# Competitive Analysis

> USE THIS SKILL when the user asks to analyze competitors, map the competitive landscape, assess competitive threats, build a competitor profile, evaluate competitive positioning, identify competitive advantages or moats, or compare companies in an industry. Trigger terms: "competitive analysis", "competitor", "competitive landscape", "Porter's Five Forces", "competitive moat", "positioning map", "competitive advantage", "threat assessment", "rival", "market share", "competitive benchmark", "2x2 matrix", "who competes with".

- Skill: `kaakati/competitive-analysis` (Agent Skill)
- Install (CLI): `npx skillmds@latest add kaakati/competitive-analysis`
- Raw SKILL.md: https://api.skillmd.com/api/skills/kaakati/competitive-analysis/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Marketing & Growth
- Author: Kaakati (https://skillmd.com/u/kaakati)
- Updated: 2026-09-17
- Page: https://skillmd.com/skills/kaakati/competitive-analysis

---


# Competitive Analysis

Comprehensive competitive landscape mapping using Porter's Five Forces, competitor profiling, positioning matrices, and moat analysis.

---

## Required Inputs

| Input | Description | Required? |
|---|---|---|
| Focal company / product | The company or product being analyzed | Yes |
| Industry / market | The competitive arena being mapped | Yes |
| Known competitors | Any competitors already identified | If available |
| Key buying criteria | What customers value most | If available |
| Geographic scope | Markets being analyzed | Yes |
| Strategic question | What decision this analysis informs | Recommended |
| Revenue/scale data | Size metrics for focal company | For positioning |
| Time horizon | Current snapshot vs. forward-looking | Yes |

---

## Execution Steps

### Step 1: Define the Competitive Arena

Before listing competitors, define the arena precisely:

1. **Market definition**: What specific market or segment?
2. **Customer definition**: Whose wallet share is being contested?
3. **Job-to-be-done**: What problem does the customer hire this product to solve?
4. **Geographic boundaries**: Where does competition occur?
5. **Value chain position**: Which part of the value chain?

### Step 2: Competitor Identification & Categorization

Identify competitors in three tiers:

| Tier | Definition | Identification Method |
|---|---|---|
| **Direct competitors** | Same product, same customer, same use case | Industry reports, customer mentions, search overlap |
| **Indirect competitors** | Different product, same customer need | Job-to-be-done analysis, customer interviews |
| **Substitutes / alternatives** | Different approach to same outcome (including "do nothing") | Buyer journey mapping, budget alternatives |

For each competitor, gather:
- Revenue (or estimated revenue range)
- Employee count and growth rate
- Funding/capitalization
- Customer count and key logos
- Geographic presence
- Product breadth
- Recent strategic moves (last 12-18 months)

### Step 3: Porter's Five Forces Analysis

Score each force on a 1-5 scale (1 = weak force / favorable, 5 = strong force / unfavorable):

**Force 1: Threat of New Entrants**
- Capital requirements to enter
- Regulatory barriers
- Economies of scale advantages of incumbents
- Brand loyalty / switching costs
- Access to distribution channels
- Technology/IP barriers

**Force 2: Bargaining Power of Suppliers**
- Supplier concentration vs. industry concentration
- Importance of volume to suppliers
- Switching costs for inputs
- Availability of substitute inputs
- Threat of forward integration

**Force 3: Bargaining Power of Buyers**
- Buyer concentration vs. industry concentration
- Buyer switching costs
- Buyer price sensitivity
- Buyer information availability
- Threat of backward integration

**Force 4: Threat of Substitutes**
- Availability of close substitutes
- Price-performance trade-off of substitutes
- Buyer propensity to switch
- Switching costs to substitutes

**Force 5: Competitive Rivalry**
- Number and size of competitors
- Industry growth rate
- Product differentiation
- Exit barriers
- Fixed cost structure / capacity utilization

**Overall industry attractiveness**: Average of five forces (1-5 scale). Below 2.5 = attractive; above 3.5 = unattractive.

