In the consumer space, you're working with averages over large quantities. The number of potential buyers is huge, so you need to build a product that, on-average, will result in more sales than non-sales when the customer reaches the point of making a decision. This decision point might happen tens of thousands of times -- sometimes millions -- a year for consumer products.
In the enterprise world, the number of sales opportunities are smaller by orders of magnitude. Every sale becomes a huge gamble, and as a result you tend to throw an immense amount of resources at every sale. This is also one of the primary reasons enterprise software ends up so bloated and unmanageable. On the front-end, the decision making process for purchasing enterprise software is driven by checklists and "due diligence" procedures that are horrible at accounting for software quality. You're more likely to win an enterprise contract by saying "sure, we'll add that feature" than you are carefully explaining how maintaining product focus results in a more usable product.
This makes enterprise software a high-stakes game. A sale results in windfall revenue, but a non-sale can severely strain cash-flows. At the end of the day, you're still trying to beat the averages, but you're working with a much smaller number of opportunities, so wins and losses move the needle in a big way. I think this is a significant incentive for small shops and independent devs to avoid the enterprise space. You need a larger bank roll to attack the enterprise market. We bootstrapped our company, and we hit several gut checks along the way. The days of writing large checks to my company are not quickly forgotten.