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:LeadershipMarketingMoneyManagementLead ConversionLead GenerationClient 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. Gerber ties it all together by helping readers put the pieces together in an E-Myth Business, an E-Myth Practice and an E-Myth Enterprise.
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...into a turn-key money machine!
Some people are willing to spend their lives working for someone else. Not you. You’re ready to start your own business—or grow your existing business into something bigger. You’re ready to take control of your life, your finances, your future.
Tory Johnson helps you make it happen. Based on her phenomenally successful “Spark & Hustle” workshops, Tory breaks down the basics, and helps you create a plan for success, includingExploring your motivations to profit from your passion How to nail a one-page business plan to launch your idea with clarity and confidence Finding the money to get going, perfecting your revenue and pricing Making social media (and other free tools) profitable for you Mastering sales without cringing at the thought of asking for money Detailed strategies for every aspect of your start-up and tactics to hustle for ongoing small business success
Successfully starting a new business venture depends upon more than having a brilliant idea, getting funding, and getting the product or service to market. Entrepreneurs must also learn to read the market and understand the environments in which they must operate. Entrepreneurial Opportunity places the emphasis on reading and making the most of things that may be beyond the entrepreneur’s control, from defaulting contractors to the opening and closing of business niches. It also considers previously under-considered options, such as "the political entrepreneur." This long over-due text provides a far more realistic view of entrepreneurial opportunity and the importance of the business environment.
Yet despite its realist stance, the book is decidedly optimistic, showing readers how markets evolve over time and present opportunities through that evolution. As Clydesdale states, "it’s not always fair out there," but this book captures the excitement of the market and its role in delivering opportunities.
Drawing on a broad range of academic research, Entrepreneurial Opportunity is written in a manner that is accessible for students and practitioners, with examples and mini-cases from a variety of industries, including high technology, hospitality, and motion pictures.
In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.
Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.
It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.
Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?