competitive-analysis

name	competitive-analysis
description	Analyze your competitive landscape using Porter's Five Forces and modern frameworks—understand industry dynamics, identify strategic opportunities, and position your business for sustainable advantage. Use when: **Evaluate an industry** before entering or investing; **Understand competitive dynamics** in your market; **Identify strategic opportunities** based on industry structure; **Assess threats** from competitors, new entrants, or substitutes; **Develop positioning strategy** relative to ...
license	MIT
metadata	{"author":"ClawFu","version":"1.0.0","mcp-server":"@clawfu/mcp-skills"}

Competitive Analysis

Analyze your competitive landscape using Porter's Five Forces and modern frameworks—understand industry dynamics, identify strategic opportunities, and position your business for sustainable advantage.

When to Use This Skill

Use this skill when you need to:

• Evaluate an industry before entering or investing
• Understand competitive dynamics in your market
• Identify strategic opportunities based on industry structure
• Assess threats from competitors, new entrants, or substitutes
• Develop positioning strategy relative to competition
• Prepare investor pitches with market analysis
• Plan product launches in competitive markets
• Make pricing decisions based on competitive forces

This skill is particularly valuable for:

• Founders evaluating market opportunities
• Strategy teams assessing competitive position
• Investors analyzing industry attractiveness
• Product managers planning market entry
• Business development professionals identifying partners/threats

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Methodology Foundation

Source: Michael Porter - Harvard Business School (1979-present) + modern competitive intelligence best practices

Core Principle: Industry structure, together with a company's relative position within the industry, are the two basic drivers of company profitability. Understand the five competitive forces to anticipate shifts, shape industry evolution, and find better strategic positions.

"The essence of strategy formulation is coping with competition."

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What Claude Does vs What You Decide

Claude Does	You Decide
Structures production workflow	Final creative direction
Suggests technical approaches	Equipment and tool choices
Creates templates and checklists	Quality standards
Identifies best practices	Brand/voice decisions
Generates script outlines	Final script approval

What This Skill Does

When invoked, I will guide you through comprehensive competitive analysis:

1. Define your competitive arena - Identify industry boundaries and key players
2. Analyze the Five Forces - Evaluate each competitive force systematically
3. Map competitor landscape - Profile direct and indirect competitors
4. Assess industry attractiveness - Determine profit potential
5. Identify strategic opportunities - Find positioning gaps and advantages
6. Monitor competitive dynamics - Set up ongoing intelligence gathering

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How to Use

Provide information about your competitive situation:

Example prompts:

• "Analyze the competitive landscape for [industry/market]"
• "Apply Porter's Five Forces to my [business type]"
• "Create a competitor analysis for [company/product]"
• "Assess the threat of new entrants in [market]"
• "Evaluate supplier/buyer power in [industry]"
• "Help me find competitive positioning opportunities"

Information that helps:

• Your industry or market
• Key competitors you're aware of
• Your product/service category
• Geographic scope
• Target customer segment
• Current market position

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Instructions

The Five Forces Framework

Overview

Porter's Five Forces determine the competitive structure of an industry and its profitability.

                    Threat of
                   New Entrants
                        ↓

Supplier    →    COMPETITIVE    ←    Buyer
 Power           RIVALRY              Power

                        ↑
                    Threat of
                   Substitutes

Force	Key Question	High =
Rivalry	How intense is competition?	Lower profits
New Entrants	How easy to enter?	More competition
Supplier Power	Can suppliers dictate terms?	Higher costs
Buyer Power	Can customers dictate terms?	Lower prices
Substitutes	Are alternatives available?	Less pricing power

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Force 1: Competitive Rivalry

Analyze the intensity of competition among existing players.

Assessment Questions

Factor	Questions to Ask
Number of competitors	How many significant players exist?
Market concentration	Is it dominated by few or fragmented?
Industry growth	Growing, stable, or declining?
Product differentiation	Are products similar or distinct?
Switching costs	How hard is it for customers to switch?
Exit barriers	Can companies easily leave?
Fixed costs	Do high fixed costs drive price competition?

Rivalry Intensity Scale

Level	Characteristics	Profit Impact
Low	Few competitors, differentiated products, high growth	Higher margins
Medium	Several competitors, some differentiation, stable growth	Moderate margins
High	Many competitors, commodity products, slow/negative growth	Thin margins

Red Flags (High Rivalry)

• Frequent price wars
• Heavy advertising spending
• Constant product launches
• Difficulty maintaining margins
• High customer churn

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Force 2: Threat of New Entrants

Analyze how easy or difficult it is for new players to enter your market.