### Step 4: Competitor Profiling (Deep Dive)

For each top 3-5 direct competitors, build a profile:

1. **Strategy characterization**: Cost leader, differentiator, niche player, or disruptor?
2. **Value proposition**: What do they promise customers? (In their own words from website/marketing)
3. **Target customer**: Who do they sell to? (ICP)
4. **Business model**: How do they make money? (Revenue model, pricing, margin structure)
5. **Strengths**: What are they genuinely good at?
6. **Weaknesses**: Where are they vulnerable?
7. **Recent moves**: Last 3-5 strategic actions (acquisitions, product launches, partnerships, pricing changes)
8. **Likely next moves**: Based on their trajectory, what will they do next?
9. **Response profile**: How do they typically respond to competitive threats? (Aggressive, defensive, ignore)

### Step 5: Positioning Map (2x2 Matrix)

Build one or more 2x2 positioning maps:

**Axis selection criteria** — axes must be:
- Important to customers (validated buying criteria, not internal metrics)
- Differentiating among competitors (meaningful spread across the axis)
- Independent of each other (not correlated)
- Measurable or assessable (not purely subjective)

**Common high-value axis pairs**:

| Axis Pair | Best for |
|---|---|
| Price vs. Product breadth | Understanding market segments |
| Innovation speed vs. Scale/reliability | Tech markets |
| Customization vs. Ease of use | SaaS/platform markets |
| Price vs. Quality/performance | Consumer markets |
| Specialization vs. Geographic reach | Services markets |

**Positioning process**:
1. Select two axes based on the criteria above
2. Plot all identified competitors (direct + key indirect)
3. Identify white space (underserved positions)
4. Identify crowded zones (intense competition)
5. Assess focal company's current position and desired position

### Step 6: Competitive Moat Analysis

Assess each moat type on a 0-5 scale (0 = none, 5 = extremely strong):

| Moat Type | Assessment Criteria | Score Guide |
|---|---|---|
| **Network effects** | Does each additional user make the product more valuable? Direct or indirect? | 0 = no network, 5 = winner-take-all dynamics |
| **Switching costs** | How painful is it for customers to leave? Data lock-in, workflow integration, retraining? | 0 = trivial to switch, 5 = switching is virtually impossible |
| **Brand** | Does the brand command a premium? Top-of-mind awareness? Trust advantage? | 0 = commodity, 5 = brand IS the category |
| **Scale economies** | Does the cost structure improve with scale? Unit economics advantage? | 0 = no scale advantage, 5 = 10x cost advantage at scale |
| **IP / proprietary tech** | Patents, trade secrets, proprietary data, unique algorithms? | 0 = no IP, 5 = foundational patents / irreplicable data |
| **Regulatory capture** | Licenses, certifications, compliance barriers that favor incumbents? | 0 = open market, 5 = regulatory monopoly |
| **Counter-positioning** | Incumbent cannot adopt your model without damaging their core business? | 0 = easily copied, 5 = fundamental business model conflict |

**Overall moat strength**: Sum of all scores. 0-10 = Weak, 11-20 = Moderate, 21-30 = Strong, 31-35 = Exceptional.

### Step 7: Threat Assessment & Strategic Implications

For each competitor, assess:

1. **Threat level**: Critical / High / Medium / Low / Negligible
2. **Time horizon**: Immediate (0-6 mo), Near-term (6-18 mo), Medium-term (18-36 mo), Long-term (3+ yr)
3. **Attack vector**: Where and how they threaten you (price, product, market entry, customer poaching)
4. **Recommended response**: Defend, attack, ignore, partner, or acquire

---

## Output Template

### Competitive Analysis: [Focal Company] in [Market]

**Date**: [Date] | **Prepared for**: [Client/Project] | **Scope**: [Geography/Segment]

#### 1. Competitive Arena Definition

- **Market**: [Precise market definition]
- **Job-to-be-done**: [Customer need being solved]
- **Customer**: [Target buyer profile]
- **Geography**: [Scope]

#### 2. Competitor Map

| Competitor | Type | Est. Revenue | Employees | Customers | HQ | Key Differentiator |
|---|---|---|---|---|---|---|
| [Competitor 1] | Direct | $[X]M | [N] | [N] | [City] | [One-line differentiator] |
| [Competitor 2] | Direct | $[X]M | [N] | [N] | [City] | [One-line differentiator] |
| [Competitor 3] | Indirect | $[X]M | [N] | [N] | [City] | [One-line differentiator] |
| [Competitor 4] | Substitute | $[X]M | [N] | [N] | [City] | [One-line differentiator] |

