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The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It Paperback – Mar 9 1995


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The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It + E-Myth Mastery: The Seven Essential Disciplines for Building a World Class Company + The E-Myth Enterprise: How to Turn a Great Idea into a Thriving Business
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Product Details

  • Paperback: 288 pages
  • Publisher: HarperBusiness; 1 edition (March 9 1995)
  • Language: English
  • ISBN-10: 0887307280
  • ISBN-13: 978-0887307287
  • Product Dimensions: 20.4 x 13.8 x 1.8 cm
  • Shipping Weight: 9 g
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (164 customer reviews)
  • Amazon Bestsellers Rank: #1,590 in Books (See Top 100 in Books)
  • See Complete Table of Contents


Inside This Book (Learn More)
First Sentence
If you own a small business, or if you want to own a small business, this book was written for you. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Back Cover
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Customer Reviews

4.4 out of 5 stars
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16 of 16 people found the following review helpful By A Customer on May 2 2004
Format: Paperback
Pros: Easy read, exposes pitfalls, many helpful ideas and many paradigm shifts, excellent!
Cons: Challenging concept for my business of one. No Index.
This is an easy read that took me two days to get through. It's simple, repetitive and just the way I like it. But by no means simplistic. To me, it is well written, when the author gets their ideas across quickly and makes them seem easy. The book gets personal about the author as it tries to relate itself to the reader, yet shows a sense of writing maturity in it's simple delivery of so broad a topic. It also gets personal about you as you discover that your business is a reflection of you.
A mixture of experience and facts, blue prints and rules told in a conversational story with a semi-fictional character. This style of using a third party character to clarify and reinforce the ideas worked well with me. It helped balance and pace the lessons with a fine sense of timing and added perspective. The book is informational, motivational and even funny at times.
Gerber sets the stage by prefacing the four ideas that are the basis of the book's lessons. He identifies and compares three personalities being The Entrepreneur, The Manager and The Technician in us and shows us how and why most businesses fail. He identifies phases of the entrepreneurial business as infancy, adolescence and maturity and the pitfalls of each. He covers six rules on how to shift from working 'in' your business to working 'on' it. And goes over the three activities to help it evolve being, Innovation, Quantification and Orchestration, systems to blueprint your business. He covers the Business Development Process and to think of how to turn it into a franchise that is a saleable Turn-Key business.
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6 of 6 people found the following review helpful By J. Estill on Dec 18 2006
Format: Paperback
Views from a larger company CEO Blog, April 10, 2006

I recently re-read E-Myth and E-Myth revisited by Michael Gerber ([...] His thesis is to work on the business, not in the business. He is a big believer of systematizing and documenting processes. Dumbing things down so anyone can do them.

Although the primary thrust of his books are targeted at small business (and since I started my business from 0, I am a bit of a small business person despite running the Billion dollar company), there are some gems for larger businesses as well.

It speaks to scalability. Creating a system that can grow and does not require any specific person in order to do this. Then polishing the system at every opportunity to make it better.

What I am finding in the current polishing is that the adaptability of the people is a key trait. People tend to be the barrier to new systems. The adaptable ones will thrive. Part of what I need to do is to also moderate some of the change in order not to break a good thing. Although we need to change - we also need stability. It is that balance that I seek.
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5 of 5 people found the following review helpful By J. Estill on Feb. 4 2008
Format: Audio CD
I recently re-read E-Myth and E-Myth revisited by Michael Gerber ([...] His thesis is to work on the business, not in the business. He is a big believer of systematizing and documenting processes. Dumbing things down so anyone can do them.

Although the primary thrust of his books are targeted at small business (and since I started my business from 0, I am a bit of a small business person despite running the Billion dollar company), there are some gems for larger businesses as well.

It speaks to scalability. Creating a system that can grow and does not require any specific person in order to do this. Then polishing the system at every opportunity to make it better.

What I am finding in the current polishing is that the adaptability of the people is a key trait. People tend to be the barrier to new systems. The adaptable ones will thrive. Part of what I need to do is to also moderate some of the change in order not to break a good thing. Although we need to change - we also need stability. It is that balance that I seek.
Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again.
3 of 3 people found the following review helpful By Donald Mitchell #1 HALL OF FAMETOP 50 REVIEWER on June 2 2000
Format: Paperback
This book deserves 7 stars for pointing out the fallacies of how most entrepreneurs operate. The book deserves 1 star for proposing a standard that most people cannot hope to meet and then pushing to sell you consulting services. Pay attention to the former, and go light on the latter.
Gerber is correct that most entrepreneurs are limited by a comfort zone of wanting to remain in control as either strong technicians or managers, which limits the potential of the business. As soon as they exceed what they can handle, the business either fails in a break-out attempt or shrinks back to a simpler state. The new businesses that succeed the most are the ones that have a business model that is easy to replicate with ordinary people.
Where Gerber goes wrong is in suggesting that many people can develop such business models. I regularly study the top 100 CEOs in the country for stock-price growth, and few of them think they can develop a new business model. Why should someone starting up a new company be likely to do better than that? They won't. In fact, I have a friend who attempted to start a new business following Gerber's principles and almost failed before he adjusted to normal operating approaches. He spent so much time developing his business model, that he never got around to operating it.
Gerber's three favorite examples are McDonald's, Disney, and Fed Ex. Notice that two of the three got most of their ideas from someone else for the business model (Ray Kroc from the McDonald brothers in San Bernardino, California and Fred Smith from an Indian air freight operation).
I think there is another fallacy here: You can get ordinary people to do simple things (deliver packages, cook and deliver cheap hamburgers, and smile at people on automated rides).
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