SlideShare una empresa de Scribd logo
1 de 12
Why Most Small Businesses Don’t Work
      And What To Do About It
Philippine Small Business
   By Asset Size (15M below)
   By Number of Employees (99 Employees)
   40% out in Year 1
   80% out within 5 Years
   80% out within the next 5 years
       Starting with100 Business
       End in 3 Business in10 years
   Effects: Loss of Personal Assets and Self-Esteem
Questions???
   How do we explain the failure rate?
   Why do so many people go into business, only to
    fail?
   What lessons aren’t they learning?
   With all the information available today, why only
    few people are successful?
   Why Most Small Business Don’t Work?
Entrepreneur Myth (E-Myth)
   “Small businesses are started by Entrepreneurs”
   Entrepreneurial Seizure
   Fatal Assumption
       If you understand the technical work of a business, you
        understand the business!!!
3 Personalities
   Entrepreneur – visionary, dreamer, future
   Manager – pragmatic, organizer, past
   Technician – doer, present
   Conflict
       Entrepreneur vs Manager
       Doer vs the World!
   10% Ent + 20% Mgr + 70% Tec = 100% Failure!!!
3 Phases
1.       Infancy
           Owner and Business are one and the same
2.       Adolescence
           Getting Some Help
           “Management by Abdication”
           You don’t own a business, you own a job
3.       Maturity
Maturity
   Knows how it got to be where it is and what it must
    do to get where it wants to go
   Entrepreneur Perspective
       Commodity or work is not important, the business is
   Entrepreneur vs Technician Perspective
   Entrepreneur Model
       Business as a Product
       Commodity is not as important as delivery
       Starts with the customer in mind
Turn-Key Revolution
   Franchise Phenomenon
   Business Format Franchise
   Sell the Business Instead of the Product
   Your business is not your life
       The purpose of your life is not to serve your business,
        but your business to serve your life.
   Rules
Franchise Prototype
   Pretend like it is a Franchise
   Satisfies 3 personalities
       Entrepreneur – vision takes form
       Manager – order and predictability
       Technician – technical work
Business Development Process




   Innovation – business not commodity
   Quantification - feedback
   Orchestration – Standardization, Predictability
Business Development Program
1.   Primary Aim
2.   Strategic Objective
3.   Organizational Strategy
4.   Management Strategy
5.   People Strategy
6.   Marketing Strategy
7.   Systems Strategy
Thank You!

Más contenido relacionado

La actualidad más candente

Gerber's E-Myth, Chahel book club 3-30-11
Gerber's E-Myth, Chahel book club 3-30-11Gerber's E-Myth, Chahel book club 3-30-11
Gerber's E-Myth, Chahel book club 3-30-11
shellychahel
 
The entrepreneurial myth
The entrepreneurial mythThe entrepreneurial myth
The entrepreneurial myth
HansJVetter
 
Startup best practices
Startup best practicesStartup best practices
Startup best practices
Jie Bao
 
Agileentrepreneurship
AgileentrepreneurshipAgileentrepreneurship
Agileentrepreneurship
fedeeli
 
How to have success in your new/small business
How to have success in your new/small businessHow to have success in your new/small business
How to have success in your new/small business
Reg Gupton Inc
 
Business Case Guide
Business Case GuideBusiness Case Guide
Business Case Guide
euweben01
 

La actualidad más candente (20)

What is your vehicle for career success?
What is your vehicle for career success?What is your vehicle for career success?
What is your vehicle for career success?
 
Most successful webinar presentation 4.20.10
Most successful webinar presentation 4.20.10Most successful webinar presentation 4.20.10
Most successful webinar presentation 4.20.10
 
Gerber's E-Myth, Chahel book club 3-30-11
Gerber's E-Myth, Chahel book club 3-30-11Gerber's E-Myth, Chahel book club 3-30-11
Gerber's E-Myth, Chahel book club 3-30-11
 
The entrepreneurial myth
The entrepreneurial mythThe entrepreneurial myth
The entrepreneurial myth
 
Technopreneurship 101 sweeppp 2016
Technopreneurship 101 sweeppp 2016Technopreneurship 101 sweeppp 2016
Technopreneurship 101 sweeppp 2016
 
Startup and Entrepreneurship
Startup and EntrepreneurshipStartup and Entrepreneurship
Startup and Entrepreneurship
 
What It Takes To Be An Entrepreneur
What It Takes To Be An EntrepreneurWhat It Takes To Be An Entrepreneur
What It Takes To Be An Entrepreneur
 
