Use this skill when analyzing competitive landscapes, comparing features, positioning against competitors, or conducting SWOT analysis. Triggers on competitive analysis, market landscape, feature comparison, SWOT, competitor positioning, market mapping, and any task requiring competitive intelligence or strategic positioning.
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name
competitive-analysis
version
0.1.0
description
Use this skill when analyzing competitive landscapes, comparing features, positioning against competitors, or conducting SWOT analysis. Triggers on competitive analysis, market landscape, feature comparison, SWOT, competitor positioning, market mapping, and any task requiring competitive intelligence or strategic positioning.
When this skill is activated, always start your first response with the 🧢 emoji.
Competitive Analysis
Competitive analysis is the discipline of systematically understanding the market
landscape - who your competitors are, what they do well, where they fall short, and
how your product should be positioned to win. Done well, it drives better roadmap
decisions, sharper positioning, and defensible differentiation. Done poorly, it leads
to feature-copying, defensive product thinking, and strategy driven by fear rather
than insight. This skill gives an agent the frameworks, templates, and judgment to
run rigorous competitive analysis - from quick landscape scans to full strategic briefs.
When to use this skill
Trigger this skill when the user:
Needs to map the competitive landscape for a product or market
Wants to conduct a SWOT analysis on their product or a competitor
Asks to compare features between products or build a comparison matrix
Needs to define or refine product positioning against competitors
Wants to create a 2x2 positioning map or perceptual map
Needs to analyze competitor pricing models or packaging
Wants to set up ongoing competitor monitoring
Is preparing a competitive brief for stakeholders, investors, or sales
Needs to understand Porter's Five Forces for a market or industry
Do NOT trigger this skill for:
Internal product roadmap prioritization with no competitive context - use a
product-strategy skill instead
Financial due diligence on acquisition targets - competitive analysis informs
but does not replace financial modeling
Key principles
Analyze objectively, not emotionally - Resist the urge to minimize competitor
strengths or inflate their weaknesses. An honest assessment, including where
competitors are genuinely better, is the only kind that produces useful strategy.
Teams that dismiss strong competitors end up blindsided.
Focus on jobs-to-be-done, not features - Features are outputs. What matters
is which customer jobs competitors are solving, and how well. A competitor with
fewer features who solves the core job 10x better is more dangerous than a
feature-rich product that solves it mediocrely.
Update quarterly - Competitive landscapes shift fast. A snapshot older than
90 days is unreliable for strategy. Build a lightweight monitoring process rather
than relying on one-time deep dives, and timestamp every artifact.
Differentiate, don't copy - Feature parity is a race to the bottom. When a
competitor has a feature you lack, the question is not "should we build it?" but
"is this a must-have for our target customer, or for their target customer?" Copy
only table-stakes features that block deals; otherwise differentiate.
Indirect competitors matter most - The biggest threat often comes from
adjacent markets, not head-to-head rivals. The company solving your customer's
problem with a different category of product - spreadsheets, services firms,
DIY workarounds - is frequently more dangerous than your nearest feature competitor.
Core concepts
Competitive landscape types define how you map the space before diving into
any individual competitor:
Direct competitors - Same target customer, same job-to-be-done, same category.
Customers evaluate you against these explicitly.
Indirect competitors - Same job-to-be-done, different category or approach.
Often invisible on battlecards but responsible for many lost deals.
Substitutes - Alternative behaviors that eliminate the need for any software
solution at all (e.g., spreadsheets, manual processes, outsourced services).
Potential entrants - Well-resourced companies in adjacent markets with high
strategic motivation to enter your space.
Porter's Five Forces is the foundational framework for assessing industry
attractiveness and structural competitive intensity. The five forces are:
threat of new entrants, bargaining power of buyers, bargaining power of suppliers,
threat of substitute products, and rivalry among existing competitors. See
references/analysis-frameworks.md for the full template.
Competitive moats are durable structural advantages that resist displacement
even when a competitor has a better product or more resources. Key moat types:
network effects (very high durability), switching costs, data advantage (all high),
economies of scale, brand, regulatory/compliance (medium), and technology patents
(variable). When assessing competitors, identify which moat they are building - it
predicts how a market will consolidate over time.
Positioning maps (perceptual maps) are 2x2 grids that plot competitors on two
axes representing the most strategically meaningful dimensions in the market. The
goal is to find open space where customer demand exists but no strong competitor
lives. See references/analysis-frameworks.md for construction guide.
