Featuring Gerber's signature easy-to-understand, easy-to-implement style, The E-Myth Accountant features Gerber's universal appeal as a recognized expert on small businesses who has coached, taught, and trained over 60, small businesses A recognized and widely respected co-author and leader in the accounting field The E-Myth Accountant is the last guide you'll ever need to make the difference in building or developing your successful accounting practice. Score: 3. A practical, real-world program that is implemented real-time into your business, Gerber begins by engaging the reader in understanding why the entrepreneur is so critical to the success of any enterprise, no matter how small or large it may be, and why the mindset of an entrepreneur is so integral to the operating reality of the organization, of the small business, and the enterprise.
He then covers seven essential skills: Leadership Marketing Money Management Lead Conversion Lead Generation Client Fulfilment Each of these seven skills is presented through a specific training module with corresponding tests and exercises that explain the content and principles to be learned, provide case studies and examples, as well as worksheets for applying those ideas to the business.
This is the book that will show you the difference between being an entrepreneur versus doing a job, how to get money when the bank won't give it to you, how to expand your customer base when big business moves in down the street, how to develop the best people when you can't afford to pay them competitive wages, how to increase the predictability of what your business is able to promise, and then how to keep that promise, every single time, no matter where you are or what you're doing.
Mastery is a business development program that helps you turn your company into a world-class operation Gerber has developed over the course of his more than forty years as an entrepreneur and coach. Gerber is THE 1 name in small business and his company, E-Myth Worldwide, boasts more than 52, business clients in countries.
The E-Myth Enterprise shows readers how to get started—because simply coming up with a brilliant business idea is the easy part. It explores why every manager must take charge of his own life, reconcile his own personal vision with that of the organisation, and develop an entrepreneurial mind-set to achieve true success. Gerber's book: "The E-Myth Revisited". This complete summary of the ideas from Michael E.
Gerber's book "The E-Myth Revisited" shows that small businesses tend to be too focused on internal issues - therefore neglecting the larger picture - which is detrimental in the long term. This useful summary explains how you can make your business successful by adopting the right perspective, highlighting that in order to become a mature company, you must also think like one.
Gerber launches a series of books that apply the E-Myth to specific types of small businesses. The first is aimed at contractors. This book reveals a radical new mind-set that will free contractors from the tyranny of an unprofitable, unproductive routine. With specific tips on topics as crucial as planning, money and personnel management, The E-Myth Contractor teaches readers how to: Implement the ingenious turnkey system of management—a means of creating a business prototype that reflects the business owner's unique set of talents and replicating and distributing them among employees and customers.
Recognise and manage the four forms of money—income, profit, flow and equity. Harness the power of change to expand the company. User icon An illustration of a person's head and chest.
Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book. Books Video icon An illustration of two cells of a film strip. Video Audio icon An illustration of an audio speaker. Audio Software icon An illustration of a 3. You've probably been well prepared by your education and experience for the technical ins and outs of an architecture firm.
Yet what training has prepared you to run a business? Gerber has developed over the course of his more than forty years as an entrepreneur and coach. Gerber is THE 1 name in small business and his company, E-Myth Worldwide, boasts more than 52, business clients in countries. The E-Myth Enterprise shows readers how to get started—because simply coming up with a brilliant business idea is the easy part. It explores why every manager must take charge of his own life, reconcile his own personal vision with that of the organisation, and develop an entrepreneurial mind-set to achieve true success.
The must-read summary of Michael E. Gerber's book: "The E-Myth Revisited". This complete summary of the ideas from Michael E. Gerber's book "The E-Myth Revisited" shows that small businesses tend to be too focused on internal issues - therefore neglecting the larger picture - which is detrimental in the long term. This useful summary explains how you can make your business successful by adopting the right perspective, highlighting that in order to become a mature company, you must also think like one.
The E-Myth Real Estate Agent offers you a road map to create a business that's self-sucient, growing, and highly profitable. Take your company to levels you didn't think possible with this unique guide! Who is John Galt? When he says that he will stop the motor of the world, is he a destroyer or a liberator? Why does he have to fight his battles not against his enemies but against those who need him most?
Why does he fight his hardest battle against the woman he loves? You will know the answer to these questions when you discover the reason behind the baffling events that play havoc with the lives of the amazing men and women in this book.
