competitive-analyzer（竞争分析仪）

Competitive Analyzer

Systematic competitive landscape analysis: discovery, force analysis, feature comparison, pricing, positioning, and defensibility assessment.

When to use this skill vs. others

Workflow

Phase 1: Competitor Discovery

Identify competitors across three tiers using WebSearch.

Tier classification:

• Direct competitors — Same solution to the same customer segment. Search: "[product category] alternatives", "[product] vs", "best [category] tools 2024"
• Indirect competitors — Different solution to the same underlying problem. Search: "how to [solve problem] without [category]", adjacent category leaders
• Potential competitors — Adjacent players with capability and incentive to enter. Search: recent funding rounds, platform expansion announcements, acqui-hires

Discovery sources:

• Product Hunt: site:producthunt.com [category]
• G2: site:g2.com [category] reviews
• Capterra: site:capterra.com [category]
• Crunchbase: site:crunchbase.com [category] funding
• Industry reports and analyst coverage

Output: A competitor roster table:

Include 5-15 competitors. Fewer than 5 suggests the search was too narrow; more than 15 suggests the scope needs tightening.

Phase 2: Porter's Five Forces Assessment

Score each force 1-5 with supporting evidence. Reference references/porters-five-forces.md for scoring rubric and sub-criteria.

1. Threat of New Entrants (1-5)

• Capital requirements and startup costs
• Regulatory and compliance barriers
• Technology and IP barriers
• Brand loyalty and switching costs of incumbents
• Access to distribution channels
• Economies of scale advantages

2. Supplier Power (1-5)

• Number of available suppliers
• Uniqueness of supplier inputs
• Switching costs between suppliers
• Forward integration threat
• Dependence on key vendors (cloud, APIs, data)

3. Buyer Power (1-5)

• Buyer concentration relative to sellers
• Price sensitivity and transparency
• Switching costs for buyers
• Backward integration threat
• Availability of substitute information

4. Threat of Substitutes (1-5)

• Availability of alternative solutions
• Performance-to-price ratio of substitutes
• Buyer propensity to switch
• Switching costs to substitutes

5. Competitive Rivalry (1-5)

• Number and size distribution of competitors
• Industry growth rate
• Product differentiation level
• Exit barriers
• Fixed cost structure and capacity

Synthesis: Calculate overall industry attractiveness (weighted average of forces). Higher scores mean more competitive pressure, lower attractiveness.

Phase 3: Feature & Pricing Matrix

Build a comprehensive comparison. Reference references/competitive-matrix.md for structuring methodology.

Feature comparison table:

Use: Full / Partial / None / Superior (exceeds category standard)

Feature analysis:

• Table stakes — Features every competitor offers. Missing any = disqualifier.
• Differentiators — Features only 1-2 competitors offer. Potential positioning angles.
• Gaps — Features no competitor offers. Potential innovation opportunities.
• Over-served — Features with extensive investment but low customer value signal.

Pricing comparison table:

Pricing analysis:

• Price-to-feature ratio positioning (value vs. premium)
• Pricing model trends in the category
• Customer segment alignment by price point

Phase 4: Positioning Map

Reference references/positioning-analysis.md for dimension selection and mapping methodology.

Step 1: Dimension selection Select the two dimensions most important to target customers. Common pairs:

• Price vs. Feature richness
• Ease of use vs. Power/flexibility
• SMB-focused vs. Enterprise-focused
• Vertical-specific vs. Horizontal/general

Validate dimension selection against customer research or publicly available review themes.

Step 2: Plot competitors Position each competitor on the 2D map using evidence from Phase 3.

High [Dimension Y]
    |
    |   [Comp A]        [Comp C]
    |
    |        [Comp B]
    |                    [Our Product]
    |
    |   [Comp D]
    |
Low  ────────────────────────────── High [Dimension X]

Step 3: White space identification

• Quadrants with no or few competitors = potential positioning opportunities
• Assess whether white space is genuinely underserved or intentionally avoided (no demand)
• Evaluate feasibility of occupying the white space

Phase 5: Moat & Defensibility Assessment

Evaluate each moat type. Reference references/positioning-analysis.md for the moat taxonomy.

Overall moat rating:

• Weak — No meaningful barriers. Competitors can replicate within 6 months.
• Moderate — 1-2 barriers provide temporary advantage. Replication takes 1-2 years.
• Strong — Multiple reinforcing barriers. Replication takes 2-5 years.
• Very Strong — Compounding barriers with flywheel effects. Extremely difficult to replicate.

Phase 6: Report Generation

Produce the final competitive analysis report with these sections:

1. Executive Summary — Competitive landscape threat level (Low / Moderate / High / Critical), top 3 competitive risks, top 3 competitive advantages
2. Competitor Roster — Discovery table from Phase 1
3. Porter's Five Forces Scorecard — Force-by-force scoring with evidence from Phase 2
4. Feature Comparison Matrix — Full feature table with gap analysis from Phase 3
5. Pricing Analysis — Pricing table and positioning from Phase 3
6. Positioning Map — 2D map with white space analysis from Phase 4
7. Moat Assessment — Defensibility table and rating from Phase 5
8. Strategic Recommendations

- Immediate actions (0-3 months): address critical gaps or threats - Medium-term plays (3-12 months): build differentiators and strengthen moats - Long-term positioning (1-3 years): sustainable competitive advantage strategy

1. Risks & Mitigation — Top competitive risks with specific mitigation strategies

Quality Checks

Before delivering the report, verify:

• Competitor roster covers all three tiers (direct, indirect, potential)
• Every Five Forces score has supporting evidence, not just a number
• Feature matrix uses consistent scoring across competitors
• Pricing data is sourced and dated (pricing changes frequently)
• Positioning map dimensions are customer-relevant, not internal metrics
• Moat assessment distinguishes between current moats and aspirational moats
• Strategic recommendations are specific and actionable, not generic advice
• All claims about competitors are sourced via WebSearch, not assumed

Edge Cases