Michael Gerber Quotes

CONFUSION 1: WHAT DOES YOUR CUSTOMER REALLY WANT? Your Customers aren’t just people; they’re very specific kinds of people. Let me share with you the six categories of Customers as seen from an E-Myth marketing perspective: (1) Tactile Customers; (2) Neutral Customers; (3) Withdrawal Customers; (4) Experimental Customers; (5) Transitional Customers; and (6) Traditional Customers. Your entire marketing strategy must be based on which types of Customers you are dealing with. Each of the six customer types buys products and services for very different, and identifiable, reasons. And these are: 1. Tactile Customers get their major gratification from interacting with other people. 2. Neutral Customers get their major gratification from interacting with inanimate objects (a computer, a car, information). 3. Withdrawal Customers get their major gratification from interacting with ideas (thoughts, concepts, stories). 4. Experimental Customers rationalize their buying decisions by perceiving that what they bought is new, revolutionary, and innovative. 5. Transitional Customers rationalize their buying decisions by perceiving that what they bought is dependable and reliable. 6. Traditional Customers rationalize their buying decisions by perceiving that what they bought is cost-effective, a good deal, and worth the money. In short: 1. If your Customer is Tactile, you have to emphasize the people of your business. 2. If your Customer is Neutral, you have to emphasize the technology of your business. 3. If your Customer is a Withdrawal Customer, you have to emphasize the idea of your business. 4. If your Customer is an Experimental Customer, you have to emphasize the uniqueness of your business. 5. If your Customer is Transitional, you have to emphasize the dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is

Life is what a business is about, and life is what this work is about. Coming to grips with oneself, in the face of an incredibly complex world that can teach us if we’re open to learn.

The difference between a warrior and an ordinary man is that a warrior sees everything as a challenge, while an ordinary man sees everything as either a blessing or a curse.

• Las personas necesitan orden. Necesitan saber que hay una estructura, una lógica, unas bases, unos criterios y unos principios claros…, justicia en la empresa y en la labor que han de llevar a cabo. • Las personas necesitan sentirse escuchadas. Necesitan saber que su contribución es importante, que, independientemente de la posición que ocupen en la empresa (empleado, cliente, proveedor, entidad de crédito), sus deseos son importantes y disponen de un canal para transmitir lo que les importa. Un canal que siempre está abierto.

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 creates growth, what creates meaning.

sistemáticamente, en el que las mascotas se abandonan sistemáticamente, en el que las personas se pasan por alto sistemáticamente, en el que las familias se van diezmando sistemáticamente y a un ritmo cada vez más elevado. Y no hay indicios de que la tendencia vaya a cambiar en ninguno de estos aspectos. Vivo en un país en el que cada año fallecen en accidentes de tráfico al menos 42.000 personas. En el que, según he oído, el 75% de las familias son disfuncionales. En el que el ocio es cada vez más infantil, más violento y más insustancial. Pasee por las calles de cualquier gran ciudad. Suba al metro de Nueva York. Sí, está mejor que estaba, pero sigue sin estar bien. ¿Y a esto es a lo que aspira el resto del mundo? ¿A parecerse más a nosotros? ¿A cambiar su sueño por el nuestro? Pues vaya con la Nueva Era. Pues vaya con lo de ser más humanos. Somos una vergüenza andante. Pero tranquilícese. Al menos podemos decir que no es culpa nuestra. ¡Estamos profundamente dormidos! ¡Por Dios! ¿Ha observado alguna vez el Congreso en medio de un debate sobre una cuestión importante? ¿Ha observado cómo funciona el sueño? ¿Ha observado cómo se mueven los labios de nuestros insignes representantes, con los ojos inertes, los brazos desmadejados, las mangas vacías, los zapatos llenos de paja y las bocas vacías emitiendo palabras huecas? ¿Entiende lo que pasa? ¿Por casualidad se ha visto a usted mismo mirando, moviendo la boca, con los ojos inertes, los brazos desmadejados, las mangas vacías, los zapatos llenos de paja, la boca vacía emitiendo palabras huecas? ¿Se ha sorprendido de lo que ha visto? Todas las soluciones posibles, absolutamente todas, por valiosas que puedan parecer, no significan absolutamente nada si nosotros, la gente de este mundo, seguimos igual. Si continuamos convencidos de que estamos despiertos… sin estarlo. Si continuamos actuando como si tomáramos decisiones conscientes, como si hubiéramos decidido quiénes somos.

They see the pattern, understand the order, experience the vision. Peter Drucker

He was running the business for him, not for me.

A true business opportunity is the on that an entrepreneur invents to grow him or herself. Not to work in, but to work on.

5. The Model Will Provide a Uniformly Predictable Service to the Customer

If you were to write a script for the tape to be played for the mourners at your funeral, how would you like it to read? That’s your Primary Aim. And once you’ve created the script, all you need to do is make it come true.

a business that ‘gets small again’ is a business reduced to the level of its owner’s personal resistance to change, to its owner’s Comfort Zone, in which the owner waits and works, works and waits, hoping for something positive to happen.

Systems theory looks at the world in terms of the interrelatedness of all phenomena, and in this framework an integrated whole whose properties cannot be reduced to those of its parts is called a system. Fritjof Capra The Turning Point

How can I systematize my business in such a way that it could be replicated 5,000 times, so the 5,000th unit would run as smoothly as the first? • How can I own my business, and still be free of it? • How can I spend my time doing the work I love to do rather than the work I have to do?

commodity. Understanding the difference between the two is what creating a great business is all about. Charles Revson, the founder of Revlon and an extraordinarily successful entrepreneur, once said about his company: “In the factory Revlon manufactures cosmetics, but in the store Revlon sells hope.” The commodity is cosmetics; the product, hope.