You will discover why a productive genius becomes a worthless playboy With thought-provoking questions and inspiring, instructive examples, Your One Word will help you nail down your personal mottos - the word that captures your purpose and passion. With this operating philosophy in hand, you will then learn how to leverage this powerful tool to create the business and future of your dreams.
Aimed at entrepreneurs as well as intrapreneurs, managers, and anyone else who wants to achieve success in a powerfully meaningful way, Your One Word more than just a useful tool. It's also an inspiring and enlightening read.
Leading a bookkeeping practice can seem like a daunting task, with too few hours in the day, too many petty management issues, and problems bookkeepers in large practices don't seem to face. The E-Myth Bookkeeper offers you a road map to create a bookkeeping business that's self-sufficient, growing, and highly profitable. Take your business to levels you didn't think possible with this unique guide! Skip to content. The E-Myth Revisited. There is no question of the impact each has had on our lives.
If asked to describe the Turn-Key Revolution, however, most people would simply respond with a blank stare. Yet the impact of the Turn-Key Revolution on American small business, and the inferences we can draw about that impact for the future, are as profound as any of the phenomena cited above.
For at the heart of the Turn-Key Revolution is a way of doing business that has the power to dramatically transform any small business—indeed, any business, no matter what its size—from a condition of chaos and disease to a condition of order, excitement, and continuous growth.
It is the Turn-Key Revolution that provides us with that illusive key to the development of an extraordinary business: the ultimately balanced model of a business that works. What he saw there was a miracle. It worked like a Swiss watch! Best of all, anyone could do it. He watched high school kids working with precision under the supervision of the owners, happily responding to the long lines of customers queued up in front of the stand.
It became apparent to Ray Kroc that what the MacDonald brothers had created was not just another hamburger stand but a money machine! Soon after that first visit, and possessed by a passion he had never felt quite like that before, Ray Kroc convinced Mac and Jim MacDonald to let him franchise their method. Twelve years and several million hamburgers later, he bought them out and went on to create the largest retail prepared food distribution system in the world.
And for good reason. But Ray Kroc created much more than just a fantastically successful business. He created the model upon which an entire generation of entrepreneurs have since built their fortunes—a model that was the genesis of the franchise phenomenon.
In , there were , franchised businesses in 75 industries. The franchise has been around for more than a hundred years. It is the Business Format Franchise that has revolutionized American business.
It is the Business Format Franchise, with one new franchise opening its doors every eight minutes of every single business day, that has spawned so much of the success of the franchise phenomenon over the past forty years. And, according to studies conducted by the U.
Commerce Department from to , less than 5 percent of franchises have been terminated on an annual basis, or 25 percent in five years. Compare that statistic to the more than percent failure rate of independently owned businesses, and you can immediately understand the power of the Turn-Key Revolution in our economy, and the contribution that the Business Format Franchise has made to it and the future success of your business.
Under this system, the franchisor licenses the right to small companies to market its nationally known products locally. But the Business Format Franchise moves a step beyond the trade name franchise. The Business Format Franchise not only lends its name to the smaller enterprise but it also provides the franchisee with an entire system of doing business.
And in that difference lies the true significance of the Turn-Key Revolution and its phenomenal success. The Turn-Key Revolution and the Business Format Franchise were born of a belief that runs counter to what most business founders in this country believe. Most business founders believe that the success of a business resides in the success of the product it sells. To the trade name franchisor, the value of the franchise lies in the value of the brand name that it is licensing: Cadillac, Mercedes, Coca- Cola.
In a world where brand names proliferate like snowflakes in a Minnesota blizzard, it becomes more and more difficult—and infinitely more expensive—to establish a secure position with a brand name and expect to keep it. As a result, trade name franchises have been declining over the same period that franchising in general has been exploding at an unprecedented rate. It is the Business Format Franchise that has accounted for that growth. Because the Business Format Franchise is built on the belief that the true product of a business is not what it sells but how it sells it.
The true product of a business is the business itself. And he believed that for a most important reason. And like most entrepreneurs, he suffered from one major liability. He had a huge dream and very little money. Enter the franchisee. The franchisee became the vehicle for Ray Kroc to realize his dream.
At that point, Ray Kroc began to look at his business as the product, and at the franchisee as his first, last, and most important customer.
