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competitive-analysis

Conduct a competitive analysis. Use when the user says "competitive analysis", "how do competitors handle X", "market landscape", "blue ocean", "strategy canvas", "what does [competitor] do", "compare us to X", "positioning analysis", "value curve", or wants to understand how a product or feature compares to alternatives - even if they don't explicitly say "competitive analysis". For marketing positioning work that writes to knowledge/markets/competitors.md, see competitor-analyst.

한국어 요약은 준비 중입니다. 원문 설명을 표시하고 있습니다.

qa-aman/claude-skills
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Overview

Based on "Blue Ocean Strategy" by W. Chan Kim & Renee Mauborgne. Most competitive analysis maps what competitors do and tries to do it better - this is red ocean thinking. Blue Ocean Strategy asks a different question: what can we eliminate, reduce, raise, or create to make competition irrelevant?

Workflow

Step 1: Define the scope

  • Is this for a specific feature or the whole product?
  • What decision will this analysis inform?
  • Who are the direct and indirect competitors?

Cap at 5-7 competitors. More dilutes the analysis.

Step 2: Build the Strategy Canvas

Plot competitors on a graph:

  • X-axis: Competing factors (price, speed, features, support, UX, etc.)
  • Y-axis: Offering level (low to high) for each factor

This is the "as-is" state. Where do all competitors cluster? That cluster is the red ocean.

Step 3: Apply the Four Actions Framework

For each competing factor, ask:

ActionQuestionExample
EliminateWhat do all competitors offer that adds no real value?Eliminate: complex onboarding wizards
ReduceWhat can we offer well below industry standard?Reduce: feature count, focus on core use case
RaiseWhat should we raise well above the industry standard?Raise: response time, documentation quality
CreateWhat should we offer that no competitor does?Create: role-based install, book-grounded methodology

Step 4: Draw the "to-be" value curve

Plot where your product sits after applying the four actions. A differentiated value curve:

  • Has a different shape than competitors
  • Focuses on a few factors rather than spreading thin
  • Has a compelling tagline: "The only X that does Y for Z"

Step 5: Identify non-customers

Blue Ocean insight: the biggest opportunity is often in people who don't use any competitor today. Who are the non-customers, and why aren't they buying? Three tiers:

  • Tier 1: Soon-to-be non-customers (use reluctantly, would switch)
  • Tier 2: Refusing non-customers (consciously chose alternatives)
  • Tier 3: Unexplored non-customers (never considered this category)

Step 6: State implications

"Given this analysis, we should consider..." - 2-3 concrete takeaways. No implications = just research, not strategy.

Anti-Patterns

1. Red ocean thinking Bad: "Competitor X has feature Y, so we need feature Y." Good: Apply the four actions. Maybe feature Y should be eliminated or reduced.

2. Competing on all dimensions Bad: Value curve that tries to be high on every factor. Good: A focused curve that excels on 2-3 factors and consciously deprioritizes others.

3. Ignoring non-customers Bad: Analysis only covers existing market users. Good: Tier 1/2/3 non-customer analysis often reveals larger opportunities than competing for existing users.

4. No strategy canvas Bad: Bullet list of what competitors do. Good: Visual strategy canvas that makes the competitive landscape scannable.

Quality Checklist

  • Scope defined - feature vs. product, decision it informs
  • Strategy canvas built with competing factors on X-axis
  • Four Actions Framework applied: eliminate, reduce, raise, create
  • "To-be" value curve drawn and differentiated from competitors
  • Non-customer tiers considered
  • Analysis ends with concrete implications

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