competitive-analysis

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Chinese

Competitive Landscape Mapping

竞争格局图谱绘制

Build a complete competitive analysis deck. This is a two-phase process: gather requirements and get outline approval first, then build.

构建完整的竞品分析Deck。这是一个两阶段流程：先收集需求并获得大纲批准，再进行构建。

Environment check

环境检查

This skill works in both the PowerPoint add-in and chat. Identify which you're in before starting — the mechanics differ, the workflow doesn't:

Add-in — the deck is open live; build slides directly into it.
Chat — generate a
```
.pptx
```
file (or build into one the user uploaded).

Everything below applies in both.

本Skill在PowerPoint add-in和聊天界面中均可使用。开始前需确定所处环境——操作机制不同，但工作流程一致：

Add-in端——Deck实时打开；直接在其中构建幻灯片。
聊天端——生成
```
.pptx
```
文件（或在用户上传的文件中构建）。

以下所有内容在两种环境下均适用。

Phase 1 — Scope the analysis

第一阶段——明确分析范围

Competitive analysis means different things to different people. Before any research or slide-building, use

ask_user_question

to pin down what they actually want. Don't guess — a 20-slide peer benchmarking deck and a 5-slide market map are both "competitive analysis" and take completely different shapes.

Gather in one round if you can (the tool takes up to 4 questions):

Scope — Single target company with competitors around it? Or multi-company side-by-side with no protagonist?
Competitor set — Which companies are in scope? If the user names them, use exactly those. If they say "the usual suspects," propose a set and confirm.
Audience and depth — Quick read for someone already in the space, or a full primer? This drives whether you need market sizing, industry economics, and history — or can skip to the comparison.
Investment context — Do they need bull/base/bear scenarios and signposts? That's Step 9 below; skip it if this is a strategic review rather than an investment thesis.

If they've uploaded an Excel/CSV with competitor data, confirm which columns map to which metrics before you start pulling numbers. Source-file fidelity matters: use values exactly as given, don't recalculate or re-round.

竞品分析对不同的人而言含义不同。在开展任何研究或幻灯片构建工作前，使用

ask_user_question

工具明确用户的实际需求。切勿猜测——20页的同行对标Deck和5页的市场图谱都属于“竞品分析”，但形式完全不同。

尽可能一次性收集信息（该工具最多支持4个问题）：

范围——以单一目标公司为核心，分析其周边竞品？还是无核心主角的多公司横向对比？
竞品集合——哪些公司属于分析范围？如果用户指定了公司名称，严格使用这些名称；如果用户说“常见竞品”，则提出一组候选名单并确认。
受众与深度——是给业内人士的快速阅读材料，还是全面的入门指南？这将决定是否需要市场规模、行业经济状况和发展历史——或是可以直接进入对比环节。
投资背景——是否需要乐观/基准/悲观场景及关键指标？这对应下文的第9步；如果是战略复盘而非投资主题分析，则跳过此步。

如果用户上传了包含竞品数据的Excel/CSV文件，开始提取数据前需确认各列对应的指标。源文件的准确性至关重要：严格使用给定数值，不得重新计算或四舍五入。

Phase 2 — Outline, approve, then build

第二阶段——制定大纲、获得批准后再构建

Do not create slides until the outline is approved. Propose slide titles and one-line content notes, present them to the user, get a yes. A competitive deck is 10-20 slides of interlocking content — rebuilding because slide 4 was wrong is expensive. The outline is the cheap iteration point.

When proposing the outline,

ask_user_question

works well for the structural decisions: which positioning visualization (2×2 matrix / radar / tier diagram — Step 5 below), how to group competitors (by business model / segment / posture — Step 4). These are taste calls the user likely has an opinion on.