Barriers to Entry Assessment

Barrier	Low Threat	High Threat
Capital requirements	Low startup costs	High investment needed
Economies of scale	Small players viable	Must be large to compete
Brand loyalty	Weak brands	Strong incumbent brands
Switching costs	Easy to try new	Locked-in customers
Distribution access	Open channels	Controlled by incumbents
Regulatory	Few requirements	Heavy licensing/compliance
Technology/IP	Accessible tech	Patents, proprietary tech
Network effects	Weak	Strong winner-take-all

Entry Threat Signals

• Venture capital flowing into your space
• Adjacent companies expanding into your market
• International competitors entering
• Technology reducing traditional barriers
• Regulatory changes opening markets

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Force 3: Supplier Power

Analyze the leverage suppliers have over industry participants.

Supplier Power Assessment

Factor	Low Power	High Power
Number of suppliers	Many alternatives	Few/sole source
Uniqueness	Commodity inputs	Proprietary/specialized
Switching costs	Easy to change	Expensive/difficult
Forward integration	Unlikely	Credible threat
Importance to supplier	Major customer	Small customer
Substitute inputs	Available	None

High Supplier Power Examples

• Specialized software vendors (few alternatives)
• Rare material suppliers (limited sources)
• Highly skilled labor markets (talent scarcity)
• Platform dependencies (AWS, Shopify, etc.)

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Force 4: Buyer Power

Analyze the leverage customers have over your business.

Buyer Power Assessment

Factor	Low Power	High Power
Buyer concentration	Many small buyers	Few large buyers
Purchase volume	Small orders	Large orders
Standardization	Differentiated products	Commodity products
Switching costs	High costs to change	Easy to switch
Price sensitivity	Value-focused	Price-focused
Information	Limited knowledge	Well-informed
Backward integration	Unlikely	Credible threat

Managing Buyer Power

• Differentiate your offering
• Create switching costs (integrations, training, data)
• Target less price-sensitive segments
• Build brand loyalty
• Diversify customer base

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Force 5: Threat of Substitutes

Analyze alternatives that meet the same customer need differently.

Substitute Threat Assessment

Factor	Low Threat	High Threat
Price-performance	Worse value	Better value
Switching costs	High	Low
Buyer propensity	Loyal to current	Open to alternatives
Functional similarity	Different experience	Similar outcome

Common Substitute Patterns

Your Category	Potential Substitutes
Physical stores	E-commerce
Air travel	Video conferencing
Newspapers	Social media, podcasts
Cable TV	Streaming services
Taxis	Ride-sharing, bikes, public transit
Hotels	Airbnb, corporate housing
Consultants	Software, DIY templates

Defending Against Substitutes

• Improve price-performance ratio
• Create switching costs
• Add unique value substitutes can't match
• Acquire or partner with substitutes
• Position as premium alternative

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Industry Attractiveness Assessment

After analyzing all five forces, determine overall industry attractiveness:

Profile	Characteristics	Strategic Implication
Attractive	Weak forces across the board	Enter/invest, potential for strong profits
Moderately Attractive	Mixed forces	Selective entry, focus on positioning
Unattractive	Strong forces across the board	Avoid or find niche, low profit potential

Profitability Spectrum

ATTRACTIVE                                    UNATTRACTIVE
(Higher profits)                              (Lower profits)
     |                                              |
Commercial aircraft ←―――――――――――――――→ Fast food
Pharmaceuticals    ←―――――――――――――――→ Retail grocers
Enterprise SaaS    ←―――――――――――――――→ Commodity trading

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Competitor Profiling

Beyond industry forces, analyze specific competitors:

Competitor Profile Template

Dimension	Questions
Overview	Who are they? Size, history, ownership?
Products/Services	What do they offer? Key features?
Target Market	Who do they serve? Segments?
Positioning	How do they position? Messaging?
Pricing	Price points? Model?
Strengths	What are they great at?
Weaknesses	Where do they struggle?
Strategy	What's their apparent strategy?
Recent Moves	New products, partnerships, hires?

