创业必经的那些事1 【正版保证】 pdf snb 115盘 kindle 在线 下载 pmlz mobi

为什么多数小企业在耗费了精力和资本之后，只能无功而返？为什么很多人，甚至包括那些极为成功的专业人士，在创业路途中会频频遭遇滑铁卢？

迈克尔•格伯以多年的经验和敏锐的眼光，在本书中提到了帮助你化解创业途中种种难题的办法。从一家小企业的创立，到成长期，再到成熟期，作者深入分析了一家小企业发展必经的全部历程，告诉企业主在不同的发展阶段，如何实现身份的转变；如何找到突破经营瓶颈的方法，在复杂多变的商场立于不败之地。

在书中，格伯特别指出了如何将特许经营模式应用于企业之中，以及如何系统统筹企业发展规划，使企业在遭遇发展瓶颈时，走出逆境。

毋庸置疑，学会运用本书中的管理技巧和运营方法，必将帮助你的企业建立一套高效率的生产和管理系统，为你带来丰厚的回报。

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致谢

序

前言

部分创业神话

章受挫的创业者

误解付出的代价

创业冲动

致命的假设

看到年轻女人渐渐老去。

第二章三重身份

胖子和瘦子

创业者

管理者

专业人士

第三章失败的杂技高手

成长历程

专业人士的困境

经营游戏

第四章管理者的觉醒

名雇员

意外的转折

个性的苏醒

第五章飞出温室

回归小规模发展模式

走向破产

成长期的幸存者

温室环境

第六章行之有效的公司模式

战略性眼光

创业模式

第二部分新视点

第七章转折性革命

特许经营

“世界上最成功的小企业”

决定性因素

用公司取代产品

第八章特许经营模式

高效运作的系统

身边的经营模式

理念的应用

第九章公司外部的着眼点

事业与生活

游戏规则

公司外的立足点

获取信息

作为理念的事业

第三部分高效小企业

第十章创新、量化、统一管理

创新

量化

统一管理

当工作成为习惯

第十一章完美的模式

第十二章幕布后的自己

根本目标

幕布升起

第十三章战略目标

资金

赢得机遇的青睐

特定的问题

重获自由

爱心工厂

第十四章组织结构图

以个性为中心

组织

迈克尔?格伯（MichaelE.Gerber），E-MythWorldwide公司创始人兼首席执行官，的小企业咨询专家，成功地掀起了全美小企业革命的浪潮。INC杂志称他为“世界首席小企业权威”。同时，他也是的书作家，其作品被翻译成了29种语言，行销40多个国家，得到了世界各地企业管理者的深切认同。

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如果你通晓某一行业的技术工作，那么，你也就理所当然地对该行业的一切都有了透彻的了解和认识。

某一行业的技术工作于从事这一技术的行业根本是两个完全不同的概念。

The work we do is a reflection of who we are. If we’re sloppy at it, it’s because we’re sloppy inside. If we’re late at it, it’s because we’re late inside. If we’re bored by it, it’s because we’re bored inside, with ourselves, not with the work. The most menial work can be a piece of art when done by an artist. So the job here is not outside of ourselves, but inside of ourselves. How we do our work becomes a mirror of how we are inside.

Work is passive without you. It can’t do anything. Work is only an idea before a person does it. But the moment a person does it, the impact of the work on the world becomes a reflection of that idea—the idea behind the work—as well as the person doing it.

In the process, the work you do becomes you. And you become the force that breathes life into the idea...

The idea the Boss expressed to me was broken down into three parts:

The first says that the customer is not always right, but whatever they are not not, it is our job to make them feel this way.

The second says everyone who works here is expected to work towards being the best he can possibly be at the tasks he’s accountable for. When he can’t do that, he should act like he is until he gets around to it. And if he’s unwilling to act like it, he should leave.

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 create growth, what creates meaning.

The idea the Boss has about the business comes down to one essential notion. That a business is like a martial arts practice hall, a...

I came to understand that the hotel was the least important thing in our relationship. What was important was how seriously I took to playing the game he had created here.

He wasn’t looking for employees so much as for players in his game. He was looking for people who wanted something more than just a job.

People do not simply want to work for exciting people. They want to work for people who have created a clearly defined structure for acting in the world. A structure through which they can test themselves and be tested. Such a structure is called a game. And there is nothing more exciting than a well-conceived game.

That is what the very best businesses represent to the people who created them: a game to be played in which the rules symbolise the idea you, the owner, have about the worl...

1. Never figure out what you want your people to do and then try to create a game out of it. If it is to be seen as serious, the game has to come first; what your people do, second.

2. Never create a game for your people you’re unwilling to play yourself. They will find you out and never let you forget it.

3. Make sure there are specific ways of winning the game without ending it.

4. Change the game from time to time—the tactics, not the strategy.

5. Never expect the game to be self-sustaining. People need to be reminded of it constantly. At least once a week, create a special meeting about the game. At least once a day, make some kind of issue about an exception to the way the game has been played—and make certain that everyone knows about it.

6. The game has to make sense.

7. The game ne...

What lessons haven’t we learned here at the end of the twentieth century, Sarah? Maybe we just don’t care enough. Meaning, it seems to me, is the product of caring, not vice versa. What we care about the value. And so, as I look around, I see that we are in some very fundamental way disconnected from caring sufficiently to be able to find true meaning in the things that we do.

Which is not to say that we don’t care about anything; we obviously do. We care about making money. We care about being safe. We care about being protected. We care about the Super Bowl.

But I think that the things we have come to care about are insignificant when placed on the scale that Dostoyevsky, or Camus, or Tolsoty, or Kierkegaard, or Kafka, or the Old Testament, or the New Testament, or Rollo May would use. T...

编辑推荐

《创业必经的那些事》是商业思想照亮创业成功之路。为什么多数小企业在耗费了精力和资本之后，只能无功而返？为什么很多人，甚至包括那些极为成功的专业人士，在创业路途中会频频遭遇滑铁卢？迈克尔·格伯以多年的经验和敏锐的眼光，在本书中提到了帮助你化解创业途中种种难题的办法。从一家小企业的创立，到成长期，再到成熟期，作者深入分析了一家小企业发展必经的全部历程，告诉企业主在不同的发展阶段，如何实现身份的转变 如何找到突破经营瓶颈的方法，在复杂多变的商场立于不败之地。在《创业必经的那些事》中，格伯特别指出了如何将特许经营模式应用于企业之中，以及如何系统统筹企业发展规划，使企业在遭遇发展瓶颈时，走出逆境。毋庸置疑，学会运用《创业必经的那些事》中的管理技巧和运营方法，必将帮助你的企业建立一套高效率的生产和管理系统，为你带来丰厚的回报。

书籍介绍

为什么多数小企业在耗费了精力和资本之后，只能无功而返？为什么很多人，甚至包括那些极为成功的专业人士，在创业路途中会频频遭遇滑铁卢？

迈克尔•格伯以多年的经验和敏锐的眼光，在本书中提到了帮助你化解创业途中种种难题的办法。从一家小企业的创立，到成长期，再到成熟期，作者深入分析了一家小企业发展必经的全部历程，告诉企业主在不同的发展阶段，如何实现身份的转变；如何找到突破经营瓶颈的方法，在复杂多变的商场立于不败之地。

在书中，格伯特别指出了如何将特许经营模式应用于企业之中，以及如何系统统筹企业发展规划，使企业在遭遇发展瓶颈时，走出逆境。

毋庸置疑，学会运用本书中的管理技巧和运营方法，必将帮助你的企业建立一套高效率的生产和管理系统，为你带来丰厚的回报。

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