industry-competition-moat（行业竞争护城河）

Industry Competition Moat

Place the company inside its real industry structure and test whether it has defensible economics.

Non-Negotiable Rules

• Use public policy, statistics, procurement, and company disclosures to validate industry claims.
• Separate company claims from third-party validation.
• State which competitor comparison points are fact and which are inference.
• Do not repeat detailed company financial scoring here.
• Default every intermediate and final output to Simplified Chinese unless the user explicitly requests another language.

Read First

• skills/shared/references/source-registry.md
• skills/shared/references/citation-standard.md
• skills/shared/references/analysis-pattern-selector.md
• skills/shared/references/language-output-standard.md
• skills/shared/references/sector-adaptation-checklist.md
• skills/industry-competition-moat/references/moat-grid.md
• If the company is in a policy-sensitive or asset-heavy sector, load the relevant shared overlay first.
• If the company is an IDC or AI-compute infrastructure case, skills/shared/references/idc-heavy-asset-transition-overlay.md and skills/industry-competition-moat/references/idc-value-chain-and-peers.md are optional example overlays.

When to Use

• Assess industry attractiveness and rivalry.
• Compare the company with listed peers and alternative business models.
• Test whether policy, capital, qualification, data, channel, or switching cost creates a moat.

Workflow

1. Define the value chain and the company's exact position in it.
2. Pull industry-policy and demand data from official sources.
3. Select a source-backed peer set and compare capacity, clients, margins, and business model.
4. Apply a moat grid and a five-forces style structure.
5. Highlight where the company captures value and where it remains vulnerable.

Required Output

• 事实: industry size, policy tailwind/headwind, peer positions, value-chain role
• 解读: moat strength, structural advantage, likely pressure points
• 待验证问题: missing peer metrics, uncertain supply additions, unclear regulation
• Value Chain Map: each link labeled strong, medium, or weak capture ability

Boundaries

• Do not run the company's order pipeline in detail.
• Do not build the risk dashboard here.
• Do not produce target price or trading plan.