Competitive Intelligence Sources

Source Type	Examples
Public filings	Annual reports, SEC filings, press releases
Website/content	Pricing pages, blog, case studies
Job postings	Reveals priorities, tech stack, expansion
Social media	Company pages, employee posts
Reviews	G2, Capterra, Glassdoor, Trustpilot
Customer interviews	Win/loss analysis, churned customers
Industry reports	Analyst reports, market research
Events/conferences	Presentations, booth messaging

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Strategic Positioning Options

Based on your analysis, consider positioning strategies:

Strategy	Description	Best When
Cost Leadership	Lowest cost producer	Scale advantages, commodity market
Differentiation	Unique value proposition	Can sustain uniqueness
Focus (Cost)	Low cost in niche segment	Niche has distinct needs
Focus (Differentiation)	Unique value in niche	Niche underserved

Finding Positioning Gaps

Look for areas where:

• Customer needs are unmet
• Competitors have weaknesses
• Your strengths align with opportunity
• Forces are favorable

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Examples

Example 1: SaaS Project Management Tool

Context: Startup considering entering project management software market

Industry Definition: Cloud-based project management software for SMBs

Five Forces Analysis:

Force	Assessment	Rating
Rivalry	Extremely high—Asana, Monday, Notion, ClickUp, etc. Constant feature releases, price competition	HIGH
New Entrants	Moderate—Low capital requirements but network effects and switching costs protect incumbents	MEDIUM
Supplier Power	Low—Cloud infrastructure (AWS, GCP) is commoditized	LOW
Buyer Power	High—Many alternatives, low switching costs, free tiers available	HIGH
Substitutes	High—Spreadsheets, email, Slack, Trello (freemium)	HIGH

Overall Industry Attractiveness: LOW - Very competitive with strong buyer power and many substitutes

Strategic Implications:

• General PM market is unattractive
• Need differentiated positioning to succeed
• Options:
  1. Vertical focus: PM for specific industry (construction, agencies, healthcare)
  2. Unique capability: AI-native, specific methodology (Agile, OKRs)
  3. Integration play: Deep integration with specific ecosystem

Recommended Positioning: Focus on underserved vertical (e.g., "Project management built for creative agencies") where:

• Buyer power is lower (fewer alternatives serve niche needs)
• Differentiation is sustainable (industry-specific features)
• Word-of-mouth is concentrated (industry networks)

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Example 2: Direct-to-Consumer Coffee Brand

Context: Evaluating market entry for premium DTC coffee subscription

Industry Definition: Direct-to-consumer specialty coffee subscription (US market)

Five Forces Analysis:

Force	Assessment	Rating
Rivalry	High—Blue Bottle, Trade, Atlas, Driftaway, plus local roasters	HIGH
New Entrants	High threat—Low barriers, minimal capital, e-commerce accessible	HIGH
Supplier Power	Moderate—Quality beans require relationships, but multiple origins	MEDIUM
Buyer Power	High—Many options, easy cancellation, price-sensitive	HIGH
Substitutes	Very high—Supermarket coffee, local cafes, instant coffee	VERY HIGH

Overall Industry Attractiveness: LOW - Highly competitive commodity market

Competitor Landscape:

Competitor	Positioning	Strength	Weakness
Blue Bottle	Premium, artisanal	Brand, quality	Price, accessibility
Trade Coffee	Discovery, variety	Selection, tech	Generic brand
Atlas Coffee	World exploration	Unique experience	Niche appeal
Local roasters	Authentic, local	Community, freshness	Scale, convenience

Positioning Gap Identified:

• Underserved need: Busy professionals who want premium coffee but zero effort
• Current options: Either require grinding/brewing skill OR sacrifice quality

Recommended Positioning: "Autopilot premium" - Ultra-convenient premium coffee for busy professionals

• Pre-ground for specific brewing methods (not beans)
• Optimal freshness timed delivery
• Simple subscription (one choice, auto-adjusted)
• Position against: "You don't need to be a coffee snob to drink great coffee"

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Checklists & Templates

Five Forces Analysis Template

INDUSTRY: ____________________
DATE: ____________________

FORCE 1: COMPETITIVE RIVALRY
━━━━━━━━━━━━━━━━━━━━━━━━━━━
Key competitors:
1. ____________________
2. ____________________
3. ____________________

Assessment:
□ Number of competitors: Few / Several / Many
□ Industry growth: High / Stable / Declining
□ Product differentiation: High / Moderate / Low
□ Exit barriers: Low / Moderate / High
□ Fixed costs: Low / Moderate / High

