the top, it doesn't detract from the primary message of the book. I will read it again, and have already begun to get my (new) business system in place. I now have plans to grow my company, and have the vision of what my company will look like. The fog has already started to lift, and the steps are being put into place to reach the success that I have been longing to reach.
If you have, or are planning to start, a small business, this really is a fantastic book, and should be manditory reading. If you have a successful business in place, and don't agree with this book, please remember one thing before you post a negative review ... you are in the absolute minority of small business owners due to the fact that most small businesses fail within the first 3-5 years; due in large part to NOT having a system in place that helps drive the business. Most small business owners would most definitely benefit from reading this book, if for no other reason than the awareness of where they are and where they could be.
Thanks to Michael Gerber for such an eye-opening experience, and a viable blueprint. I'm looking forward to the journey!
Reviewed in the United States on August 6, 2023
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The question has often been asked of me, “What do the owners of extraordinary businesses know that the rest don’t?” Contrary to popular belief, my experience has shown me that the people who are exceptionally good in business aren’t so because of what they know but because of their insatiable need to know more. The problem with most failing businesses I’ve encountered is not that their owners don’t know enough about finance, marketing, management, and operations—they don’t, but those things are easy enough to learn—but that they spend their time and energy defending what they think they know. The greatest businesspeople I’ve met are determined to get it right no matter what the cost.
Yes, the simple truth about the greatest businesspeople I have known is that they have a genuine fascination for the truly astonishing impact little things done exactly right can have on the world. It is to that fascination that this book is dedicated.
They intoxicate themselves with work so they won’t see how they really are.
That Fatal Assumption is: if you understand the technical work of a business, you understand a business that does that technical work. And the reason it’s fatal is that it just isn’t true. In fact, it’s the root cause of most small business failures! The technical work of a business and a business that does that technical work are two totally different things!
every small business. But it’s a three-way battle between The Entrepreneur, The Manager, and The Technician. Unfortunately, it’s a battle no one can win.
It is the tension between The Entrepreneur’s vision and The Manager’s pragmatism that creates the synthesis from which all great works are born.
most businesses are operated according to what the owner wants as opposed to what the business needs. And what The Technician who runs the company wants is not growth or change but exactly the opposite. He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of work
Infancy ends when the owner realizes that the business cannot continue to run the way it has been; that, in order for it to survive, it will have to change.
“To be a great Technician is simply insufficient to the task of building a great small business.
“Because in a business like that what your customers are buying is not your business’s ability to give them what they want but your ability to give them what they want. And that’s what’s wrong with it!
The Franchise Prototype is also the place where all assumptions are put to the test to see how well they work before becoming operational in the business. Without it the franchise would be an impossible dream, as chaotic and undisciplined as any business. The Prototype acts as a buffer between hypothesis and action. Putting ideas to the test in the real world rather than the world of competing ideas. The only criterion of value becomes the answer to the ultimate question: “Does it work?”
The system runs the business. The people run the system.
The Franchise Prototype is the answer to the perpetual question: “How do I give my customer what he wants while maintaining control of the business that’s giving it to him?”
It’s been there in the form of a Proprietary Operating System at the heart of every extraordinary business around you, franchised or not. Because, after all, that’s all that any Business Format Franchise really is. It is a proprietary way of doing business that successfully and preferentially differentiates every extraordinary business from every one of its competitors. In this light, every great business in the world is a franchise.
its best, your business is something apart from you, rather than a part of you, with its own rules and its own purposes. An organism, you might say, that will live or die according to how well it performs its sole function: to find and keep customers.
Further, now that you know what the game is—the franchise game—understand that there are rules to follow if you are to win: 1. The model will provide consistent value to your customers, employees, suppliers, and lenders, beyond what they expect. 2. The model will be operated by people with the lowest possible level of skill. 3. The model will stand out as a place of impeccable order. 4. All work in the model will be documented in Operations Manuals. 5. The model will provide a uniformly predictable service to the customer. 6. The model will utilize a uniform color, dress, and facilities code.
the difference between creativity and Innovation is the difference between thinking about getting things done in the world and getting things done.
Where the business is the product, how the business interacts with the consumer is more important than what it sells.
The next time you want somebody to do something for you, touch him softly on the arm as you ask him to do it. You will be amazed to find that more people will respond positively when you touch them than when you don’t.
Because without the numbers you can’t possibly know where you are, let alone where you’re going. With the numbers, your business will take on a totally new meaning. It will come alive with possibilities.