#### 3. Porter's Five Forces

| Force | Score (1-5) | Key Drivers | Implication |
|---|---|---|---|
| Threat of New Entrants | [X]/5 | [Top 2 drivers] | [Strategic implication] |
| Supplier Power | [X]/5 | [Top 2 drivers] | [Strategic implication] |
| Buyer Power | [X]/5 | [Top 2 drivers] | [Strategic implication] |
| Threat of Substitutes | [X]/5 | [Top 2 drivers] | [Strategic implication] |
| Competitive Rivalry | [X]/5 | [Top 2 drivers] | [Strategic implication] |
| **Industry Attractiveness** | **[X]/5** | | **[Attractive / Neutral / Unattractive]** |

#### 4. Competitor Profiles

**[Competitor 1 Name]**

| Dimension | Assessment |
|---|---|
| Strategy | [Cost leader / Differentiator / Niche / Disruptor] |
| Value proposition | "[Their stated value prop]" |
| Target customer | [Their ICP] |
| Revenue model | [How they monetize] |
| Strengths | [Top 2-3 strengths] |
| Weaknesses | [Top 2-3 weaknesses] |
| Recent moves | [Last 3 strategic actions] |
| Predicted next moves | [2-3 likely actions] |
| Response profile | [Aggressive / Defensive / Passive] |

*(Repeat for each top competitor)*

#### 5. Competitive Positioning Map

```
                    HIGH [Axis 2 Label]
                         │
          [Quadrant 2]   │   [Quadrant 1]
            ○ Comp C     │     ● FOCAL CO
                         │     ○ Comp A
     ─────────────────────┼──────────────────
                         │
          [Quadrant 3]   │   [Quadrant 4]
            ○ Comp D     │     ○ Comp B
                         │
                    LOW [Axis 2 Label]
    LOW [Axis 1 Label]       HIGH [Axis 1 Label]
```

**Axis rationale**:
- [Axis 1]: [Why this axis matters and how it was measured]
- [Axis 2]: [Why this axis matters and how it was measured]

**White space identified**: [Underserved positions and their opportunity]

#### 6. Competitive Moat Scorecard

| Moat Type | Focal Co. | Comp 1 | Comp 2 | Comp 3 |
|---|---|---|---|---|
| Network effects | [0-5] | [0-5] | [0-5] | [0-5] |
| Switching costs | [0-5] | [0-5] | [0-5] | [0-5] |
| Brand | [0-5] | [0-5] | [0-5] | [0-5] |
| Scale economies | [0-5] | [0-5] | [0-5] | [0-5] |
| IP / proprietary tech | [0-5] | [0-5] | [0-5] | [0-5] |
| Regulatory capture | [0-5] | [0-5] | [0-5] | [0-5] |
| Counter-positioning | [0-5] | [0-5] | [0-5] | [0-5] |
| **Total Moat Score** | **[X]/35** | **[X]/35** | **[X]/35** | **[X]/35** |
| **Moat Strength** | **[Weak/Mod/Strong/Exc]** | **[W/M/S/E]** | **[W/M/S/E]** | **[W/M/S/E]** |

#### 7. Threat Assessment Matrix

| Competitor | Threat Level | Time Horizon | Primary Attack Vector | Recommended Response |
|---|---|---|---|---|
| [Comp 1] | [Critical/High/Med/Low] | [Immediate/Near/Med/Long] | [Price/Product/Market/Customer] | [Defend/Attack/Ignore/Partner/Acquire] |
| [Comp 2] | [Level] | [Horizon] | [Vector] | [Response] |
| [Comp 3] | [Level] | [Horizon] | [Vector] | [Response] |

#### 8. Strategic Implications

1. **Defend**: [What positions/advantages must be protected and how]
2. **Attack**: [Where competitive weakness creates opportunity]
3. **Differentiate**: [How to widen the gap on key buying criteria]
4. **Monitor**: [What signals to watch for competitive shifts]

---

## Quality Checks

- [ ] Competitors include all three tiers: direct, indirect, and substitutes
- [ ] Porter's Five Forces scores are individually justified with specific evidence, not generic
- [ ] Positioning map axes are customer-relevant buying criteria, not internal metrics
- [ ] Positioning map axes are independent (not correlated)
- [ ] Moat analysis scores every moat type with specific evidence, not aspirational claims
- [ ] Competitor profiles include predicted next moves, not just historical description
- [ ] Threat assessment includes time horizon and specific attack vector for each competitor
- [ ] Strategic implications are actionable recommendations, not generic observations
- [ ] All competitor data cites sources (public filings, industry reports, press releases)
- [ ] Analysis addresses the specific strategic question stated in inputs
- [ ] White space on the positioning map is identified and evaluated for viability
- [ ] Response profiles distinguish between what competitors CAN do and what they are LIKELY to do