How to Write a Business Case: 4 Steps to a Perfect Business Case Template
How to Write a Business Case: 4 Steps to a Perfect Business Case TemplateHow to Write a Business Case: 4 Steps to a Perfect Business Case Template
How to Write a Business Case: 4 Steps to a Perfect Business Case Template
 
15 Surprising Reasons Why Startups Fail
15 Surprising Reasons Why Startups Fail15 Surprising Reasons Why Startups Fail
15 Surprising Reasons Why Startups Fail
 
How to become a successful businessman
How to become a successful businessmanHow to become a successful businessman
How to become a successful businessman
 
Startup best practices
Startup best practicesStartup best practices
Startup best practices
 
How pirates treat people
How pirates treat peopleHow pirates treat people
How pirates treat people
 
Introduction to entrepreneurial management
Introduction to entrepreneurial managementIntroduction to entrepreneurial management
Introduction to entrepreneurial management
 
10 point orientation programme for future entrepreneurs
10 point orientation programme for future entrepreneurs10 point orientation programme for future entrepreneurs
10 point orientation programme for future entrepreneurs
 
Agileentrepreneurship
AgileentrepreneurshipAgileentrepreneurship
Agileentrepreneurship
 
How to have success in your new/small business
How to have success in your new/small businessHow to have success in your new/small business
How to have success in your new/small business
 
Business Case Guide
Business Case GuideBusiness Case Guide
Business Case Guide
 
CEO Core Formulas: The 5x2 Process The Most Profitable (Small/Medium/Large-B2...
CEO Core Formulas: The 5x2 Process The Most Profitable (Small/Medium/Large-B2...CEO Core Formulas: The 5x2 Process The Most Profitable (Small/Medium/Large-B2...
CEO Core Formulas: The 5x2 Process The Most Profitable (Small/Medium/Large-B2...
 
5 Tips to Make Incentives Meaningful and Retain Employees
5 Tips to Make Incentives Meaningful and Retain Employees5 Tips to Make Incentives Meaningful and Retain Employees
5 Tips to Make Incentives Meaningful and Retain Employees
 
Joshua Slayton
Joshua SlaytonJoshua Slayton
Joshua Slayton
 

Similar a E myth

Entrepreneurship
EntrepreneurshipEntrepreneurship
Entrepreneurship
guna nm
 
219059332 anthony-robbins-ultimate-business-mastery-system-notes
219059332 anthony-robbins-ultimate-business-mastery-system-notes219059332 anthony-robbins-ultimate-business-mastery-system-notes
219059332 anthony-robbins-ultimate-business-mastery-system-notes
Phan Cong
 
17 simple ways to generate more leads, retain clients and cut costs
17 simple ways to generate more leads, retain clients and cut costs17 simple ways to generate more leads, retain clients and cut costs
17 simple ways to generate more leads, retain clients and cut costs
collegeofbusiness
 
Building Your Practice Cmc June 2009
Building Your Practice  Cmc June 2009Building Your Practice  Cmc June 2009
Building Your Practice Cmc June 2009
jimlove
 
1. Opportunity Management For Dealership Sales Pp
1. Opportunity Management For Dealership Sales Pp1. Opportunity Management For Dealership Sales Pp
1. Opportunity Management For Dealership Sales Pp
Travis Snow UNLIMITED
 
Fatal Business Errors Made By CEOs
Fatal Business Errors Made By CEOsFatal Business Errors Made By CEOs
Fatal Business Errors Made By CEOs
JGoldhill
 

Similar a E myth (20)

Learn From Why Businesses Fail
Learn From Why Businesses FailLearn From Why Businesses Fail
Learn From Why Businesses Fail
 
Entrepreneurship
EntrepreneurshipEntrepreneurship
Entrepreneurship
 
1 Ceo Business Mastery Model Week1
1 Ceo Business Mastery Model Week11 Ceo Business Mastery Model Week1
1 Ceo Business Mastery Model Week1
 
Workable Presentation at TechStartupJobs Fair London 2014
Workable Presentation at TechStartupJobs Fair London 2014Workable Presentation at TechStartupJobs Fair London 2014
Workable Presentation at TechStartupJobs Fair London 2014
 
219059332 anthony-robbins-ultimate-business-mastery-system-notes
219059332 anthony-robbins-ultimate-business-mastery-system-notes219059332 anthony-robbins-ultimate-business-mastery-system-notes
219059332 anthony-robbins-ultimate-business-mastery-system-notes
 