Common tasks
Map the competitive landscape
Framework: the four-layer scan
Define the customer and job first - "Our customer is [persona] trying to
[job-to-be-done]. They currently solve this with [alternatives]."
List all categories - Direct, indirect, substitutes, potential entrants.
Aim for 8-15 entries before filtering.
Score each on two dimensions - Relevance to your target customer (High /
Medium / Low) and strategic importance (must-watch / monitor / low priority).
Produce a tiered list - Tier 1 (2-4 must-watch), Tier 2 (4-6 monitor),
Tier 3 (track passively).
SWOT (Strengths, Weaknesses, Opportunities, Threats) is most useful when it leads
to strategic options, not just a four-box list. Always close a SWOT with a "so
what?" layer that derives strategic implications from crossing quadrants.
SWOT template:
Subject: [product / company] | Date: [YYYY-MM-DD]
STRENGTHS (internal, positive)
- [What do you do better than anyone? What do customers consistently praise?]
- [What assets, IP, or relationships are hard to replicate?]
WEAKNESSES (internal, negative)
- [Where do you lose deals or get criticized?]
- [What are the known product gaps or resource limitations?]
OPPORTUNITIES (external, positive)
- [What market trends play to your strengths?]
- [Which segments are underserved? What adjacent markets are accessible?]
THREATS (external, negative)
- [Which competitors are best positioned to take share?]
- [What tech shifts, regulatory changes, or macro forces could hurt you?]
STRATEGIC IMPLICATIONS
- SO (strengths + opportunities): [offensive action]
- ST (strengths + threats): [defensive action]
- WO (fix weakness to capture opportunity): [investment priority]
- WT (weakness exposed to threat): [risk mitigation]
Build feature comparison matrix
A feature matrix answers: "Which competitors have what, and how do we compare?"
Use it for sales enablement, roadmap input, and positioning, not as a scorecard
of who "wins."
Construction rules:
List only features that matter to the buying decision - omit table-stakes that
everyone has and no one values distinctively.
Use consistent evidence - don't use hands-on testing for yourself and marketing
copy for competitors. Use the same source type for each row.
Rate with nuance - avoid binary checkmarks. Use: Full / Partial / Roadmap / No.
Source and date every cell. A matrix with no timestamps is worse than useless.
Matrix format:
Feature Area | Feature | Your Product | Comp A | Comp B | Comp C
-------------|-----------------|--------------|---------|---------|-------
Core | [Feature 1] | Full | Full | Partial | No
Core | [Feature 2] | Full | Partial | No | No
Security | SSO/SAML | Full | Full | No | Full
Integrations | [Integration 1] | Full | No | Full | No
Key: Full = complete | Partial = limited/incomplete | Roadmap = announced | No = absent
Sources: [Comp A: pricing page + trial, YYYY-MM-DD] ...
Create positioning maps (2x2)
A 2x2 positioning map (perceptual map) reveals where competitors cluster and where
open space exists. The axes must represent genuine customer trade-offs - dimensions
customers actually care about when choosing.
Axis selection rules: Each axis must have real variance across competitors.
Axes must be nearly orthogonal - "price" and "features" are correlated; "price"
and "ease of use" are not. Validate axes against top reasons customers switch to
or from you. Common pairs: SMB vs Enterprise / point solution vs platform (B2B
SaaS); managed vs self-hosted / narrow vs broad scope (developer tools);
business users vs technical users / batch vs real-time (data/analytics).
Template:
High [Axis Y]
|
C | A
---+------------- High [Axis X]
| B D
Low |
Low [Axis X]
[Your product]: [position and why it is strategically defensible]
Open space: [quadrant with demand but no strong competitor]
Analyze competitor pricing
Pricing intelligence is high-value and hard to keep accurate. Follow this process:
Capture public data - Pricing page, G2/Capterra reviews, job postings
(ACV targets reveal deal size), SEC filings (ARR and customer count reveal ARPU).
Classify the model - Flat-rate / per-seat / usage-based / hybrid. Note
any freemium, free trial, or open-source component.
Reconstruct packaging - What features are in each tier? Hard limits
(seats, API calls, storage)?
Estimate street vs. list price - SaaS companies typically discount 20-40%
off list in enterprise deals. Assume a 25% floor unless you have better signal.
Identify pricing as a lever - Are they using low price to land SMB and
expand up? Racing to commoditize? Building an enterprise moat via switching costs?
