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competitive-analyzer

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Competitive Analyzer

Competitive Analyzer（竞争分析工具）

Systematic competitive landscape analysis: discovery, force analysis, feature comparison, pricing, positioning, and defensibility assessment.
系统化的竞争格局分析：涵盖竞品挖掘、竞争力分析、功能对比、定价分析、市场定位以及防御性评估。

When to use this skill vs. others

何时使用本技能而非其他技能

NeedSkill
Analyze competitors, compare features, assess moatscompetitive-analyzer (this skill)
Market sizing, TAM/SAM/SOM, demand signalsmarket-analyzer
General web research and data gatheringtavily / web-fetch
需求技能名称
分析竞品、对比功能、评估护城河competitive-analyzer（本技能）
市场规模测算、TAM/SAM/SOM、需求信号market-analyzer
通用网络调研与数据收集tavily / web-fetch

Workflow

工作流程

Phase 1: Competitor Discovery

阶段1：竞品挖掘

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:
CompetitorTierFoundedFundingHQEst. RevenueTarget Segment
Include 5-15 competitors. Fewer than 5 suggests the search was too narrow; more than 15 suggests the scope needs tightening.
通过WebSearch识别三个层级的竞品。
层级分类：
  • 直接竞品 — 针对同一客户群体提供相同解决方案。搜索关键词：
    "[产品类别] alternatives"
    , 
    "[产品] vs"
    , 
    "best [类别] tools 2024"
  • 间接竞品 — 针对同一核心问题提供不同解决方案。搜索关键词：
    "how to [解决问题] without [类别]"
    , 相邻品类头部玩家
  • 潜在竞品 — 具备进入能力与动机的相邻领域玩家。搜索方向：近期融资轮次、平台扩张公告、人才收购
挖掘来源：
  • Product Hunt: 
    site:producthunt.com [类别]
  • G2: 
    site:g2.com [类别] reviews
  • Capterra: 
    site:capterra.com [类别]
  • Crunchbase: 
    site:crunchbase.com [类别] funding
  • 行业报告与分析师覆盖内容
输出：竞品名单表格
竞品名称层级成立时间融资情况总部预估营收目标客群
需包含5-15个竞品。少于5个说明搜索范围过窄；超过15个说明需缩小范围。

Phase 2: Porter's Five Forces Assessment

阶段2：Porter's Five Forces（波特五力模型）评估

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.
为每个竞争力维度打1-5分并提供支撑依据。参考
references/porters-five-forces.md
中的评分标准与细分指标。
1. 新进入者威胁（1-5分）
  • 资金要求与启动成本
  • 监管与合规壁垒
  • 技术与知识产权壁垒
  • 现有玩家的品牌忠诚度与转换成本
  • 分销渠道获取难度
  • 规模经济优势
2. 供应商议价能力（1-5分）
  • 可用供应商数量
  • 供应商输入的独特性
  • 供应商间转换成本
  • 供应商前向一体化威胁
  • 对核心供应商（云服务、API、数据）的依赖程度
3. 购买者议价能力（1-5分）
  • 购买者相对销售者的集中度
  • 价格敏感度与透明度
  • 购买者转换成本
  • 购买者后向一体化威胁
  • 替代信息的可获取性
4. 替代品威胁（1-5分）
  • 替代解决方案的可获取性
  • 替代品的性价比
  • 购买者转换意愿
  • 转向替代品的转换成本
5. 同业竞争程度（1-5分）
  • 竞品数量与规模分布
  • 行业增长率
  • 产品差异化程度
  • 退出壁垒
  • 固定成本结构与产能
综合分析： 计算行业整体吸引力（各维度加权平均值）。分数越高意味着竞争压力越大，行业吸引力越低。