Forced to create a business that worked in order to sell it, he also created a business that would work once it was sold, no matter who bought it. Armed with that realization, he set about the task of creating a foolproof, predictable business. A systems-dependent business, not a people-dependent business. A business that could work without him. Unlike most small business owners before him—and since—Ray Kroc went to work on his business, not in it.
He began to think about his business like an engineer working on a pre-production prototype of a mass-produceable product.
How could the components of the prototype be constructed so that it could be assembled at a very low cost with totally interchangeable parts?
How could the components be constructed so that the resulting business system could be replicated over and over again, each business working—just like the Model T—as reliably as the thousands that preceded it? What Ray Kroc did was to apply the thinking behind the Industrial Revolution to the process of Business Development, and to a degree never before experienced in a business enterprise.
The business-as-a-product would only sell if it worked. And the only way to make certain it would work in the hands of a franchisee anywhere in the world would be to build it out of perfectly predictable components that could be tested in a prototype long before ever going into mass production. Therein lies the secret behind the stunning success of the Business Format Franchise, the launching pad for the Turn-Key Revolution.
That secret is the Franchise Prototype. It is in the Franchise Prototype that every successful franchisor builds his future. It is in the Franchise Prototype that every extraordinary franchisor plants the seeds of his fortune. And it is in the Franchise Prototype that you can find the model you need to make your business work.
If she had ever felt the weight of being a Technician-turned-business- owner, caught up in the doing of her business and the inordinate price she was paying for it, it was right now. As usual, she had had a tumultuous day. Her face was flush with the exertion of mopping the floors, bundling and tossing out the trash, preparing the ovens for the next day, cleaning the counters to their original high luster—in addition to a full day of waiting on customers; serving up pie, coffee, and tea; washing, drying, and stacking plates, cups, saucers; and shining the silver.
But she was obviously tired. We pulled two chairs up to a table and quietly sipped the tea she had prepared for us. The large clock ticked emphatically on the wall, punctuating our silence.
An occasional car drove by the shop. I waited for a sign from Sarah that she was ready. Finally, she began thoughtfully and quietly. Something important. I want to thank you for that. They associate fast food with low quality. When exactly the opposite is true.
But, let me get back to that in a moment. His purpose was clear, undiluted, and sure. To Ray Kroc, that was an inspiration. In fact, he was awed by it. He was a simple man. As certainly as you loved producing an exceptional pie, Ray Kroc loved producing an exceptional result, the same way, with the same impact, time after time.
He was a man in love. You might say that the hamburgers could be fatter, or less fatty, or this or that. Because it does. It delivers exactly what we have come to expect of it every single time. Who among us small business owners can say we do things as well? It has created a model we can emulate.
There is no perfectly shaped part of the motorcycle and never will be, but when you come as close as these instruments take you, remarkable things happen, and you go flying across the countryside under a power that would be called magic if it were not so completely rational in every way.
Robert M. Over the course of one year, Business Format Franchises have reported a success rate of 95 percent in contrast to the plus-percent failure rate of new independently owned businesses.
Where 80 percent of all businesses fail in the first five years, 75 percent of all Business Format Franchises succeed! The reason for that success is the Franchise Prototype.
To the franchisor, the Prototype becomes the working model of the dream; it is the dream in microcosm. The Prototype becomes the incubator and the nursery for all creative thought, the station where creativity is nursed by pragmatism to grow into an innovation that works.
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 system runs the business. The people run the system. In the Franchise Prototype, the system becomes the solution to the problems that have beset all businesses and all human organizations since time immemorial. The system integrates all the elements required to make a business work. It transforms a business into a machine, or more accurately, because it is so alive, into an organism, driven by the 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.
The french fries were left in the warming bin for no more than seven minutes to prevent sogginess. Hamburgers were removed from the hot trays in no more than ten minutes to retain the proper moisture. The frozen meat patties, precisely identical in size and weight, were turned at exactly the same time on the griddle.
Food was served to the customer in sixty seconds or less. Discipline, standardization, and order were the watchwords. Cleanliness was enforced with meticulous attention to the most seemingly trivial detail. Ray Kroc was determined that the customer would not equate inexpensive with inattentive or cheap. Nowhere had a business ever paid so much attention to the little things, to the system that guaranteed the customer that her expectations would be fulfilled in exactly the same way every time.
This was accomplished by sending him through a rigorous training program before ever being allowed to operate the franchise. Every single extraordinary detail Ray Kroc invented four decades ago is even more extraordinary today.