在大纲获得批准前，切勿创建幻灯片。 先提出幻灯片标题和一行内容说明，提交给用户并获得同意。一个竞争分析Deck包含10-20页相互关联的内容——如果第4页出错需要重建，成本很高。大纲是低成本迭代的环节。

提出大纲时，

ask_user_question

工具适用于结构决策：选择哪种定位可视化方式（2×2矩阵/雷达图/层级图——下文第5步）、如何对竞品进行分组（按商业模式/细分领域/竞争姿态——下文第4步）。这些都是用户可能有明确偏好的主观选择。

Standards — apply throughout

通用标准——全程适用

Prompt fidelity

需求忠实性

When the user specifies something, that's a requirement, not a suggestion:

Slide titles and section names — exact wording. If they say "Overview and Competitive Scope," don't swap in "FY2024 Competitive Landscape."
Chart vs. table — not interchangeable. "Embedded chart" means a real chart object with data labels on the bars/slices, not a formatted table.
Complete data series — if they list 7 competitors, include all 7. If they show 2015-2025, include every year.
Exact values and ratios — "surpasses DoorDash 4:1, Lyft 8:1" means those ratios, not "7.6x Lyft."

当用户明确指定内容时，这是硬性要求而非建议：

幻灯片标题和章节名称——严格使用指定措辞。如果用户说“概述与竞争范围”，不要替换为“2024财年竞争格局”。
图表 vs 表格——不可互换。“嵌入式图表”指带有数据标签的真实图表对象，而非格式化为图表样式的表格。
完整数据序列——如果用户列出7个竞品，需全部包含；如果用户给出2015-2025年的数据，需包含每一年。
精确数值与比例——“超过DoorDash 4:1，Lyft 8:1”指的就是这些比例，而非“是Lyft的7.6倍”。

Source quality, when sources conflict

来源质量（当来源冲突时）

10-Ks / annual reports (audited)
Earnings calls / investor presentations (management commentary)
Sell-side research (analyst estimates, useful for private company sizing)
Industry reports (McKinsey, Gartner — market sizing, trends)
News (recent developments only; verify against primary sources)

10-K报告/年度报告（经审计）
财报电话会议/投资者演示文稿（管理层评论）
卖方研究报告（分析师预估，适用于私有公司规模测算）
行业报告（麦肯锡、高德纳——市场规模、趋势）
新闻（仅用于最新动态；需对照原始来源验证）

Data comparability

数据可比性

All competitor metrics from the same fiscal year; flag exceptions explicitly ("FY24" vs "H1 2024")
Same metric definitions across competitors
Convert to USD for international; note the exchange rate and date
Missing data shows as "-" or "N/A" with an "[E]" flag for estimates — never blank
Every number has a citation: "[Company] [Document] ([Date])"

所有竞品指标取自同一财年；如有例外需明确标注（如“2024财年” vs “2024年上半年”）
所有竞品使用相同的指标定义
国际数据转换为美元；标注汇率及日期
缺失数据显示为“-”或“N/A”，并标注“[E]”表示预估——不得留空
每个数值都有引用来源：“[公司名称] [文档类型]（[日期]）”

Design

设计规范

Slide titles are insights, not labels. "Scale leaders pulling away from niche players" — not "Competitive Analysis."
Signposts are quantified. "Margin below 40%" — not "margins decline."
Ratings show the actual. "●●● $160B" — not just "●●●."
Charts are real chart objects — not text tables dressed up to look like charts.

Typography — set explicitly, don't rely on defaults:

Slide titles: 28-32pt bold
Section headers: 18-20pt bold
Body text: 14-16pt (never below 14pt)
Table text: 14pt
Sources/footnotes: 14pt, gray
Same element type = same size throughout the deck

Charts:

Legend inside the chart boundary, not floating over the plot area
Right-side legend for pies (≤6 slices), bottom legend for line/bar (≤4 series)
More than 6 series → split into multiple charts or use a table
Pie charts show percentages on slices, not just in the legend

Tables:

Light gray header row, bold
Right-align numbers, left-align text
Enough cell padding that text doesn't touch borders

Color: 2-3 colors max. Muted — navy, gray, one accent. Same color meanings throughout.

