Michael Gerber Quotes

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.

Las empresas existen sólo porque la gente quiere que existan.

To The Entrepreneur, the business is the product.

Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created.

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.

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.

Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created. It understands that without a clear picture of that customer, no business can succeed.

El deseo de tocar algo más tranquilo, más fino, más profundo, más resuelto, más compasivo, más valiente, más desafiante, más valioso, más humano y más digno. Estoy convencido de que ninguna empresa, se dedique a lo que se dedique, puede llegar a ser grande si su gente desea menos que todo esto. Una empresa E-Myth es una empresa que asume responsabilidad personal por la situación del mundo en el que se encuentra; por la situación de las personas con las que interactúa; por la situación de sus hijos y la de los hijos de sus hijos; por la calidad de la propia vida. Una empresa con conciencia. Ésa es, creo, la única misión digna de tal nombre. Crear un mundo en el que las personas sean honestas y abiertas, y estén presentes y vivas. Crear un mundo en el que las personas tomen decisiones conscientes y en conciencia. En eso consiste, precisamente, apuntar a la Luna. Y no se puede hacer mientras se duerme. Hay que dar todo lo que tenemos. Y hay que darlo ahora.

most people who go into business don’t have a model of a business that works, but of work itself, a Technician’s Perspective, which differs from the Entrepreneurial Perspective in the following ways: • The Entrepreneurial Perspective asks the question: “How must the business work?” The Technician’s Perspective asks: “What work has to be done?” • The Entrepreneurial Perspective sees the business as a system for producing outside results — for the customer — resulting in profits. The Technician’s Perspective sees the business as a place in which people work to produce inside results — for The Technician — producing income. • The Entrepreneurial Perspective starts with a picture of a well-defined future, and then comes back to the present with the intention of changing it to match the vision. The Technician’s Perspective starts with the present, and then looks forward to an uncertain future with the hope of keeping it much like the present. • The Entrepreneurial Perspective envisions the business in its entirety, from which is derived its parts. The Technician’s Perspective envisions the business in parts, from which is constructed the whole. • The Entrepreneurial Perspective is an integrated vision of the world. The Technician’s Perspective is a fragmented vision of the world. • To The Entrepreneur, the present-day world is modeled after his vision. To The Technician, the future is modeled after the present-day world.

The Entrepreneur is our creative personality — always at its best dealing with the unknown, prodding the future, creating probabilities out of possibilities, engineering chaos into harmony

productive and happy as possible. “And if I only indulge my preferences, I will never be able to replace myself with anyone other than another owner, someone just like me, someone with

The Entrepreneurial Perspective asks the question: “How must the business work?” The Technician’s Perspective asks: “What work has to be done?

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

What is standing in the way of my customer getting what he wants from my business?

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