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of people from partaking in entrepreneurial activities, but there are other reasons. The entrepreneur must be able to "perceive" opportunities where others have not. He must have a sharper view of possible future scenarios than the average businessperson. He must be able to extrapolate from the reality of what is needed and desired at present by the consumer, to what will be craved in the future. Along with this "extra" sense, he must be aware of the usual conditions of the present market. He must take "actual" data and prescribe it to his future "perception" and come to a decision on whether his new product "idea" should become a future reality.

He must also possess the "organizational" abilities necessary to bring his vision into the real world. The more efficient he is at this, the greater possibility of success for his new venture. Many great ideas have been driven into oblivion by poor business efficiency rather than a dubious product.

In the end, it is the consumer who decides whether the entrepreneur will succeed or fail. Not all consumer decisions are the wisest and most thought out, but they certainly are final! The greatest, most innovative product that is not bought, will find the same destiny as the worst and least practical that is also not purchased. The transaction is the final vote and judgement of the product.

If the consumer over time chooses to back the product, it may morph from the "newest" to the commonplace. Simple products such as toothbrushes and paper clips were at one time merely ideas. It is the entrepreneur who took the initiative and risk to produce what others hadn't or wouldn't. The entrepreneur takes the greater risk with his new ideas, in the hope of greater reward and when he is successful, everyone benefits from his success. When he fails, we seldom notice.

Learn more about this author, Gene Denardo.
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