By Michael E. Gerber
With The E-Myth Contractor, Michael E. Gerber launches a chain of books that practice the E-Myth to precise kinds of small companies. the 1st is geared toward contractors.
This ebook unearths a thorough new way of thinking that may unfastened contractors from the tyranny of an unprofitable, unproductive regimen. With particular tips about subject matters as an important as making plans, funds and team of workers administration, The E-Myth Contractor teaches readers how to:
- Implement the creative turnkey method of management—a technique of making a company prototype that displays the enterprise owner's particular set of skills and replicating and allotting them between staff and customers.
- Recognise and deal with the 4 different types of money—income, revenue, circulate and equity.
- Harness the facility of switch to extend the company.
The e-book additionally presents assistance on a bigger point, best readers in the direction of changing into enterprise visionaries through relinquishing tactical paintings and embracing strategic paintings, by way of letting visit achieve keep watch over. as soon as positioned into motion, Gerber's innovative principles promise not just to assist contractors construct profitable companies, yet winning lives as well.
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Additional info for The E-Myth Contractor
If there is no Proﬁt, there is something wrong with the business. However, just because the business shows a Proﬁt does not mean it is necessarily doing all the right things in the right way. Rather, it just means that something was done right during or preceding the period in which the Proﬁt was earned. The important issue here is whether the Proﬁt was intentional or accidental. If it happened by accident (which most Proﬁt does), don’t take credit for it. You’ll live to regret your impertinence.
He knows building, and he knows what needs to be done to produce a home. But— and this is often the case with Contractors—Jim has only his technical knowledge, goodwill, and good intentions to see him through the job. Unfortunately, as we’ve already seen, good intentions are simply not enough. Jim is not in control of his business. How do we know this? Nothing seems to get done or run smoothly unless he’s on the job. Jim doesn’t have the systems in place to ensure that his Sub-Contractors will do the job and do it right even in his absence.
Their blood pressure rose even more when they learned the completion date would be delayed six weeks, partly due to those change orders and partly due to Sub-Contractor problems and bad weather. Finally, the dream house was finished, and Mike and Mary moved in. Not surprisingly, many little aggravating, “nitpicking” (Jim’s word) problems surfaced: a piece of molding was missing in the laundry room, paint was spotty, a cabinet door in the kitchen wouldn’t close, the upstairs shower made a noise when it was turned on, and there never seemed to be enough hot water.
The E-Myth Contractor by Michael E. Gerber