幻灯片标题为洞察结论，而非标签。 例如“规模领先者与小众玩家拉开差距”——而非“竞品分析”。
关键指标需量化。 例如“利润率低于40%”——而非“利润率下降”。
评级需附带实际数值。 例如“●●● $160B”——而非仅“●●●”。
图表为真实图表对象——而非伪装成图表的文本表格。

排版——明确设置，不依赖默认值：

幻灯片标题：28-32号粗体
章节标题：18-20号粗体
正文：14-16号（不得小于14号）
表格文本：14号
来源/脚注：14号灰色
同一类型元素全程使用相同字号

图表：

图例置于图表边界内，不得覆盖绘图区域
饼图（≤6个切片）使用右侧图例，折线图/柱状图（≤4个系列）使用底部图例
系列超过6个 → 拆分为多个图表或使用表格
饼图切片上需显示百分比，而非仅在图例中展示

表格：

浅灰色表头行，加粗
数字右对齐，文本左对齐
单元格留有足够内边距，避免文本触碰边框

颜色： 最多使用2-3种颜色。色调柔和——深蓝色、灰色、一种强调色。全程保持颜色含义一致。

What's strict vs. flexible

严格要求 vs 灵活调整

Always	Case-by-case
Exact titles/sections when user specifies	Creative titles when they don't
Chart when user says chart; table when they say table	Visualization type when unspecified
Every competitor/data point they list	Number of competitors when unspecified
Exact values when specified	Rounding when precision unspecified
Titles fit without overflow	Number of competitor categories
No overlapping elements	Which dimensions to compare

必须遵守	视情况而定
用户指定的标题/章节需严格遵循	用户未指定时可使用创意标题
用户要求用图表则用图表；要求用表格则用表格	用户未指定时可选择可视化类型
包含用户列出的所有竞品/数据点	用户未指定时可自行决定竞品数量
用户指定的精确数值需严格使用	用户未指定精度时可进行四舍五入
标题需完整显示，不得溢出	用户未指定时可自行决定竞品分类数量
元素不得重叠	用户未指定时可自行决定对比维度

Analysis workflow

分析工作流程

Step 0 — Industry-defining metrics

第0步——行业核心指标

Before anything else: what 3-5 metrics does this industry actually run on? Use these consistently across every competitor.

Industry	Key metrics
SaaS	ARR, NRR, CAC payback, LTV/CAC, Rule of 40
Payments	GPV, take rate, attach rate, transaction margin
Marketplaces	GMV, take rate, buyer/seller ratio, repeat rate
Retail	Same-store sales, inventory turns, sales per sq ft
Logistics	Volume, cost per unit, on-time delivery %, capacity utilization

Industry not listed — pick the metrics investors and operators benchmark on.

首先确定：该行业的核心运营指标是哪3-5个？需在所有竞品分析中统一使用这些指标。

行业	核心指标
SaaS	ARR, NRR, CAC回收期, LTV/CAC, 40法则
支付	GPV, 费率, 附加率, 交易利润率
平台市场	GMV, 费率, 买卖双方比例, 复购率
零售	同店销售额, 库存周转率, 每平方英尺销售额
物流	业务量, 单位成本, 准时交付率, 产能利用率

未列出的行业——选择投资者和运营者用于对标的指标。

Step 1 — Market context

第1步——市场背景

Size, growth, drivers, headwinds. With sources.

Correct: "Embedded payments is $80-100B in 2024, growing 20-25% CAGR (McKinsey 2024)" Wrong: "The market is large and growing rapidly"

市场规模、增长情况、驱动因素、不利因素。需附带来源。

正确示例：“嵌入式支付市场2024年规模为800-1000亿美元，年复合增长率20-25%（麦肯锡2024）” 错误示例：“市场规模大且增长迅速”

Step 2 — Industry economics

第2步——行业经济模型

Map how value flows. Approach depends on industry structure:

Vertically structured — value chain layers, typical margin at each
Platform/network — ecosystem participants, value flows between them
Fragmented — consolidation dynamics, margin differences by scale

梳理价值流向。方法取决于行业结构：

垂直结构——价值链层级，各层级的典型利润率
平台/网络——生态参与者，参与者之间的价值流向
分散型——整合动态，不同规模企业的利润率差异

Step 3 — Target company profile

第3步——目标公司概况

| Metric | Value |
|---|---|
| Revenue | $4.96B |
| Growth | +26% YoY |
| Gross Margin | 45% |
| Profitability | $373M Adj. EBITDA |
| Customers | 134K |
| Retention | 92% |
| Market Share | ~15% |