RIVALRY INTENSITY: □ Low □ Medium □ High

FORCE 2: THREAT OF NEW ENTRANTS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Barriers to entry:
□ Capital requirements: High / Moderate / Low
□ Economies of scale: Strong / Moderate / Weak
□ Brand loyalty: Strong / Moderate / Weak
□ Switching costs: High / Moderate / Low
□ Distribution access: Difficult / Moderate / Easy
□ Regulatory barriers: High / Moderate / Low

ENTRY THREAT: □ Low □ Medium □ High

FORCE 3: SUPPLIER POWER
━━━━━━━━━━━━━━━━━━━━━━━
Key suppliers/inputs:
1. ____________________
2. ____________________

Assessment:
□ Number of suppliers: Many / Several / Few
□ Uniqueness of inputs: Commodity / Specialized / Unique
□ Switching costs: Low / Moderate / High
□ Forward integration threat: Low / Moderate / High

SUPPLIER POWER: □ Low □ Medium □ High

FORCE 4: BUYER POWER
━━━━━━━━━━━━━━━━━━━━
Key buyer segments:
1. ____________________
2. ____________________

Assessment:
□ Buyer concentration: Fragmented / Moderate / Concentrated
□ Purchase volume: Small / Moderate / Large
□ Product differentiation: High / Moderate / Low
□ Switching costs: High / Moderate / Low
□ Price sensitivity: Low / Moderate / High

BUYER POWER: □ Low □ Medium □ High

FORCE 5: THREAT OF SUBSTITUTES
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Key substitutes:
1. ____________________
2. ____________________

Assessment:
□ Price-performance of substitutes: Poor / Comparable / Better
□ Switching costs: High / Moderate / Low
□ Buyer willingness to switch: Low / Moderate / High

SUBSTITUTE THREAT: □ Low □ Medium □ High

OVERALL INDUSTRY ATTRACTIVENESS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
□ Attractive (weak forces)
□ Moderately attractive (mixed forces)
□ Unattractive (strong forces)

KEY STRATEGIC IMPLICATIONS:
1. ____________________
2. ____________________
3. ____________________

Competitor Profile Template

COMPETITOR: ____________________
LAST UPDATED: ____________________

OVERVIEW
━━━━━━━━
Company type: ____________________
Founded: ____________________
Size (employees/revenue): ____________________
Funding/ownership: ____________________

PRODUCT/SERVICE
━━━━━━━━━━━━━━━
Core offering: ____________________
Key features: ____________________
Pricing: ____________________
Target market: ____________________

POSITIONING
━━━━━━━━━━━
Tagline/messaging: ____________________
Key differentiator: ____________________
Brand perception: ____________________

SWOT SUMMARY
━━━━━━━━━━━━
Strengths:
• ____________________
• ____________________

Weaknesses:
• ____________________
• ____________________

RECENT ACTIVITY
━━━━━━━━━━━━━━
□ New product launches: ____________________
□ Partnerships: ____________________
□ Key hires: ____________________
□ Funding/acquisitions: ____________________

STRATEGIC IMPLICATIONS FOR US
━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Opportunity: ____________________
Threat: ____________________
Action: ____________________

Quick Industry Assessment Checklist

Before deep analysis, quick gut-check:

• Can you name 5+ significant competitors?
• Have new players entered in the last 2 years?
• Are prices stable or declining?
• Do customers frequently switch providers?
• Are there major technology shifts affecting the industry?
• Do a few large buyers dominate purchasing?
• Are there obvious substitutes customers use?

If most answers are "yes," expect a challenging competitive environment.

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Skill Boundaries

What This Skill Does Well

• Structuring audio production workflows
• Providing technical guidance
• Creating quality checklists
• Suggesting creative approaches

What This Skill Cannot Do

• Replace audio engineering expertise
• Make subjective creative decisions
• Access or edit audio files directly
• Guarantee commercial success

References

Primary Sources:

• Porter, Michael E. "How Competitive Forces Shape Strategy." Harvard Business Review, 1979.
• Porter, Michael E. "Competitive Strategy." Free Press, 1980.
• Porter, Michael E. "On Competition." Harvard Business Review Press, 2008.

Additional Resources:

• Harvard Business School Institute for Strategy and Competitiveness
• "Understanding Michael Porter" by Joan Magretta

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Related Skills

• competitive-moats - Building sustainable competitive advantages (7 Powers)
• value-proposition-canvas - Designing customer value fit
• positioning-dunford - Positioning your product effectively
• pricing-strategy - Pricing based on competitive dynamics
• category-design - Creating new market categories