Competitor Analysis (Porter)
Analyze competitors using Porter's four-component model.
When to Use
When you need to understand a competitor's strategy, capabilities, and likely moves.
The Framework
Porter's four components:
| Component |
Questions |
| Objectives |
What are they trying to achieve? (growth, profit, share, positioning) |
| Current Strategy |
How are they competing? (segments, pricing, channels, roadmap) |
| Assumptions |
What do they believe about the market, themselves, and rivals? |
| Capabilities |
What can they actually do? (resources, competencies, gaps) |
The Process
1. Objectives (Future Goals)
- Economic goals (growth, profitability, market share)
- Strategic goals (positioning, tech leadership, ecosystem)
- Timeframes and indicators
- Priority ranking
2. Current Strategy
- Target segments and value proposition
- Pricing and monetization
- Go-to-market (channels, partnerships)
- Product roadmap themes
- Geographic posture
3. Assumptions
- About the industry (demand, regulation, tech trajectory)
- About themselves (core competencies, cost position)
- About you and other rivals
- Implicit beliefs inferred from behavior
4. Capabilities
- Tangible: cost structure, capacity, balance sheet
- Intangible: brand, IP, data, culture, talent
- Activities across value chain
- Notable gaps and constraints
5. Synthesize: Likely Moves
Based on the four components:
- What will they respond to quickly vs. ignore?
- Probable near-term moves (ranked by likelihood)
- Expected response speed by move type
6. Implications for Us
- Risks to monitor
- Opportunities to exploit
- Recommended counter-moves
- "If they do X, we do Y" mapping
Output
- Executive snapshot
- Four components analysis
- Likely moves and response profile
- Implications and recommendations
- Evidence sources
- Unknowns and validation plan
When Not to Use
Do not use this skill when the request is unrelated, low-stakes, or better handled by a simpler direct response.
1---2name: competitor-analysis3description: Analyze competitors using Porter's four-component model - drivers, assumptions, strategy, capabilities.4---56# Competitor Analysis (Porter)78Analyze competitors using Porter's four-component model.910## When to Use1112When you need to understand a competitor's strategy, capabilities, and likely moves.1314## The Framework1516Porter's four components:1718| Component | Questions |19|-----------|-----------|20| **Objectives** | What are they trying to achieve? (growth, profit, share, positioning) |21| **Current Strategy** | How are they competing? (segments, pricing, channels, roadmap) |22| **Assumptions** | What do they believe about the market, themselves, and rivals? |23| **Capabilities** | What can they actually do? (resources, competencies, gaps) |2425## The Process2627### 1. Objectives (Future Goals)28- Economic goals (growth, profitability, market share)29- Strategic goals (positioning, tech leadership, ecosystem)30- Timeframes and indicators31- Priority ranking3233### 2. Current Strategy34- Target segments and value proposition35- Pricing and monetization36- Go-to-market (channels, partnerships)37- Product roadmap themes38- Geographic posture3940### 3. Assumptions41- About the industry (demand, regulation, tech trajectory)42- About themselves (core competencies, cost position)43- About you and other rivals44- Implicit beliefs inferred from behavior4546### 4. Capabilities47- Tangible: cost structure, capacity, balance sheet48- Intangible: brand, IP, data, culture, talent49- Activities across value chain50- Notable gaps and constraints5152### 5. Synthesize: Likely Moves5354Based on the four components:55- What will they respond to quickly vs. ignore?56- Probable near-term moves (ranked by likelihood)57- Expected response speed by move type5859### 6. Implications for Us60- Risks to monitor61- Opportunities to exploit62- Recommended counter-moves63- "If they do X, we do Y" mapping6465## Output6667- Executive snapshot68- Four components analysis69- Likely moves and response profile70- Implications and recommendations71- Evidence sources72- Unknowns and validation plan7374## When Not to Use7576Do not use this skill when the request is unrelated, low-stakes, or better handled by a simpler direct response.
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