Multi-segment companies add a breakdown:

| Segment | Revenue | Rev YoY | Rev % | EBITDA | EBITDA YoY | Margin |
|---|---|---|---|---|---|---|
| Seg A | $25.1B | +26% | 57% | $6.5B | +31% | 26% |
| Seg B | $13.8B | +31% | 31% | $2.5B | +64% | 18% |
| Seg C | $5.1B | -2% | 12% | -$74M | -16% | -1% |
| Total | $44.0B | +18% | 100% | $6.5B* | - | 15% |

*Note corporate costs if applicable

| 指标 | 数值 |
|---|---|
| 营收 | $4.96B |
| 增长率 | +26% YoY |
| 毛利率 | 45% |
| 盈利能力 | $373M 调整后EBITDA |
| 客户数量 | 134K |
| 留存率 | 92% |
| 市场份额 | ~15% |

多细分领域公司需添加细分数据：

| 细分领域 | 营收 | 营收同比 | 营收占比 | EBITDA | EBITDA同比 | 利润率 |
|---|---|---|---|---|---|---|
| 领域A | $25.1B | +26% | 57% | $6.5B | +31% | 26% |
| 领域B | $13.8B | +31% | 31% | $2.5B | +64% | 18% |
| 领域C | $5.1B | -2% | 12% | -$74M | -16% | -1% |
| 总计 | $44.0B | +18% | 100% | $6.5B* | - | 15% |

*如适用需注明企业成本

Step 4 — Competitor mapping

第4步——竞品分组

Group by whichever lens fits (this is a good

ask_user_question

decision if the user hasn't specified):

By business model — platform / vertical / horizontal
By segment — enterprise / SMB / consumer
By posture — direct / adjacent / emerging
By origin — incumbent / disruptor / new entrant

选择最适合的维度进行分组（如果用户未指定，可使用

ask_user_question

工具确认）：

按商业模式——平台型/垂直型/水平型
按细分领域——企业级/中小企业/消费者
按竞争姿态——直接竞争/间接竞争/新兴竞品
按起源—— incumbent/颠覆者/新进入者

Step 5 — Positioning visualization

第5步——定位可视化

Type	When
2×2 matrix	Two dominant competitive factors
Radar/spider	Multi-factor comparison
Tier diagram	Natural clustering into strategic groups
Value chain map	Vertical industries
Ecosystem map	Platform markets

See

references/frameworks.md

for 2×2 axis pairs by industry.

类型	适用场景
2×2矩阵	存在两个主导竞争因素
雷达图/蛛网图	多因素对比
层级图	竞品自然聚类为战略群组
价值链图谱	垂直行业
生态系统图谱	平台型市场

各行业的2×2矩阵轴对可参考

references/frameworks.md

。

Step 6 — Competitor deep-dives

第6步——竞品深度剖析

Two tables per competitor.

Metrics:

| Metric | Value |
|---|---|
| Revenue | $X.XB |
| Growth | +XX% YoY |
| Gross Margin | XX% |
| Market Cap | $X.XB |
| Profitability | $XXXM EBITDA |
| Customers | XXK |
| Retention | XX% |
| Market Share | ~XX% |

Qualitative:

| Category | Assessment |
|---|---|
| Business | What they do (1 sentence) |
| Strengths | 2-3 bullets |
| Weaknesses | 2-3 bullets |
| Strategy | Current priorities |

每个竞品包含两个表格。

指标表格：

| 指标 | 数值 |
|---|---|
| 营收 | $X.XB |
| 增长率 | +XX% YoY |
| 毛利率 | XX% |
| 市值 | $X.XB |
| 盈利能力 | $XXXM EBITDA |
| 客户数量 | XXK |
| 留存率 | XX% |
| 市场份额 | ~XX% |

定性分析表格：

| 类别 | 评估 |
|---|---|
| 业务模式 | 核心业务（一句话概括） |
| 优势 | 2-3个要点 |
| 劣势 | 2-3个要点 |
| 战略方向 | 当前优先级 |

