Michael Gerber Quotes

manera visual de transmitir información a sus clientes, a sus empleados, a sus proveedores y a las entidades de crédito, la información que cada uno de ellos cree necesitar y en la modalidad visual más convincente que sea posible. Una asesoría pequeña cubre las paredes de la recepción con «informes de impacto» (cartas de sus clientes), que cuentan al mundo cómo mejora la empresa. Una tienda de mascotas coloca tarjetas informativas junto a cada jaula, en las que describen los rasgos de las mascotas que contienen, de dónde proceden, si son buenas con los niños y la clase de cuidados que necesitan. Y un taller de automóviles cuenta con una gran ventana que da a la zona de trabajo y por la que los clientes pueden ver a los empleados mientras llevan a cabo sus trabajos especializados con uniformes y material codificado por colores en función de la tarea, mientras los altavoces reproducen un CD que describe lo que se ve. Por supuesto, hay opciones. Tanto si se trata de una carnicería, de una tienda de comestibles, de un concesionario de automóviles, de una planta de semiconductores, de una iglesia o de una tienda Apple, la visualización de la empresa puede reducirse a lo meramente pragmático o llevarse hasta el ideal. Puede ser ordinaria o sublime.

And that was the second thing that surprised me when I came to work here,” the Manager continued. “How seriously the Boss took the operation of this hotel.

I believe it’s true that the difference between great people and everyone else is that great people create their lives actively, while everyone else is created by their lives, passively waiting to see where life takes them next.

Freedom does not come automatically; it is achieved. And it is not gained in a single bound; it must be achieved each day. Rollo May

The commodity is the thing your customer actually walks out with in his hand. The product is what your customer feels as he walks out of your business.

Porque, num negócio deste tipo, o que os clientes compram não é a capacidade que o teu negócio tem de lhes dar algo, mas antes a tua capacidade de lhes dares o que eles querem. É isso que não está certo.

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. 2. The model will be operated by people with the lowest possible level of skill. 3. The model will stand out as a place of impeccable order. 4. All work in the model will be documented in Operations Manuals. 5. The model will provide a uniformly predictable service to the customer. 6. The model will utilize a uniform color, dress, and facilities code.

the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician.

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

In art, it thrives in the rarefied arena of the avant-garde. In business, The Entrepreneur is the innovator, the grand strategist, the creator of new methods

if you understand the technical work of a business, you understand a business that does that technical work.

It’s up to you to dictate your business’s rate of growth as best you can by understanding the key processes that need to be performed, the key objectives that need to be achieved, the key position you are aiming your business to hold in the marketplace.

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

If your business depends on you, you don’t own a business — you have a job. And it’s the worst job in the world because you’re working for a lunatic!

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?