8 tips in boosting your small business profits
8 tips in boosting your small business profits8 tips in boosting your small business profits
8 tips in boosting your small business profits
 
ETRR Business Breakthrough Slides
ETRR Business Breakthrough SlidesETRR Business Breakthrough Slides
ETRR Business Breakthrough Slides
 
Market Research & Business Growth
Market Research & Business GrowthMarket Research & Business Growth
Market Research & Business Growth
 
Self Employed or Business owner
Self Employed or Business ownerSelf Employed or Business owner
Self Employed or Business owner
 
Entrepreneurship As A Career Option
Entrepreneurship As A Career OptionEntrepreneurship As A Career Option
Entrepreneurship As A Career Option
 
Why You Need Accountability In Your Business For Business Growth
Why You Need Accountability In Your Business For Business GrowthWhy You Need Accountability In Your Business For Business Growth
Why You Need Accountability In Your Business For Business Growth
 
17 simple ways to generate more leads, retain clients and cut costs
17 simple ways to generate more leads, retain clients and cut costs17 simple ways to generate more leads, retain clients and cut costs
17 simple ways to generate more leads, retain clients and cut costs
 
Building Your Practice Cmc June 2009
Building Your Practice  Cmc June 2009Building Your Practice  Cmc June 2009
Building Your Practice Cmc June 2009
 
The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...
The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...
The 7 Habits of Multi Millionaire Recruitment Business Owners – How To Scale ...
 
Why 9 out of 10 business fails - Dealerbaba Guide
Why 9 out of 10 business fails - Dealerbaba GuideWhy 9 out of 10 business fails - Dealerbaba Guide
Why 9 out of 10 business fails - Dealerbaba Guide
 
1. Opportunity Management For Dealership Sales Pp
1. Opportunity Management For Dealership Sales Pp1. Opportunity Management For Dealership Sales Pp
1. Opportunity Management For Dealership Sales Pp
 
کارگاه یکم تامزآپ 98 - راه‌اندازی استارتاپ سلامت
کارگاه یکم تامزآپ 98 - راه‌اندازی استارتاپ سلامتکارگاه یکم تامزآپ 98 - راه‌اندازی استارتاپ سلامت
کارگاه یکم تامزآپ 98 - راه‌اندازی استارتاپ سلامت
 
Fatal Business Errors Made By CEOs
Fatal Business Errors Made By CEOsFatal Business Errors Made By CEOs
Fatal Business Errors Made By CEOs
 
Infusionsoft Lifecycle Marketing
Infusionsoft Lifecycle MarketingInfusionsoft Lifecycle Marketing
Infusionsoft Lifecycle Marketing
 
לגבי EMyth על ידי איל הורוביץh
לגבי EMyth על ידי איל הורוביץhלגבי EMyth על ידי איל הורוביץh
לגבי EMyth על ידי איל הורוביץh
 

Último

Constitution of Company Article of Association
Constitution of Company Article of AssociationConstitution of Company Article of Association
Constitution of Company Article of Association
seri bangash
 
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot ReportFuture of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Dubai Multi Commodity Centre
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
Khaled Al Awadi
 
What is social media.pdf Social media refers to digital platforms and applica...
What is social media.pdf Social media refers to digital platforms and applica...What is social media.pdf Social media refers to digital platforms and applica...
What is social media.pdf Social media refers to digital platforms and applica...
AnaBeatriz125525
 

Último (20)

PitchBook’s Guide to VC Funding for Startups
PitchBook’s Guide to VC Funding for StartupsPitchBook’s Guide to VC Funding for Startups
PitchBook’s Guide to VC Funding for Startups
 
tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)
 
Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)Inside the Black Box of Venture Capital (VC)
Inside the Black Box of Venture Capital (VC)
 
Constitution of Company Article of Association
Constitution of Company Article of AssociationConstitution of Company Article of Association
Constitution of Company Article of Association
 
How to Maintain Healthy Life style.pptx
How to Maintain  Healthy Life style.pptxHow to Maintain  Healthy Life style.pptx
How to Maintain Healthy Life style.pptx
 
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement CriteriaSedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
 
Powers and Functions of CPCB - The Water Act 1974.pdf
Powers and Functions of CPCB - The Water Act 1974.pdfPowers and Functions of CPCB - The Water Act 1974.pdf
Powers and Functions of CPCB - The Water Act 1974.pdf
 
Event Report - IBM Think 2024 - It is all about AI and hybrid
Event Report - IBM Think 2024 - It is all about AI and hybridEvent Report - IBM Think 2024 - It is all about AI and hybrid
Event Report - IBM Think 2024 - It is all about AI and hybrid
 
