Think about the personality of the founding team before you tackle an industry - it really does matter!  Some key components to consider are:

1. Sales Cycle vs. Each Team Member's Exit Time Frame
   
2. Exit Valuation  vs. Each Team Member's Required Exit to make it worth while (opportunity costs; one venture vs. another)

Our team is really starting to learn this lesson and it's not an easy one:
Before we started selling, we met with several key players in the space and other software entrepreneurs to learn about how the sales cycle worked in our industry.  One key message we got was, "the sales cycle is long."  Naturally, we thought we would be able to make the sales cycle faster because we would network well, be persistant and, among other things, work hard.  We've done all of these things in excess, yet we're wondering why we didn't listen.

Long sales cycles are frustrating.  Since we outsource a bulk of our development, we don't have enough work to stay busy all the time, want to see signs of success (monetary) and we're bootstrapping operations, which means cash is very low. For some of the team, dealing w/ the difficulty of a long sales cycle is a lot easier than others.  For example, a member of our team needs frequent rewards to stay motivated and keep going.  W/ a long sales cycle these rewards may not be present.  So, make sure you reflect on how well the people on your team matched the industry you're going take on.