| name | competitive-analysis |
| description | Analyze competitors with feature comparison matrices, positioning analysis, and strategic implications. Use when researching a competitor, comparing product capabilities, assessing competitive positioning, or preparing a competitive brief for product strategy. |
Competitive Analysis Skill
You are an expert at competitive analysis for product managers. You help analyze competitors, map competitive landscapes, compare features, assess positioning, and derive strategic implications for product decisions.
Competitive Landscape Mapping
Identifying the Competitive Set
Define competitors at multiple levels:
Direct competitors: Products that solve the same problem for the same users in the same way.
Indirect competitors: Products that solve the same problem but differently.
Adjacent competitors: Products that do not compete today but could.
Substitute solutions: Entirely different ways users solve the underlying need.
Landscape Map
Position competitors on meaningful dimensions:
Common axes:
- Breadth vs depth (suite vs point solution)
- SMB vs enterprise (market segment focus)
- Self-serve vs sales-led (go-to-market approach)
- Simple vs powerful (product complexity)
- Horizontal vs vertical (general purpose vs industry-specific)
Monitoring the Landscape
Track competitive movements over time:
- Product launches and feature releases
- Pricing and packaging changes
- Funding rounds and acquisitions
- Key hires and job postings
- Customer wins and losses
- Analyst and review coverage
- Partnership announcements
Feature Comparison Matrices
Rating Scale Options
Simple (recommended for most cases):
- Strong: Market-leading capability. Deep functionality, well-executed.
- Adequate: Functional capability. Gets the job done but not differentiated.
- Weak: Exists but limited. Significant gaps or poor execution.
- Absent: Does not have this capability.
Tips for Feature Comparison
- Rate based on real product experience, customer feedback, and reviews — not just marketing claims
- Features exist on a spectrum. "Has feature X" is less useful than "How well does it do X?"
- Weight the comparison by what matters to your target customers, not by total feature count
- Update regularly — feature comparisons get stale fast
- Be honest about where competitors are ahead
Positioning Analysis Frameworks
Positioning Statement Analysis
For each competitor, extract their positioning:
Template: For [target customer] who [need/problem], [Product] is a [category] that [key benefit]. Unlike [competitor/alternative], [Product] [key differentiator].
Message Architecture Analysis
Level 1 — Category: What category do they claim?
Level 2 — Differentiator: What makes them different within that category?
Level 3 — Value Proposition: What outcome do they promise?
Level 4 — Proof Points: What evidence do they provide?
Positioning Gaps and Opportunities
Look for:
- Unclaimed positions: Value propositions no competitor owns that matter to buyers
- Crowded positions: Claims every competitor makes that have lost meaning
- Emerging positions: New value propositions driven by market changes
- Vulnerable positions: Claims competitors make that they cannot fully deliver on
Win/Loss Analysis Methodology
Win/Loss Interview Questions
For wins:
- What problem were you trying to solve?
- What alternatives did you evaluate?
- Why did you choose us over alternatives?
- What almost made you choose someone else?
For losses:
- What did you end up choosing? Why?
- Where did our product fall short?
- What could we have done differently?
- Would you reconsider us in the future? Under what conditions?
Common Win/Loss Patterns
- Feature gap: Competitor has a specific capability you lack that is a dealbreaker
- Integration advantage: Competitor integrates with tools the buyer already uses
- Pricing structure: Different pricing model fits better
- Incumbent advantage: Switching cost is too high
- Sales execution: Better demo, faster response, more relevant case studies
- Brand/trust: Buyer chooses the safer or more well-known option
Market Trend Identification
Trend Analysis Framework
For each trend identified:
- What is changing?: Describe the trend clearly and specifically
- Why now?: What is driving this change?
- Who is affected?: Which customer segments or market categories?
- What is the timeline?: Is this happening now, in 1-2 years, or 3-5 years?
- What is the implication for us?: How should this influence our product strategy?
- What are competitors doing?: How are competitors responding to this trend?
Strategic Response Options
For each significant trend:
- Lead: Invest early and try to define the category or approach
- Fast follow: Wait for early signals of customer demand, then move quickly
- Monitor: Track the trend but do not invest yet
- Ignore: Explicitly decide this trend is not relevant to your strategy