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot ReportFuture of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report
 
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...NewBase   17 May  2024  Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
 
Toyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & TransformationsToyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & Transformations
 
TriStar Gold Corporate Presentation May 2024
TriStar Gold Corporate Presentation May 2024TriStar Gold Corporate Presentation May 2024
TriStar Gold Corporate Presentation May 2024
 
What is social media.pdf Social media refers to digital platforms and applica...
What is social media.pdf Social media refers to digital platforms and applica...What is social media.pdf Social media refers to digital platforms and applica...
What is social media.pdf Social media refers to digital platforms and applica...
 
Stages of Startup Funding - An Explainer
Stages of Startup Funding - An ExplainerStages of Startup Funding - An Explainer
Stages of Startup Funding - An Explainer
 
A Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettA Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob Badgett
 
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdfInnomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
 
Copyright: What Creators and Users of Art Need to Know
Copyright: What Creators and Users of Art Need to KnowCopyright: What Creators and Users of Art Need to Know
Copyright: What Creators and Users of Art Need to Know
 
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptxBlinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
 
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
8 Questions B2B Commercial Teams Can Ask To Help Product Discovery
 
The Truth About Dinesh Bafna's Situation.pdf
The Truth About Dinesh Bafna's Situation.pdfThe Truth About Dinesh Bafna's Situation.pdf
The Truth About Dinesh Bafna's Situation.pdf
 

E myth

  • 1. Why Most Small Businesses Don’t Work And What To Do About It
  • 2. Philippine Small Business  By Asset Size (15M below)  By Number of Employees (99 Employees)  40% out in Year 1  80% out within 5 Years  80% out within the next 5 years  Starting with100 Business  End in 3 Business in10 years  Effects: Loss of Personal Assets and Self-Esteem
  • 3. Questions???  How do we explain the failure rate?  Why do so many people go into business, only to fail?  What lessons aren’t they learning?  With all the information available today, why only few people are successful?  Why Most Small Business Don’t Work?
  • 4. Entrepreneur Myth (E-Myth)  “Small businesses are started by Entrepreneurs”  Entrepreneurial Seizure  Fatal Assumption  If you understand the technical work of a business, you understand the business!!!
  • 5. 3 Personalities  Entrepreneur – visionary, dreamer, future  Manager – pragmatic, organizer, past  Technician – doer, present  Conflict  Entrepreneur vs Manager  Doer vs the World!  10% Ent + 20% Mgr + 70% Tec = 100% Failure!!!
  • 6. 3 Phases 1. Infancy  Owner and Business are one and the same 2. Adolescence  Getting Some Help  “Management by Abdication”  You don’t own a business, you own a job 3. Maturity
  • 7. Maturity  Knows how it got to be where it is and what it must do to get where it wants to go  Entrepreneur Perspective  Commodity or work is not important, the business is  Entrepreneur vs Technician Perspective  Entrepreneur Model  Business as a Product  Commodity is not as important as delivery  Starts with the customer in mind
  • 8. Turn-Key Revolution  Franchise Phenomenon  Business Format Franchise  Sell the Business Instead of the Product  Your business is not your life  The purpose of your life is not to serve your business, but your business to serve your life.  Rules
  • 9. Franchise Prototype  Pretend like it is a Franchise  Satisfies 3 personalities  Entrepreneur – vision takes form  Manager – order and predictability  Technician – technical work
  • 10. Business Development Process  Innovation – business not commodity  Quantification - feedback  Orchestration – Standardization, Predictability
  • 11. Business Development Program 1. Primary Aim 2. Strategic Objective 3. Organizational Strategy 4. Management Strategy 5. People Strategy 6. Marketing Strategy 7. Systems Strategy