And just as it was then, it is now. Once the franchisee learns the system, he is given the key to his own business. Thus, the name: Turn-Key Operation. And the franchisees love it! Because if the franchisor has designed the business well, every problem has been thought through. To The Manager, the Franchise Prototype provides the order, the predictability, the system so important to his life.
To The Technician, the Prototype is a place in which he is free to do the things he loves to do—technical work. And to the small business owner, the Franchise Prototype provides the means through which he can finally feed his three personalities in a balanced way while creating a business that works. The Franchise Prototype is the model of a business that works.
And at Federal Express. And at Disney World. And at Mrs. 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. The question is: How do you build yours? How do you put this powerfully liberating idea to work for you? How do you create your Franchise Prototype?
How do you, like Ray Kroc, build a business that works predictably, effortlessly, and profitably each and every day? How do you build a business that works without you? How do you get free of your business to live a fuller life? Do you get it? Do you see why this is so important? Because until you do it, your business will control your life! I could see that Sarah got it.
I could see that her dark, intelligent, creative eyes were riveted on mine, and that the questions were bubbling within her. She was feeling excitement contemplating the creation of an entrepreneurial business. And she knew she had one already. She could do in her business what Ray Kroc had done in his. All she needed to do was learn how!
It is the combination of feelings and a function; shapes and things that come to one in connection with the discoveries made as one goes into the wood that pull it together and give meaning to form.
For if you do, neither your business nor your life will ever be the same. The point is: your business is not your life. Your business and your life are two totally separate things. At 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.
Once you recognize that the purpose of your life is not to serve your business, but that the primary purpose of your business is to serve your life, you can then go to work on your business, rather than in it, with a full understanding of why it is absolutely necessary for you to do so.
This is where you can put the model of the Franchise Prototype to work for you. Pretend that the business you own—or want to own—is the prototype, or will be the prototype, for 5, more just like it. That your business is going to serve as the model for 5, more just like it.
Not almost like it, but just like it. Perfect replicates. In other words, pretend that you are going to franchise your business. Note: I said pretend. 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. The model will be operated by people with the lowest possible level of skill. The model will stand out as a place of impeccable order. All work in the model will be documented in Operations Manuals. The model will provide a uniformly predictable service to the customer. The model will utilize a uniform color, dress, and facilities code. How do we understand it?
I would suggest that value is what people perceive it to be, and nothing more. So what could your Prototype do that would not only provide consistent value to your customers, employees, suppliers, and lenders but would provide it beyond their wildest expectations? That is the question every Entrepreneur must ask. It is in the understanding of value, as it impacts every person with whom your business comes into contact, that every extraordinary business lives.
Value can be a word said at the door of the business as a customer leaves. Value can be an unexpected gift from the business arriving in the mail. Value can be the reasonable price of your products, or the dedication you show in the process of explaining them to a customer who needs more help than usual.
Value can be a simple word of thanks to your banker for his conscientiousness. Value is essential to your business and to the satisfaction you get from it as it grows.
Such people are at a premium in the marketplace. By lowest possible level of skill I mean the lowest possible level necessary to fulfill the functions for which each is intended. Obviously, if yours is a legal firm, you must have attorneys. If yours is a medical firm, you must have physicians. You need to create the very best system through which good attorneys and good physicians can be leveraged to produce exquisite results.
The question you need to keep asking yourself is: How can I give my customer the results he wants systematically rather than personally? Put another way: How can I create a business whose results are systems- dependent rather than people-dependent? Systems-dependent rather than expert-dependent. How can I create an expert system rather than hire one? That is not to say that people are unimportant. On the contrary, people bring systems to life. People make it possible for things that are designed to work to produce the intended results.
And, in the process, people who are systems oriented—as all your people must be—learn how to more effectively make things work for your customers and for your business by learning how to improve the systems. In this context, the system becomes the tools your people use to increase their productivity, to get the job done in the way it needs to get done in order for your business to successfully differentiate itself from your competition.
The typical owner of a small business prefers highly skilled people because he believes they make his job easier—he can simply leave the work to them. That is, the typical small business owner prefers Management by Abdication to Management by Delegation. Unfortunately, the inevitable result of this kind of thinking is that the business also grows to depend on the whims and moods of its people. No business can do it for long. And no extraordinary business tries to!
