The standard advice on niche selection reads like the instructions for a rational optimization exercise: identify underserved markets, assess competitive intensity, evaluate your relative advantages, choose the space where the intersection of opportunity and capability is most favorable. This framework is intellectually coherent and operationally almost useless, because it describes a process that happens in the abstract and produces conclusions that feel chosen rather than felt. Markets chosen this way tend to be entered half-heartedly and abandoned at the first sign of friction, because the underlying motivation was logic rather than genuine interest.