Phase 3: Feature & Pricing Matrix

阶段3：功能与定价矩阵

Build a comprehensive comparison. Reference 
references/competitive-matrix.md
for structuring methodology.
Feature comparison table:
Feature CategoryFeatureCompetitor ACompetitor BCompetitor COur Product
CoreFeature 1FullPartialNoneFull
IntegrationAPIRESTGraphQLNoneREST+GraphQL
SupportSLA99.9%99.5%None99.95%
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:
CompetitorModelFree TierEntry PriceMid TierEnterpriseBilling
ASubscriptionYes$29/mo$99/moCustomMonthly/Annual
BUsage-basedTrial$0.01/unitVolume discountCustomMonthly
Pricing analysis:
  • Price-to-feature ratio positioning (value vs. premium)
  • Pricing model trends in the category
  • Customer segment alignment by price point
构建全面对比表。参考
references/competitive-matrix.md
中的结构化方法。
功能对比表格：
功能类别功能点竞品A竞品B竞品C我方产品
核心功能功能1完整部分无完整
集成能力APIRESTGraphQL无REST+GraphQL
客户支持SLA99.9%99.5%无99.95%
使用评分标准：完整 / 部分 / 无 / 卓越（超出品类标准）
功能分析：
  • 基础必备功能 — 所有竞品均具备的功能。缺失任何一项会导致失去竞争力。
  • 差异化功能 — 仅1-2个竞品具备的功能。可作为潜在定位方向。
  • 空白机会 — 所有竞品均未提供的功能。潜在创新方向。
  • 过度投入功能 — 投入大量资源但客户价值信号较低的功能。
定价对比表格：
竞品名称定价模式免费层级入门价格中端价格企业级计费周期
A订阅制有$29/月$99/月定制化月付/年付
B按使用量计费试用版$0.01/单位批量折扣定制化月付
定价分析：
  • 性价比定位（价值型 vs. 高端型）
  • 品类中的定价模式趋势
  • 价格区间与客户群体的匹配度

Phase 4: Positioning Map

阶段4：定位图

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
参考
references/positioning-analysis.md
中的维度选择与绘图方法。
步骤1：维度选择 选择对目标客户最重要的两个维度。常见组合：
  • 价格 vs. 功能丰富度
  • 易用性 vs. 功能强大/灵活性
  • 聚焦中小企业 vs. 聚焦企业级客户
  • 垂直领域专用 vs. 通用型
需结合客户调研或公开评论主题验证维度选择的合理性。
步骤2：绘制竞品位置 利用阶段3的证据将每个竞品标注在二维图上。
High [Dimension Y]
    |
    |   [Comp A]        [Comp C]
    |
    |        [Comp B]
    |                    [Our Product]
    |
    |   [Comp D]
    |
Low  ────────────────────────────── High [Dimension X]
步骤3：空白市场识别
  • 无竞品或竞品极少的象限 = 潜在定位机会
  • 评估空白市场是真正未被满足还是因无需求而被刻意忽略
  • 评估占据空白市场的可行性

Phase 5: Moat & Defensibility Assessment

阶段5：护城河与防御性评估

Evaluate each moat type. Reference 
references/positioning-analysis.md
for the moat taxonomy.
Moat TypePresent?StrengthEvidence
Network effectsYes/NoWeak/Moderate/StrongDescription
Switching costsYes/NoWeak/Moderate/StrongDescription
IP / TechnologyYes/NoWeak/Moderate/StrongDescription
BrandYes/NoWeak/Moderate/StrongDescription
Data advantageYes/NoWeak/Moderate/StrongDescription
Cost advantageYes/NoWeak/Moderate/StrongDescription
RegulatoryYes/NoWeak/Moderate/StrongDescription
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.
评估各类护城河类型。参考
references/positioning-analysis.md
中的护城河分类体系。
护城河类型是否存在强度等级支撑依据
网络效应是/否弱/中等/强描述说明
转换成本是/否弱/中等/强描述说明
知识产权/技术壁垒是/否弱/中等/强描述说明
品牌影响力是/否弱/中等/强描述说明
数据优势是/否弱/中等/强描述说明
成本优势是/否弱/中等/强描述说明
监管壁垒是/否弱/中等/强描述说明
整体护城河评级：
  • 弱 — 无有效壁垒。竞品可在6个月内复制。
  • 中等 — 1-2个壁垒提供临时优势。复制需1-2年。
  • 强 — 多个互补壁垒。复制需2-5年。
  • 极强 — 具备飞轮效应的复合壁垒。极难复制。

