| name | fnd.r-analyzing-competition |
| description | Maps competitive landscape, identifies positioning gaps, and assesses competitor threats. Use when analyzing competition, finding white space, mapping alternatives, or building Canvas section 06. |
| allowed-tools | Read, Write, WebSearch |
| license | Complete terms in LICENSE.txt |
Competitive Analyzing
Map competitive landscape and identify positioning opportunities.
Canvas Files
- Reads: 01.context.md (industry dynamics), 04.segments.md (target segment), 05.problem.md (problems being solved)
- Writes: 06.competitive.md
Prerequisites
Before competitive analysis:
strategy/canvas/05.problem.md must exist (problems define competitive frame)strategy/canvas/04.segments.md should exist (segment defines competitive context)
If missing:
"Competitive analysis requires problem definition from 05.problem.md.
Competition is framed by what problems you solve for whom.
Run fnd.r-scoring-problems skill or fnd-researcher agent first."
Process
Step 1: Load Context
Read from canvas:
- Problems from 05.problem.md — What problems are we solving?
- Segment from 04.segments.md — Who are we solving for?
- Industry from 01.context.md (if exists) — Industry dynamics
Step 2: Identify Direct Competitors
Direct competitors solve the same problem for the same segment with a similar solution.
For each problem in 05.problem.md:
- Search for existing solutions
- Identify companies explicitly targeting this problem
- Note their positioning, pricing, and target segment
Search queries:
- "[Problem] software"
- "[Problem] solution for [segment]"
- "[Segment] [problem] tools"
- "Alternative to [known competitor]"
Data sources:
- G2, Capterra, Product Hunt
- Crunchbase (funding, positioning)
- Company websites (messaging, pricing)
- LinkedIn (company size, hiring)
Step 3: Identify Indirect Competitors
Indirect competitors solve the same problem with a different approach OR serve adjacent needs.
Categories:
| Type | Example |
|---|
| Manual process | Spreadsheets, email, paper |
| Adjacent product | Feature in larger platform |
| Service provider | Consultants, agencies |
| DIY solution | Internal tools, scripts |
| Status quo | Do nothing |
Step 4: Profile Each Competitor
For direct competitors, capture:
| Attribute | Source |
|---|
| Positioning | Website headline, tagline |
| Target segment | Website copy, case studies |
| Pricing model | Pricing page |
| Price points | Pricing page, G2 |
| Key differentiators | Features page, comparisons |
| Weaknesses | G2 reviews, Reddit, complaints |
| Funding/size | Crunchbase, LinkedIn |
| Growth signals | Hiring, news, product launches |
Step 5: Build Positioning Matrix
Create 2x2 positioning map:
Choose axes that matter to buyers:
| Axis Option | When to Use |
|---|
| Price (low/high) | Price-sensitive market |
| Complexity (simple/complex) | Workflow-heavy products |
| Target (SMB/Enterprise) | Clear segment splits |
| Approach (AI/Manual) | Technology differentiation |
| Breadth (Point/Platform) | Build vs. buy decisions |
Map competitors:
- Place each competitor on the matrix
- Identify clusters (crowded positions)
- Find white space (unoccupied positions)
Step 6: Identify Positioning Gaps
Gaps are unoccupied or underserved positions:
| Gap Type | Signal | Opportunity |
|---|
| Price gap | No option between $X and $Y | Mid-market play |
| Feature gap | Problem partially solved | Complete solution |
| Segment gap | Underserved buyer type | Focused positioning |
| Approach gap | Old technology dominant | Modern alternative |
| Experience gap | All options complex | Simplicity play |
Validate gaps:
- Is the gap intentional (unviable) or overlooked?
- Is there demand for this position?
- Can we credibly occupy this position?
Step 7: Assess Competitive Threats
For top 3-5 competitors:
| Threat | Assessment |
|---|
| Response speed | How fast can they copy us? |
| Resource advantage | Funding, team, distribution |
| Switching costs | How locked-in are their users? |
| Brand strength | Trust, recognition |
| Expansion likelihood | Are they moving toward us? |
Threat level:
- High: Well-funded, fast, overlapping roadmap
- Medium: Capable but distracted or slow
- Low: Resource-constrained, different focus
Step 8: Write Output
Write to strategy/canvas/06.competitive.md using output format below.
Output Format
# 06. Competitive Landscape
## Competitive Frame
**Problem being solved:** [From 05.problem — primary problem]
**Segment served:** [From 04.segments — primary segment]
**Category:** [Market category name]
## Direct Competitors
### [Competitor 1]
| Attribute | Value |
|-----------|-------|
| Positioning | [Their headline/tagline] |
| Target | [Who they serve] |
| Pricing | [Model and price points] |
| Strengths | [What they do well] |
| Weaknesses | [Gaps, complaints] |
| Threat Level | High/Medium/Low |
**Source:** [G2, website, etc.]
---
### [Competitor 2]
[Same structure]
---
### [Competitor 3]
[Same structure]
---
## Indirect Competitors
| Alternative | Type | How Used | Limitation |
|-------------|------|----------|------------|
| [Spreadsheets] | Manual | [How] | [Why inadequate] |
| [Platform X] | Adjacent | [How] | [Why inadequate] |
| [Agency Y] | Service | [How] | [Why inadequate] |
## Positioning Matrix
**Axes:**
- X-axis: [Dimension 1] (low → high)
- Y-axis: [Dimension 2] (low → high)
**Map:**
HIGH [Dimension 2]
│
[Competitor A] │ [Competitor B]
│
LOW ────────────────┼──────────────── HIGH
[Dimension 1] │ [Dimension 1]
│
[Gap: ?] │ [Competitor C]
│
LOW [Dimension 2]
## Positioning Gaps
| Gap | Position | Why Valuable | Our Fit |
|-----|----------|--------------|---------|
| [Gap 1] | [Description] | [Demand signal] | High/Med/Low |
| [Gap 2] | [Description] | [Demand signal] | High/Med/Low |
## Recommended Position
**Position:** [Specific position statement]
**Rationale:** [Why this gap + why we can own it]
## Competitive Response Prediction
| If We... | They Likely... | Our Counter |
|----------|----------------|-------------|
| Enter market | [Response] | [Strategy] |
| Win customers | [Response] | [Strategy] |
| [Specific move] | [Response] | [Strategy] |
## Competitive Intelligence Gaps
| Unknown | Why It Matters | How to Learn |
|---------|----------------|--------------|
| [Gap 1] | [Impact] | [Method] |
| [Gap 2] | [Impact] | [Method] |
Quality Criteria
Before finalizing, verify:
Competitor Profile Template
Quick capture format for research:
## [Competitor Name]
**Website:** [URL]
**Founded:** [Year]
**Funding:** $[X] ([Stage])
**Size:** [Employees]
**Positioning:** "[Their tagline]"
**Target:** [Segment]
**Pricing:** [Model] — $[X]-$[Y]
**Strengths:**
- [Strength 1]
- [Strength 2]
**Weaknesses (from reviews):**
- [Weakness 1]
- [Weakness 2]
**Recent moves:**
- [News, launches, hires]
Boundaries
- Does NOT predict competitor strategy with certainty
- Does NOT guarantee positioning gap is viable
- Does NOT validate market demand for gap
- Competitor data is point-in-time — markets shift
- Review complaints are selection-biased
- Does NOT handle patent/IP competitive analysis
- Requires problem definition before meaningful analysis
- Positioning recommendation is hypothesis until validated