Because every extraordinary business knows that when you intentionally build your business around the skills of ordinary people, you will be forced to ask the difficult questions about how to produce a result without the extraordinary ones. You will be forced to find a system that leverages your ordinary people to the point where they can produce extraordinary results over and over again.
You will be forced to invent innovative system solutions to the people problems that have plagued small businesses and big businesses as well! You will be forced to build a business that works. You will be forced to do the work of Business Development not as a replacement for people development but as its necessary correlate.
Wars, famine, crime, violence, inflation, recession, a shifting of traditional forms of social interaction, the threat of nuclear proliferation, HIV, holocaust in all its horrific forms are all communicated instantly and continuously to the fixated consumer, to all of us watching TV. They suffer a sense of personal powerlessness and pointlessness.
A life lacking in comprehensive structure is an aimless wreck. The absence of structure breeds breakdown. Structure provides the relatively fixed points of reference we need. A business that looks orderly says that while the world may not work, some things can. A business that looks orderly says to your customer that he can trust in the result delivered and assures your people that they can trust in their future with you.
A business that looks orderly says that the structure is in place. It communicates to the new employees, as well as to the old, that there is a logic to the world in which they have chosen to work, that there is a technology by which results are produced. Documentation is an affirmation of order. By making clear demands on their time and energy, it provides an element of structure around which the rest of their lives can be organized.
Documentation provides the clarity structure needs if it is to be meaningful to your people. Through documentation, structure is reduced to specific means rather than generalized ends, to a literal and simplified task The Technician in each of us needs to understand to do the job at hand. It designates the purpose of the work, specifies the steps needed to be taken while doing that work, and summarizes the standards associated with both the process and the result.
Your Prototype would not be a model without one. The Model Will Provide a Uniformly Predictable Service to the Customer While the business must look orderly, it is not sufficient; the business must also act orderly.
It must do things in a predictable, uniform way. An experience I had not too long ago illustrates the point. I went to a barber who, in our first meeting, gave me one of the best haircuts I had ever had. He was a master with the scissors and used them exclusively, never resorting to electric shears as so many others do.
Before cutting my hair, he insisted on washing it, explaining that the washing made cutting easier. During the haircut, one of his assistants kept my cup of coffee fresh.
In all, the experience was delightful, so I made an appointment to return. When I returned, however, everything had changed.
Instead of using the scissors exclusively, he used the shears about 50 percent of the time. The assistant did bring me a cup of coffee, but only once, never to return. Nonetheless, the haircut was again excellent.
Several weeks later, I returned for a third appointment. This time he again used the scissors exclusively, but, unlike the first two times, no coffee was served, although he did ask if I would like a glass of wine. As I left, something in me decided not to go back.
He was pleasant, affable, seemed to know his business. It was something more essential than that. There was absolutely no consistency to the experience. The expectations created at the first meeting were violated at each subsequent visit.
And something in me wanted to be sure. I wanted an experience I could repeat by making the choice to return. The unpredictability said nothing about the barber, other than that he was constantly—and arbitrarily—changing my experience for me. He was in control of my experience, not I. And he demonstrated little sensitivity to the impact of his behavior on me.
He was running the business for him, not for me. And by doing so, he was depriving me of the experience of making a decision to patronize his business for my own reasons, whatever they might have been. I would have been embarrassed to ask for these things, let alone to give my reasons for wanting them.
They were all so totally emotional, so illogical. How could I have explained them, or justified them, without appearing to be a boob? What the barber did was to give me a delightful experience and then take it away.
It reminded me of my first psychology course in college. This is where a child is alternately punished and rewarded for the same kind of behavior. This form of behavior in a parent can be disastrous to the child; he never knows what to expect or how to act. It can also be disastrous to the customer.
And he will. What you do in your model is not nearly as important as doing what you do the same way, each and every time. The Model Will Utilize a Uniform Color, Dress, and Facilities Code Marketing studies tell us that all consumers are moved to act by the colors and shapes they find in the marketplace.
Different consumer groups simply respond differently to specific colors and shapes. Believe it or not, the colors and shapes of your model can make or break your business! Little things that are meaningless from a practical point of view may have great emotional meaning through their symbolism.
Images and colors are often great motivating forces. Some time ago we conducted a study of women shopping in an apparel shop. A young woman wanted to buy a blouse that was available in several colors. She held the blue blouse up to her face and looked into the mirror.
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