Step 7 — Comparative analysis

第7步——对比分析

| Dimension | Company A | Company B | Company C |
|---|---|---|---|
| Scale | ●●● $160B | ●●○ $45B | ●○○ $8B |
| Growth | ●●○ +26% | ●●● +35% | ●●○ +22% |
| Margins | ●●○ 7.5% | ●○○ 3.2% | ●●● 15% |

| 维度 | 公司A | 公司B | 公司C |
|---|---|---|---|
| 规模 | ●●● $160B | ●●○ $45B | ●○○ $8B |
| 增长率 | ●●○ +26% | ●●● +35% | ●●○ +22% |
| 利润率 | ●●○ 7.5% | ●○○ 3.2% | ●●● 15% |

Step 8 — Strategic context

第8步——战略背景

M&A transactions (multiples, rationale), partnership trends, capital raising patterns, regulatory developments. See

references/schemas.md

for the M&A transaction table format.

并购交易（估值倍数、动因）、合作趋势、融资模式、监管动态。并购交易表格格式可参考

references/schemas.md

。

Step 9 — Synthesis

第9步——战略整合

Moat assessment — rate each competitor Strong / Moderate / Weak on:

Moat	What to assess
Network effects	User/supplier flywheel strength; cross-side vs same-side
Switching costs	Technical integration depth, contractual lock-in, behavioral habits
Scale economies	Unit cost advantages at volume; minimum efficient scale
Intangible assets	Brand, proprietary data, regulatory licenses, patents

Required synthesis elements:

Durable advantages (hard to replicate) — map to moat categories
Structural vulnerabilities (hard to fix)
Current state vs. trajectory

For investment contexts (skip if the Phase 1 scoping said no):

| Scenario | Probability | Key driver |
|---|---|---|
| Bull | 30% | Market share gains, margin expansion |
| Base | 50% | Current trajectory continues |
| Bear | 20% | Competitive pressure, margin compression |

护城河评估——对每个竞品的护城河强度进行评级：强/中等/弱：

护城河类型	评估要点
网络效应	用户/供应商飞轮效应强度；跨边 vs 同边效应
转换成本	技术集成深度、合同锁定、用户行为习惯
规模经济	规模化带来的单位成本优势；最小有效规模
无形资产	品牌、专有数据、监管许可、专利

必备整合要素：

持久优势（难以复制）——对应护城河类型
结构性弱点（难以修复）
当前状态 vs 发展趋势

针对投资场景（如果第一阶段明确不需要则跳过）：

| 场景 | 概率 | 核心驱动因素 |
|---|---|---|
| 乐观 | 30% | 市场份额提升、利润率扩大 |
| 基准 | 50% | 维持当前发展轨迹 |
| 悲观 | 20% | 竞争压力增大、利润率压缩 |

Quality checklist

质量检查清单

Before finishing:

Prompt fidelity

Slide titles match what the user specified, verbatim
Charts where they said chart; tables where they said table
Every competitor/year/data point they listed is present
Exact values and formats as specified

Data consistency

Source-file values extracted directly, not recalculated
Same metric shows the same value on every slide it appears
Same decimal precision as the source

Layout

Titles fit without overflow
No overlapping elements
All text within containers, no clipping

Content

Every number has a citation
All metrics from the same fiscal period (or flagged)
Slide titles state insights, not topics
Charts are real chart objects

Run standard visual verification checks on every slide — this catches overlaps, overflow, and low-contrast text that don't show up when you're reading back the XML.

完成前需检查：

需求忠实性

幻灯片标题与用户指定措辞完全一致
用户要求用图表则用图表；要求用表格则用表格
包含用户列出的所有竞品/年份/数据点
数值和格式与用户指定完全一致

数据一致性

直接提取源文件数值，未重新计算
同一指标在所有幻灯片中显示相同数值
小数精度与源文件一致

布局

标题完整显示，未溢出
元素无重叠
所有文本在容器内，无裁剪

内容

每个数值都有引用来源
所有指标取自同一财期（或已标注例外）
幻灯片标题为洞察结论，而非主题
图表为真实图表对象

对每张幻灯片进行标准视觉验证检查——这能发现阅读XML时不易察觉的重叠、溢出和低对比度文本问题。