بهترین استراتژی برای شروع! (خلاصه کتاب The E-myth revisited)

0:00 The first McDonald's branch opened in 1952 when it was a small business, but now in 2025 it has 40,000 branches in more than 100 countries around the world, feeding 1 million people every day. Now the big question is how did this small business become what it is today, when most businesses fail right from the start? The book The Myth Revisited by Michael Gerberd is exactly about this. This book explains what are the hidden mistakes that small businesses make right from the start that cause them to fail. Mistakes that big businesses like McDonald's didn't make wisely. By the end of this video, we will explain step-by-step, based on the book, how to grow a small business using the formula of companies like McDonald's . Now, I've read this book here, and I'll

0:47 briefly explain to you what I learned from it . If this is your first time here, I will read the names of the tribes and reputable foreign books here and share with you the things I learn myself. We are shooting this video in the summer of 2015 in Iran, and the reason our decor and all that has changed is that we decided to shoot the video in the yard because our electricity goes out all the time during the day, and unfortunately it has become very, very difficult to work. So let's go back to the book from 1953 about a man named Ray Kroc, whose job was to travel all over the United States selling milkshake machines to restaurants and fast food joints. On this journey,

1:34 he came across a fast food joint for the first time, the likes of which he had never seen anywhere else in his life. Instead of being a place that fed people, this fast food joint was more like a Swiss watch, meaning that from the food preparation process to cooking and then to delivering it to the customer, everything worked in a strange order, like a clock . This gentleman is asked, "How is such order possible?" How was such a system built? There is nothing like this anywhere in America. He asks to speak to the owners of that Facebook account and sees that there are two brothers named the McDonald brothers who are coming and this Mr. Ray Kroc asks them, "Sir, what is the story of this corruption of yours

2:21 ?" Why is everything so different from other places? They explain that before we started our own business, we designed a system that would work independently of who was behind it. We set the timing for how the hamburgers would be cooked, calculated the time it would take for each ingredient to reach each other, designed a pattern that, for example, would have only a certain number of pickles in each hamburger, the temperature of each burger would be a certain amount, and it would only take one minute for the food to arrive when the customer orders. Based on all of

3:07 this, we created a system that would work independently of us. When Mr. Kroc sees this system, he comes up with a suggestion for them, saying, "You should franchise this." He says, " You should go and open different branches of this McDonald's in other places." Why? Because your product is not just the hamburger you serve . The system you built, which is so organized, will continue to work with the same power wherever you place it. That product of yours, that damn thing you made, that system. Come and franchise this. I will help you do this. At first, these brothers resisted a little, but then, when they saw the financial benefits it could bring them, they agreed to help me. Twelve years passed and this

3:54 McDonald's became the largest fast food chain in the world. A movie was made about it called The Founder, which you can watch. I don't think Mr. Krak would come to Pashtun after watching that movie. Now, the book about this McDonald's has a sentence in English that I'm reading and translating into Persian for you. It says, " Your goal when you start a business should be to design a system that will actually move your business forward and that people should be able to understand that system, and regardless of who the person is and how much expertise they have behind that system, if that person has been given the necessary explanations, that system should move forward without any

4:40 special expertise, and you should spend your time designing the system." That is the main theme of this book. It talks about building systems for small businesses. In addition, it talks about a number of other mistakes that small businesses commonly make. Like this path they're taking, there are a series of holes that they're falling into . However, businesses like McDonald's, by having a system and a series of other tasks that we will explain step by step, overcome these pitfalls and turn their small business into a successful one . So, from now on, we'll be making videos and going through the step-by-step process of starting a small business . We examine those pitfalls and say, what exactly are the right ways for you to