Notas del editor

  1. 14 Small businesses often sell new and untested products, and they frequently are undercapitalized. Large businesses, on the other hand, are able to take profits from other areas of their business to support a new venture during its infancy.
  2. Entrepreneurial SeizureWhat am I doing this for?Why am I working for this guy?I know a lot about this business and if it weren't for me, he won't have one.Idea of being your own boss and doing your own thing become irresistibleFatal AssumptionIf you understand the technical work of a business, you understand the business.Barbers -> barbershop, electrician -> repair shop, musician -> music storeTech work becomes liability as he will not be forced to make the business work but instead do the work himself
  3. 3 Personalities existsEntrepreneurVisionary, dreamera need to control people to pursue his visionmost people are a problem that get in the way of the dreamManagerPragmaticthe OrganizerTechnicianDoerEntrep thinks new features that ruins Time TableManager wants to put you into a system that makes you lose your IndividualityEntrepreneur vs ManagerFuture vs PastControl vs orderchange vs status quoopportunities vs problemswithout manager -> no business, without entrep -> no innovationDoer vs World Entrepreneur ruins his plan when new features or idea are created Manager imposes a system which is Dehumanizing, cold and impersonalTypically, 10% Entrep + 20% Manager + 70% Tech
  4. InfancyOwner wants as opposed to Business needs...And what The Technician who runs the company wants is not growth or change but exactly the opposite. He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of working for The Boss.Owner and Business are one and the same.At first, everything is working out fine. You love your work and so you do it. Then, demand rises due to your great work. You need to exert greater effort than when you started it.Infancy ends when owner realize that the business cannot run in the same way when it was started.Adolescencetechnical helpsomeone with experience in this kind of businesssales-oriented finds production-oriented and vice versasomeone to do the books or financialManagement by Abdication rather than Delegationall work is done by the new personthen quality suffersowner begins to work again as a technicianyou don't own a business, you own a job3 Courses of ActionGetting Small - back to infancyGo For Broke - risk everything. demands exceeds productionSurvive - you've got to be there all the time. business consumes you
  5. A Mature business knows how it got to be where it is, and what it must do to get where it wants to go.Therefore, Maturity is not an inevitable result of the first two phases. It is not the end product of a serial process, beginning with Infancy and moving through AdolescenceMature companies was started as a Mature company. They also go into Infancy and Adolescence in a different way.EntrepPrespective: commodity or work is not important, the business isEntrepvs Technician PerspectiveHow must the business work vs What work must be done?outside results in profit vs Inside results as incomefuture to present vs Present to uncertain futureEntrepreneur ModelBusiness as a productCommodity is not as important as how it was delivered.Does not start with a picture of the business to be created but of the customer to whome the business is created.Business Model that satisfies the 3 personalitiesTurn-Key Revolution
  6. Franchise Phenomenon- McDonald's Ray Kroc- The Most Successful Small Business in the World Today- Business Format Franchise that has revolutionized American Business- 5% has been terminated annuallyBusiness Format Franchise- not "trade name" franchise- provides entire system- previous belief that "success of the business depends on the success of the product it sells"- true product of the business is the business itselfSell the Business Instead of the Product- systems-dependent business not a people-dependent- work on the business not work in the business- perfectly predictable components that could be tested in a prototypeFranchise PrototypeRulesValue Beyond ExpectationOperated with the Lowest Possible Skill- business are not built by extraordinary people but by ordinary people doing extraordinary things- typical owners prefers highly skilled people, work now depends on their mmoodA place of impeccable orderWork is documented in Operations ManualsPredictable Service to the CustomerUtilize a Uniform Color, Dress and Facilities Code
  7. Primary AimA picture of how you want your life to be.Strategic ObjectiveA clear statement of what your business has to ultimately do for you to achieve your Primary Aim.Vision of the Finished ProductStandards that need to be Included in you StratObj.MoneyOpportunity Worth Pursuing.What kind of Business Am I In?commodity - what customer walks in handproduct - what customer feelsNobody's interested in the commodity, people buy feelings..Who is my Customer?demographicPsychographicOrg Strategy"We're just a Small Company. We don't need an org chart."An orgchart has a more profound impact than any other Step.Steps.Create an Org Chart based on AccountabilitiesReplace yourself with a system.Start from the bottomMgmtStratA system designed into your prototype to produce a marketing resultsPeopleStrat"Doing it is more important than not doing it" - make sure they understand the idea behind the work they are doingCustomer is not always right but it is our job to make him feel that wayEveryone who works here is expected to work toward being the best.Everything we know how to do is tested by what we don't know how to do. The conflict creates growth.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. Such a structure is called a game.In a small business, you are better off without professional managers.if the owner doesn't know how to manage, how is he going to manage them. If the owner can't, they will manage by the standards that has been taught in somebody else's business.MarketingStratForget about everything but your customer.What you want is unimportant. It's what your customer wants that matters.Demographics - whoPsychographics - why he buysUnderstanding them, you can construct your prototype to satisfy his unconscious needs.These includes logos, colors, uniforms.Systems Strat3 kinds of systemsHard Systems - inanimate, unliving thingsSoft Systems- animate or ideasInformation Systems - information about the reaction between the two. -this will track the updates