The E-Myth Revisited： Why Most Small Businesses Don’t Work and What to Do About It创业神话回顾(突破瓶颈）：为什么大多数小企业运作不佳？应该怎么做？ 2025 chm pdf kindle rb azw3 下载 115盘

In this first new and totally revised edition of the over two million copy bestseller, The E-Myth, Michael Gerber dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business. Next, he 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 it is a franchise or not. Finally, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. After you have read The E-Myth Revisited, you will truly be able to grow your business in a predictable and productive way.

Acknowledgments

Foreword

Introduction

Part Ⅰ: The E-Myth and American Small Business

　Chapter 1. The Entrepreneurial Myth

　Chapter 2. The Entrepreneur, the Manager, and the Technician

　Chapter 3. Infancy: The Technician's Phase

　Chapter 4. Adolescence: Getting Some Help

　Chapter 5. Beyond the Comfort Zone

　Chapter 6. Maturity and the Entrepreneurial Perspective

Part Ⅱ: The Turn-Key Revolution: A New View of Business

　Chapter 7. The Turn-Key Revolution

　Chapter 8. The Franchise Prototype

　Chapter 9. Working On Your Business, Not In It

Part Ⅲ: Building a Small Business That Works!

　Chapter 10. The Business Development Process

　Chapter 11. Your Business Development Program

　Chapter 12. Your Primary Aim

　Chapter 13. Your Strategic Objective

　Chapter 14. Your Organizational Strategy

　Chapter 15. Your Management Strategy

　Chapter 16. Your People Strategy

　Chapter 17. Your Marketing Strategy

　Chapter 18. Your Systems Strategy

　Chapter 19. A Letter to Sarah

Epilogue: Bringing the Dream Back to American Small Business

Afterword: Taking the First Step

Michael E. Gerber is the founder and CEO ofE-Myth Worldwide, based in Santa Rosa, California. He is also the bestselling author of The E-Myth Contractor, The Power Point, The E-Myth, The E-Myth Revisited, and The E-Myth Manager, as well as a highly sought

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如果你通晓某一行业的技术工作，那么，你也就理所当然地对该行业的一切都有了透彻的了解和认识。

某一行业的技术工作于从事这一技术的行业根本是两个完全不同的概念。

The work we do is a reflection of who we are. If we’re sloppy at it, it’s because we’re sloppy inside. If we’re late at it, it’s because we’re late inside. If we’re bored by it, it’s because we’re bored inside, with ourselves, not with the work. The most menial work can be a piece of art when done by an artist. So the job here is not outside of ourselves, but inside of ourselves. How we do our work becomes a mirror of how we are inside.

Work is passive without you. It can’t do anything. Work is only an idea before a person does it. But the moment a person does it, the impact of the work on the world becomes a reflection of that idea—the idea behind the work—as well as the person doing it.

In the process, the work you do becomes you. And you become the force that breathes life into the idea...

The idea the Boss expressed to me was broken down into three parts:

The first says that the customer is not always right, but whatever they are not not, it is our job to make them feel this way.

The second says everyone who works here is expected to work towards being the best he can possibly be at the tasks he’s accountable for. When he can’t do that, he should act like he is until he gets around to it. And if he’s unwilling to act like it, he should leave.

The third says that the business is a place where everything we know how to do is tested by what we don’t know how to do, and that the conflict between the two is what create growth, what creates meaning.

The idea the Boss has about the business comes down to one essential notion. That a business is like a martial arts practice hall, a...

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.

He wasn’t looking for employees so much as for players in his game. He was looking for people who wanted something more than just a job.

People do not simply want to work for exciting people. They want to work for people who have created a clearly defined structure for acting in the world. A structure through which they can test themselves and be tested. Such a structure is called a game. And there is nothing more exciting than a well-conceived game.

That is what the very best businesses represent to the people who created them: a game to be played in which the rules symbolise the idea you, the owner, have about the worl...

1. Never figure out what you want your people to do and then try to create a game out of it. If it is to be seen as serious, the game has to come first; what your people do, second.

2. Never create a game for your people you’re unwilling to play yourself. They will find you out and never let you forget it.

3. Make sure there are specific ways of winning the game without ending it.

4. Change the game from time to time—the tactics, not the strategy.

5. Never expect the game to be self-sustaining. People need to be reminded of it constantly. At least once a week, create a special meeting about the game. At least once a day, make some kind of issue about an exception to the way the game has been played—and make certain that everyone knows about it.

6. The game has to make sense.

7. The game ne...

What lessons haven’t we learned here at the end of the twentieth century, Sarah? Maybe we just don’t care enough. Meaning, it seems to me, is the product of caring, not vice versa. What we care about the value. And so, as I look around, I see that we are in some very fundamental way disconnected from caring sufficiently to be able to find true meaning in the things that we do.

Which is not to say that we don’t care about anything; we obviously do. We care about making money. We care about being safe. We care about being protected. We care about the Super Bowl.

But I think that the things we have come to care about are insignificant when placed on the scale that Dostoyevsky, or Camus, or Tolsoty, or Kierkegaard, or Kafka, or the Old Testament, or the New Testament, or Rollo May would use. T...

书籍介绍

In this first new and totally revised edition of the over two million copy bestseller, The E-Myth, Michael Gerber dispels the myths surrounding starting your own business and shows how commonplace assumptions can get in the way of running a business. Next, he 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 it is a franchise or not. Finally, Gerber draws the vital, often overlooked distinction between working on your business and working in your business. After you have read The E-Myth Revisited, you will truly be able to grow your business in a predictable and productive way.