Monitor competitors systematically
One-time analysis goes stale. Build a lightweight ongoing process:
Signal sources (low to high effort):
Source
Effort
Frequency
G2/Capterra new reviews
Low
Weekly via RSS or email alert
LinkedIn job postings
Low
Bi-weekly search by company
Changelog / release notes
Low
Weekly via RSS
Blog, content, press alerts
Medium
Weekly + daily Google Alerts
Hands-on product trials
High
Quarterly
Win/loss call analysis
High
Per deal
Monitoring cadence: Weekly - flag material signals. Monthly - update feature
matrix and pricing for Tier 1. Quarterly - full landscape refresh, SWOT update,
new positioning map, circulate competitive brief.
Write competitive briefs for stakeholders
A competitive brief is a 1-2 page document that gives product, sales, marketing,
or leadership a current, opinionated view of one competitor.
Brief structure:
COMPETITIVE BRIEF: [Competitor Name]
Prepared: [date] | Next review: [date +90 days]
TL;DR: [2-3 sentences: who they are, why they matter, our stance]
SNAPSHOT: Founded: | Funding: | Employees: | Key customers:
THEIR POSITIONING: [Direct quote from homepage]
WHY CUSTOMERS CHOOSE THEM: [Top 3 reasons - honest, evidence-based]
WHY CUSTOMERS CHOOSE US: [Top 3 reasons - evidence-based, not wishful]
WHERE THEY ARE INVESTING: [Hiring/changelog/funding signals + implication]
RECOMMENDED RESPONSE
- Sales: [what reps say when this competitor comes up]
- Product: [roadmap implications, if any]
- Marketing: [messaging implications]
Anti-patterns / common mistakes
Mistake
Why it's wrong
What to do instead
Benchmarking only direct competitors
Misses the most disruptive threats, which usually come from adjacent categories
Include indirect competitors and substitutes in every landscape map
Feature matrix without strategic interpretation
A matrix tells you what exists; it says nothing about what customers value
Always add a "so what" layer: which gaps are deal-blockers vs. irrelevant?
Using competitor marketing copy as ground truth
Marketing copy is aspirational and optimistic by design
Validate claims against G2 reviews, hands-on trials, and win/loss feedback
SWOT without strategic implications
Without the SO/ST/WO/WT layer, SWOT is a list of observations with no action
Always close SWOT with the four cross-quadrant strategic options
Copying competitor features reactively
Feature parity is a treadmill; you never catch up and you never differentiate
Evaluate each gap against your target customer's job-to-be-done before scheduling
Outdated competitive decks (over 6 months old)
Fast-moving markets make stale analysis actively misleading
Timestamp every artifact and build a quarterly refresh into planning cycles
Gotchas
Treating marketing copy as ground truth - Competitor website copy describes the best-case version of the product, not the actual user experience. A "full" checkmark on your matrix based only on the competitor's pricing page is likely wrong. Validate capability claims with G2/Capterra reviews, hands-on trials, or win/loss calls before trusting them.
SWOT without the SO/ST/WO/WT synthesis - A four-box SWOT with lists of bullet points produces observations, not strategy. The value comes from crossing quadrants: which strength can you deploy against which threat? Which weakness blocks which opportunity? If the SWOT doesn't close with at least four strategic implications, it's an incomplete exercise.
Positioning map axes that are correlated - Using "price" and "features" as the two axes of a 2x2 produces a diagonal line with all competitors clustered from bottom-left to top-right - revealing nothing actionable. Choose axes that are orthogonal: dimensions where competitors can and do trade off against each other independently.
Feature matrix becoming a scorekeeping exercise - A matrix that sums up "wins" per vendor and declares a winner is used by sales as a trophy, not as strategic input. Feature parity does not predict market outcomes. Use the matrix to identify your unique differentiators and the gaps that are actual deal-blockers, not to declare overall superiority.
Snapshot analysis without a refresh process - A competitive brief created for a board deck 6 months ago that gets recirculated without an update is actively harmful: it may show a competitor's weakness that has since been shipped, or miss a new entrant. Every competitive artifact needs a "next review" date and an owner. Mark anything older than 90 days as potentially stale.
References
For detailed templates and worked examples on specific frameworks, read the
relevant file from references/:
references/analysis-frameworks.md - Porter's Five Forces template, full SWOT
template with SO/ST/WO/WT grid, and positioning map construction guide with
worked examples
Only load a references file when the current task requires it.
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