Phase 6: Report Generation

阶段6：报告生成

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
  9. Risks & Mitigation — Top competitive risks with specific mitigation strategies
生成最终竞争分析报告，包含以下章节：
  1. 执行摘要 — 竞争格局威胁等级（低/中等/高/严重）、前3大竞争风险、前3大竞争优势
  2. 竞品名单 — 阶段1的挖掘表格
  3. Porter's Five Forces评分卡 — 阶段2的各维度评分及支撑依据
  4. 功能对比矩阵 — 阶段3的完整功能表及空白分析
  5. 定价分析 — 阶段3的定价表及定位分析
  6. 定位图 — 阶段4的二维图及空白市场分析
  7. 护城河评估 — 阶段5的防御性表格及评级
  8. 战略建议
    • 短期行动（0-3个月）：解决关键空白或威胁
    • 中期举措（3-12个月）：打造差异化功能并强化护城河
    • 长期定位（1-3年）：构建可持续竞争优势的策略
  9. 风险与应对 — 主要竞争风险及具体缓解策略

Quality Checks

质量检查

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
交付报告前，需验证以下内容：
  • 竞品名单覆盖所有三个层级（直接、间接、潜在）
  • 每个波特五力评分均有支撑依据，而非仅给出分数
  • 功能矩阵对所有竞品采用一致的评分标准
  • 定价数据有来源标注且注明日期（定价变化频繁）
  • 定位图维度与客户需求相关，而非内部指标
  • 护城河评估区分当前已具备的护城河与目标护城河
  • 战略建议具体且可执行，而非泛泛之谈
  • 所有关于竞品的结论均来自WebSearch，而非主观假设

Edge Cases

边缘情况处理

SituationAdaptation
Pre-launch product with no direct competitorsFocus on indirect competitors and substitutes. Emphasize the "potential entrants" tier. The absence of direct competitors is itself a signal worth analyzing (nascent market vs. no market).
Highly fragmented market (50+ competitors)Segment competitors into strategic groups. Analyze 2-3 representative competitors per group rather than every player.
Monopoly or duopoly marketFive Forces analysis becomes more important. Focus on substitute threats and potential entrants. Analyze the dominant player's moats in detail.
B2B enterprise with opaque pricingNote pricing opacity as a finding. Use job postings, case studies, and review sites for indirect pricing signals.
User provides a competitor listSkip discovery in Phase 1. Validate the list for completeness (are there missing tiers?) and proceed to Phase 2.
Rapidly changing marketDate-stamp all findings. Flag data older than 6 months as potentially stale. Emphasize monitoring recommendations.
场景调整策略
预发布产品无直接竞品重点关注间接竞品与替代品。强调“潜在进入者”层级。无直接竞品本身就是值得分析的信号（新兴市场 vs. 无市场需求）。
高度碎片化市场（50+竞品）将竞品划分为战略群组。每个群组分析2-3个代表性竞品，而非覆盖所有玩家。
垄断或双寡头市场波特五力分析更为重要。重点关注替代品威胁与潜在进入者。详细分析主导玩家的护城河。
B2B企业定价不透明将定价不透明作为一项发现记录。利用招聘信息、案例研究、评论网站获取间接定价信号。
用户提供了竞品名单跳过阶段1的挖掘步骤。验证名单的完整性（是否缺失某一层级？），然后直接进入阶段2。
快速变化的市场为所有发现标注日期。将超过6个月的数据标记为可能过时。强调持续监控的建议。