In short, the definition of a franchise is simply your unique way of doing business. And unless your unique way of doing business can be replicated every single time, you don’t own it.
Your Strategic Objective is a very clear statement of what your business has to ultimately do for you to achieve your Primary Aim.
The commodity is the thing your customer actually walks out with in his hand. The product is what your customer feels as he walks out of your business. What he feels about your business, not what he feels about the commodity. Understanding the difference between the two is what creating a great business is all about.
What’s your product? What feeling will your customer walk away with? Peace of mind? Order? Power? Love? What is he really buying when he buys from you? The truth is, nobody’s interested in the commodity. People buy feelings. And as the world becomes more and more complex, and the commodities more varied, the feelings we want become more urgent, less rational, more unconscious. How your business anticipates those feelings and satisfies them is your product.
What standards are you going to insist upon regarding reporting, cleanliness, clothing, management, hiring, firing, training, and so forth?
one of the problems we have in our lives is that we don’t express our caring deeply or often enough.
Accountability literally means “stand up and be counted.” Therefore, the Position Contract is the document that identifies who’s to stand up and what they’re being counted on to produce.
“There is no such thing as undesirable work,” he continued. “There are only people who see certain kinds of work as undesirable
I came to understand that the hotel was the least important thing in our relationship. What was important was how seriously I took to playing the game he had created here.
The game can’t be created as a device to enroll your people. It can’t become cynical if it’s to provide your people with what they need in order to come alive while playing it. The game has to be real. You have to mean it. The game is a measure of you.
But remember, you can have the best reasons in the world for your game and still end up with a loser if the logic is not supported by a strong emotional commitment. All the logic does is give your people the rational armament to support their emotional commitment. If their commitment wanes, it means that they—and most likely, you—have forgotten the logic.
The game needs to be fun from time to time. Note that I said, from time to time. No game needs to be fun all the time. In fact, a game is often no fun at all.
But make certain that the fun you plan is fun. Fun needs to be defined by your people.
If you can’t think of a good game, steal one. Anyone’s ideas are as good as your own.
In short, the medium of communication became as important as the idea it was designed to communicate. And the hotel’s hiring process became the first and most essential medium for communicating the Boss’s idea.
Every bit of which is documented in your Operations Manuals. Every bit of which is taught at your school. Every bit of which is managed to, and improved upon, and discussed among you and your people for as long as you’re in business! That’s what ‘It’ is. ‘It’ is your Best Way
Demographics and psychographics are the two essential pillars supporting a successful marketing program. If you know who your customer is—demographics—you can then determine why he buys—psychographics. And having done so, you can then begin to construct a Prototype to satisfy his unconscious needs, but scientifically rather than arbitrarily.
Reality only exists in someone’s perceptions, attitudes, beliefs, conclusions—whatever you wish to call those positions of the mind from which all expectations arise—and nowhere else.
And all because of a four-inch Lucite collar! A Hard System for producing a human and totally integrated result. A system solution to a typically people-intensive problem. Without anyone having to pay attention to it.
The Structure of the System is all of the predetermined elements of the Process, and includes exactly what you say, the materials you use when you say it, and what you wear. The Substance of the System is what you—the salesperson—bring to the Process, and includes how you say it, how you use it when you say it, and how you are when you say it.
If your Systems Strategy is the glue that holds your Franchise Prototype together, then information is the glue that holds your Systems Strategy together.
“In fact,” I continued, “every written or verbal communication with anyone who comes into contact with your business is a Soft System. What so few of us understand is the power of those words when they are totally integrated.
Your Comfort Zone has seized you before, Sarah, and it can seize you again, when you’re least prepared for it, because it knows what it means to you. Because it knows how much you want to be comfortable. Because it knows what price you are willing to pay for the comfort of being in control. The ultimate price, your life.
So if the world is going to be changed, we must first change our lives! Unfortunately, we haven’t been taught to think that way. We are an “out there” society, accustomed to thinking in terms of them against us. We want to fix the world so that we can remain the same. And for an “out there” society, coming “inside” is a problem.
The lesson to learn from all this is simple: we can’t change our lives by starting “out there.” All we can produce in the process is more chaos!
The lesson to learn from all this is simple: we can’t change our lives by starting “out there.” All we can produce in the process is more chaos! We can only change our lives and create a world of our own if we first understand how such a world is constructed, how it works, and the rules of the game. And that means we have to study the world and how we are in it. And in order to do that we need a world small enough in scope and complexity to study. A small business is just such a world.
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