5:27 jump over those pitfalls, like businesses like McDana ? The first thing the book talks about is a point that comes up in the life of every business and every entrepreneur, and it calls it the "Aperture Crisis." Now, what exactly is this crisis ? We all have things we do that we're good at, and others tell us, "Sir, you're really good at this, keep doing it," like what? For example, I might be a language teacher who not only teaches languages well but also enjoys doing that work, or I might be someone who bakes cakes and not only do I enjoy the process of making cakes, but when other people eat my cakes, they say, "Wow, you made something great. You

6:14 should go and start your own business. You shouldn't work for others. You 're a technician, so you're doing this so well. So, go and start your own business. Why are you working for others? And this makes us a little nervous. That's the entrepreneurial process. The process by which you go about starting a business. Usually, books explain it. It starts from here. You feel like you're doing something very well. You enjoy doing it. Then you say to yourself, " Well, I'll start my own business. Now, I'll enjoy it more and earn a lot from it." This point is called

7:00 Isiger. That moment when you surrender, when you get the motivation to go do this entrepreneurship and make a business out of what you do well . However, there is a big misunderstanding at this point that most people think this is the first pit they fall into on the path of their own entrepreneurship, their own business, and what is it? There is a sentence in the book, I will read it to you in English and then translate it into Persian. In fact, what I want to read is a misconception that people have when starting a business and then working. It says that many people start their own businesses with this misconception that if I am a technician who knows how to do something,

7:47 for example, I know how to make a cake, this means that I will go and build a business that will do that job. It says that doing the technical break is very different from building a business. And the biggest mistake, which we will explain more about later and give a solution, happens exactly here. When you do something, you say that it is good, go and do it in business. The book gives an example in this regard. For example, a woman named Sarah, who actually has this Mr. Gerber in her shop, and this woman has a bakery, a pastry shop. Had. The reason this business was successful was because he was a very good baker and his bosses told him to go and open his own shop. When he

8:32 opened this shop, everything was fine for a while, but this person realizes that no, it's not just about baking cakes. Now I have to think about my accounting, my advertising, my cleaning, my sales, and a whole other story for the future, as if I were the one who enjoyed doing something. Now I've built a business around it, and I have to do 100 other things, and when the author of the book enters this woman's shop, he sees that she is very bored, and he comes and explains the reason why she is bored, which I will translate into Persian for you in the form of a sentence in the book I am reading. He

9:22 says that the only person who enjoys doing something is the technician, who turns what he loves into a job for himself, and from then on, he is the person who has to work in that job. Contrary to his own imagination, he is not supposed to enjoy doing it, he is supposed to run a business, run a business, build it, and do the technical part. There is a difference between these two. My writer says something interesting: "Sir, if you're doing something you're passionate about, you don't have to talk about it and start a business." If you like to do something, for example, you like to make a cake, go make it for your friends . You don't have to make a business out of it and have to do 100 other things related to it . In the next part of the book, the author explains. It says that there are three main roles in every

10:09 business, and the person starting that business must create an interaction between these three roles, which I will explain now. He says that if interaction is not created in these three roles, a business will not succeed. A small business doesn't expand. Just as we've told the story of starting a business so far, we said that usually a technician, someone who is good at doing something, starts a business. However, apart from that technician, I have two other roles. First, I'll explain this technician a little more about it and what its features are. Then I will explain those two pictures. The technician lives in the present. He enjoys doing what he does. Usually, in many cases, he starts the work himself. He

10:55 has a safe zone that he does n't like to leave. He likes to do things his own way, and the whole point of a business growing is this. In fact, a business grows when this technician steps out of his comfort zone. We 'll explain this later. He lives in the present and individuality is very important to him. It's very important for him that everything goes according to his own taste. The next role is that of an entrepreneur. An entrepreneur usually lives in the future. He has a lot of long-term plans. He dreams a lot. He's very optimistic about the future. The business comes and makes plans. He says, "Let's do this, let's do this, let's do this." This should be our path. And there's

