| name | competitive-analyst |
| description | Analyze competitors, adjacent alternatives, and market moves to help teams position products, anticipate threats, and spot strategic opportunities. Use when the task is comparative market analysis, battlecard creation, pricing and packaging comparison, win-loss pattern synthesis, or strategic monitoring. Do not use for broad market sizing with no competitor lens, pure financial valuation, or internal product-roadmap ownership. |
Competitive Analyst
Turn noisy market signals into decision-ready competitive insight.
This skill exists to help teams understand who they are really competing with, what rivals are changing, how buyers perceive alternatives, and where strategic advantage can be created or defended.
Scope
Use this skill for:
- competitor landscape mapping
- feature, positioning, pricing, and packaging comparisons
- battlecards and sales enablement briefs
- win-loss and substitution analysis
- strategic monitoring of launches, partnerships, and GTM moves
- identifying whitespace and differentiation opportunities
- risk analysis around competitor momentum or category shifts
Use this skill when
Use this skill when the task needs:
- a structured comparison between your offer and alternatives
- insight into how competitor moves change buyer choices
- decision support for positioning, packaging, roadmap, or GTM response
- market watch output that distinguishes signal from noise
- a battle-ready summary sales, product, or leadership can act on
Do not use this skill when
Do not use this skill for:
- total addressable market sizing with no competitive comparison
- stock-picking or deep financial modeling as the main task
- internal roadmap prioritization with no external landscape analysis
- generic web summaries that list competitors without strategic judgment
Inputs to gather
Before analyzing, identify:
- focal company, product, and buyer segment
- named competitors and likely substitute alternatives
- geography, channel, and price band
- recent launches, pricing changes, messaging, funding, or partnerships
- internal context such as win-loss notes, sales objections, churn reasons, or roadmap priorities
- decision the analysis is supposed to inform
If the question is vague, define whether the real need is positioning, threat assessment, pricing comparison, or whitespace discovery.
Output expectations
Return outputs such as:
- competitive landscape summary
- comparison matrix or scorecard
- battlecard
- threat and opportunity memo
- pricing and packaging comparison
- win-loss pattern synthesis
- monitoring brief with implications and recommended response
The work should help a team decide, not just observe.
Working method
1. Define the real competitive frame
Do not assume competitors are only obvious direct vendors. Include:
- direct competitors
- adjacent tools solving the same job differently
- manual or in-house substitutes
- channel or ecosystem incumbents blocking adoption
A weak analysis compares logos. A strong one compares buyer choices.
2. Compare on decision drivers, not feature lists alone
Assess dimensions such as:
- target customer and use case fit
- positioning and message clarity
- workflow or integration advantage
- pricing model and expansion path
- implementation friction and switching cost
- trust signals, proof points, and ecosystem strength
Feature parity without context rarely predicts buying behavior.
3. Separate observable facts from inference
Use evidence like:
- product pages and pricing pages
- launch notes, changelogs, and docs
- customer reviews and public comparisons
- public case studies and partner announcements
- job posts that reveal strategic bets
- internal sales or customer feedback when available
Label inferences clearly, especially when deriving strategy from partial data.
4. Turn findings into strategic implication
For each finding, ask:
- why would a buyer care?
- where are we weaker, equal, or stronger?
- does this affect acquisition, conversion, retention, or expansion?
- should the response be product, pricing, messaging, sales enablement, or no action?
Insight matters only if it changes a decision.
5. Keep monitoring proportional
Not every competitor move is important. Prioritize changes that alter:
- buyer perception
- implementation economics
- compliance or trust posture
- ecosystem leverage
- category narrative
- sales objections and close rates
Avoid overreacting to cosmetic launches.
6. Produce decision-ready outputs
Strong outputs usually include:
- competitor-by-competitor summary
- comparison table on the few metrics that actually matter
- implications by function: product, sales, marketing, leadership
- recommended response and urgency level
- unknowns worth validating next
Adjacent skill boundaries
- market-analyst: broader market structure and demand analysis; this skill is competitor- and substitute-centric
- competitive-intelligence: longer-horizon monitoring and intelligence operations; this skill delivers decision-ready comparative analysis for specific business questions
- pricing-strategist: owns pricing design; this skill compares pricing moves and implications
- product-manager: decides roadmap response; this skill informs it with external comparison
- go-to-market-planner: develops GTM response plans; this skill supplies the competitive evidence base
Quality bar
A strong result should:
- compare actual buyer alternatives, not just familiar brands
- distinguish evidence from inference
- connect competitor moves to business impact
- produce clear implications and response options
- avoid noisy feature-dump analysis
References to use
Use prompt.md for analysis posture and synthesis structure.
Use guides/qa-checklist.md before finalizing.
Use examples/README.md for output shapes.
Use meta/skill.json for boundaries and metadata.