11:40 a lot of mess. My technician hates this entrepreneur because the technician likes to do his own work. He doesn't like someone to come and tell him based on a plan, "Sir, change this part, change this part." My third role is the director. The director is the person who usually comes and gives him a routine. He says, "We need to have a system." We need to see how we can come up with a plan based on the past for our own business. The entrepreneur comes and collects the money, the technician comes and plans again, saying, "Sir, if we want to be a business, we have to do this step by step, this way, this way, this way." There are three roles that exist. The only way for a business to succeed, as we will explain later, is

12:26 if there is a proper interaction between these three roles. The important point that we need to consider is that at the beginning of a business, a person who is starting this business may have these three roles together. However, the problem is that since we usually start a business from a technician's perspective, it is very difficult to manage the other two roles and we just stay in our own safe zone, working in our business instead of working on our business. Let me also tell you this very important point: there are more resources on our Telegram channel called Khashayar Talks . We also have this one channel. The link to this channel is in the description, in the

13:12 comments, and simply. If you log into Telegram and search for Khashyar Talks, you can become a member of our channel. So now that we understand these three roles, let's go and examine together the three stages of growing a small business from the beginning . The book introduces 3 stages . The first stage is called infancy, the second stage is called adolescence, and the third stage is called full maturity. I will now explain each of these in detail, telling you what pitfalls there are in each and what things we should not do. The first stage of neonatal infancy. There is a sentence in a book about this stage that I am reading and translating into Persian for you . It is

13:57 said that most businesses start with this strategy with the view that the personal needs of the person who started the business will be met so that the needs of the business will be met. What does that mean? That is, as a technician who started a business because I want to do everything myself, my needs are my priority. I work in my business instead of working on my business. In every decision I make, in every system I build, my priority is to do it myself. I don't consider the needs of my business. I consider my own needs. I don't look at my business

14:44 as an independent unit that I'm on my own . I look at it as something where I do all the work and I am the business owner. Well, now there are a few characteristics that indicate that the infant stage has them. That is, this is a characteristic when you are just starting a business . He says that at first you start out very optimistic about the situation. Just like you say, "Oh no, everything will be okay." I have a lot of energy now and I'm doing everything. For example, I just opened my own bakery. People are coming in, they are having a good time, they are giving me a lot of positive energy, I am enjoying doing this baking and all that, and everything is great. However, at some point you realize that you are doing everything yourself. In this infancy stage, that is, from the

15:29 person who, for example, only did baking and cooking, now you have to do other things as well. Then another perspective that you have is that you try to establish a personal relationship with all your customers. For example, you say, "Oh, no, every customer who comes, I personally, as the owner of this business, should go and say hello." Or should I look at it this way: " Every customer who comes, I will customize it, for example, make that cake for them." You bring personal attention to these things. You see yourself as a business again until you see the business as something independent of yourself. However, in the stage of coincidence, and that is that the speed of change and growth of the business is faster than you think. It happens faster and you come to the conclusion that it's not

16:17 like everything is going the way I wanted it to. The needs I have are different from the needs of this business . He says, "At some point you'll come to your senses and realize that you started something to enjoy, but now it's your boss telling you, ' Sir, do this, do that, divide your time like this.'" This infancy period is also explained in the book, which says that there is a point at which this infancy period ends. This is the first pit in Christ. He says that people who fall into this pit will have their businesses fail right there. And who is that? I'm going to repeat a sentence in English and translate it into Persian for you. He says that at some point, that technician who started that business will come to his senses and see that things are not going the way I wanted them to.

17:03 If I want to look at this from a business perspective, I have to go and make some serious changes in the way my business operates . He says that now, if you pass this stage, he will call the next stage the " Adolescent Elegance." This is a time when the owner of that business has to make some serious decisions and faces some very important challenges . He says the main feature of this stage is that the owner of that business must step out of his or her comfort zone, and this is especially true for a business owner, especially if the owners of that business are often technicians or people who enjoy doing the work themselves. He says that

17:48 getting out of that is a very difficult task. He says that you have to recognize that the business is an entity separate from you, and that you are the person who is managing it . This is very difficult work. At this stage, the business owner goes and hires a bunch of people to do this work. Because the number of tasks he has to do is very, very high, and here he moves away from that technician role and takes on a managerial role . He understands that he needs to mind his own business. However, this person has a very important challenge here. He looks at the other people who have joined the team, he micromanages them, he sees that things are not going exactly the way he wants because he likes everything to be done exactly his way, and he realizes that the role of

18:36 management is different from the role of technician, and this person was a person who enjoyed doing the work rather than managing it, and he cannot safely delegate tasks to other people and manage them. What does it do? He's going to bring someone to do this management job . He says, "Sir, I'll do things and move forward nicely." You come and manage this team . The board arrives and notices something strange. Usually, when a business owner brings in a manager, they are actually telling the manager a big secret. When the manager comes in, usually someone who has experience in similar businesses, he enters the story and sees that it's amazing. It's as if this person has no idea how to run a business, for example.

19:22 Everything has gone forward by chance, by God's grace, and this person is trying to do everything to his own taste . In fact, if you pay attention, whether in the first or second stage, what the book says is how important that comfort zone, that safe zone, is to someone who is a technician because they started something they liked to do, but it's hard for people to get out of it, and from here, the role of manager is actually added to the work. However, the person who owns a business, because they can't get out of their safe zone, stays in their technical work, and then realizes that doing that work is different from building a business. You do your technical work and the manager comes in and adds to the work. However, the

20:07 real challenge is that the person who started the project, since they are often technicians, cannot leave their comfort zone . He sees himself as part of the work, doesn't see the work as a hobby, and doesn't have an entrepreneurial perspective on the story. He looks like a technician. He likes to have all parts of his work his own. The third stage in the book is called maturity and the entrepreneurial perspective. The book says that a business that is mature is a business that knows from the very beginning where it is going and what it needs to do to get there. In fact, by giving examples of businesses like McDonald's and eBay, which are another example in this book, the whole point of the book

20:54 is that if you want to start a business, you have to know from the very beginning that building a system is important. And as someone who wants to have an entrepreneurial spirit, you want to start a business, you have to know yourself in business so that in business, this Mr. Rickrock, who Mr. Gerber talks about a lot, you say, sir, he has never made a hamburger in his life. He has never been behind that hamburger stand. He has never been in this business. His office was somewhere outside. This man has built businesses. By building systems that worked on their own and were independent of the

21:40 business, they came and were able to expand their business. In fact, they knew a lot about themselves and their business. However, the biggest problem that small businesses have, as we explained step by step, is that I want to start a business. I think that I am that business. I think that I am the one who has to do everything. I am somehow involved in all the departments. However, this is not scalable. It is not scalable. My problem is that as someone who knows the technical side of the job, I come and start a business and I forget that it is not just the technical side. I have to have the vision of entrepreneurs, have a high perspective from the first one. And apart from that, the role of the manager is also very important. Delegation is very important. It's

22:26 very important for me to delegate tasks to other people. It's very important for me to step out of that comfort zone of mine. If I'm going to build a business, it's different from doing something I enjoy. The example we gave at the beginning of the book says, for example, if you enjoy cooking, go make it for your friends. In short, it's not like a business should be built around this . Business is different from doing work, and the best outcome for business is when the entrepreneurial role, the manager role, and the technician role all move forward together and you come up with a system. Well, these were the most important things I learned from this book. However, I should point out that summarizing a book can never replace reading the original version, and I am simply saying things that I myself have learned. I definitely

23:13 recommend that you go and get the book yourself . It is translated into both English and Persian . You can go and study. A formula is introduced below for building these systems that can be very useful. I'm studying abroad here, and I'll tell you about the things I learn . There is a free way for you to support me and my work, and that is as simple as liking the video, leaving an English comment, subscribing, and introducing us to your friends . Thank you for watching the video this far .