competitive-analysis
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ChineseCompetitive Analysis Skill
竞争分析技能
Overview
概述
Generate Section 06 of the business plan: the competitive analysis. Use this skill to map the real competitive landscape, test the strength of the business position, and show what actually makes the venture defensible.
生成商业计划的第06部分：竞争分析。使用此技能绘制真实的竞争格局，测试业务地位的实力，并展示该企业真正的防御能力。
Use When
适用场景
- Use when drafting or revising the competitive analysis section for a plan, proposal, or pitch.
- Use when the business needs a credible account of competitors, substitutes, and market position.
- Use when pricing, marketing, or moat claims need to be tested against reality.
- 用于起草或修订计划、提案或推介材料中的竞争分析部分时。
- 当业务需要对竞争对手、替代方案和市场地位进行可信说明时。
- 当定价、营销或护城河主张需要结合实际情况验证时。
Do Not Use When
不适用场景
- Do not use to make vague claims that the business has "no competition".
- Do not confuse competition mapping with customer segmentation or market sizing.
- Do not claim a moat unless the evidence supports it.
- 不要用于做出“业务没有竞争对手”这类模糊的主张。
- 不要将竞争映射与客户细分或市场规模测算混淆。
- 除非有证据支持，否则不要声称拥有护城河。
Required Inputs
必要输入
- Offer definition, target customer, price point, and operating geography
- Known direct competitors, indirect competitors, and substitutes
- Any evidence on competitor features, positioning, channels, and economics
- Adjacent market, marketing, and pricing sections that shape the competitive frame
- 产品定义、目标客户、价格区间和运营地域
- 已知的直接竞争对手、间接竞争对手和替代方案
- 关于竞争对手功能、定位、渠道和经济状况的任何证据
- 影响竞争框架的相邻市场、营销和定价部分内容
Workflow
工作流程
- Define the competition from the buyer's point of view, including substitutes and inaction.
- Profile the most relevant competitors and compare them on decision-relevant dimensions.
- Assess market position, barriers to entry, and the strength of the claimed advantage.
- Translate findings into a practical positioning argument for the business.
- Reconcile the analysis with target market, pricing, sales, and risk assumptions.
- Flag weak or unsupported moat claims that will fail under diligence.
- 从买家视角定义竞争范围，包括替代方案和不作为选项。
- 剖析最相关的竞争对手，并从影响决策的维度进行对比。
- 评估市场地位、进入壁垒和声称优势的实力。
- 将分析结果转化为针对该业务的实用定位论点。
- 使分析结果与目标市场、定价、销售和风险假设保持一致。
- 标记在尽职调查中可能不成立的薄弱或无支撑的护城河主张。
Quality Bar
质量标准
- Competitors are real, relevant, and analysed on criteria that influence choice.
- The positioning argument is specific and evidence-based.
- Claimed advantages are concrete, not slogan-level.
- The section shows how the business wins, not just who else exists.
- 竞争对手真实、相关，并基于影响选择的标准进行分析。
- 定位论点具体且有证据支持。
- 声称的优势是具体的，而非口号式的。
- 该部分展示业务如何取胜，而非仅仅列出其他参与者。
Anti-Patterns
反模式
- Ignoring substitutes or the customer's option to do nothing.
- Calling routine strengths like "good service" or "quality" a moat.
- Using a SWOT table without real comparative analysis behind it.
- Competitive claims that contradict channel, margin, or execution reality.
- 忽略替代方案或客户选择不作为的可能性。
- 将“优质服务”或“高品质”这类常规优势称为护城河。
- 使用SWOT表格但背后没有真实的对比分析。
- 竞争主张与渠道、利润或执行实际情况相矛盾。
Outputs
输出成果
- A finished or revised Section 06 competitive analysis
- A competitor matrix, positioning argument, and moat assessment
- Explicit assumptions or diligence gaps to resolve before finalisation
Generate a rigorous competitive landscape analysis that honestly assesses the competition and demonstrates a defensible competitive advantage.
- 完成或修订后的第06部分竞争分析内容
- 竞争对手矩阵、定位论点和护城河评估报告
- 明确的假设或需在最终定稿前解决的尽职调查缺口
生成严谨的竞争格局分析，如实评估竞争情况并展示可防御的竞争优势。
Required Elements
必要要素
- Direct competitors Companies offering the same solution to the same market
- Indirect competitors Alternative solutions to the same problem
- Substitute threats Different approaches customers might take (including "do nothing")
- Competitor profiles (3-5 key competitors) Detailed analysis using template below
- Competitive matrix Feature/capability comparison with quantified scoring
- Market share analysis How share is distributed and measured (Farris)
- SWOT analysis Strengths, Weaknesses, Opportunities, Threats
- Competitive advantage / moat What makes the business defensible
- Barriers to entry What stops new competitors from entering
- Market positioning Where the business sits relative to competitors
- Guerrilla positioning How to compete asymmetrically against larger players
- 直接竞争对手 向同一市场提供相同解决方案的公司
- 间接竞争对手 针对同一问题的替代解决方案提供商
- 替代威胁 客户可能采取的不同做法（包括“不作为”）
- 竞争对手概况（3-5个关键竞争对手） 使用以下模板进行详细分析
- 竞争矩阵 对功能/能力进行量化评分对比
- 市场份额分析 份额的分布情况及测算方式（Farris方法）
- SWOT分析 优势、劣势、机会、威胁
- 竞争优势/护城河 业务防御能力的来源
- 进入壁垒 阻止新竞争对手进入的因素
- 市场定位 业务相对于竞争对手的位置
- 游击定位 如何以不对称方式与大型玩家竞争
Competitor Profile Template
竞争对手概况模板
Company:
Website:
Founded / Years in market:
Size/Revenue (estimated):
Target market:
Key products/services:
Pricing model and range:
Strengths (be honest):
Weaknesses (verified, not assumed):
Market share (estimated %):
Revenue share vs. unit share: [Premium / Parity / Volume player]
Digital maturity: [Analogue / Digitising / Digital-first / AI-augmented / Immersive]
Threat level: [High / Medium / Low]
Likely response to our entry: [Aggressive / Moderate / Indifferent]公司名称:
官网:
成立时间/进入市场年限:
规模/预估收入:
目标市场:
核心产品/服务:
定价模式与区间:
优势（如实填写）:
劣势（经核实，非假设）:
预估市场份额(%):
收入份额 vs 销量份额: [高端/平价/走量型玩家]
数字化成熟度: [传统/数字化转型中/数字化优先/AI增强/沉浸式]
威胁等级: [高/中/低]
对我们进入市场的可能反应: [激进/温和/无动于衷]Competitive Matrix Format
竞争矩阵格式
Score each capability 1-5 (1=weak, 5=strong):
| Capability | Our Company | Competitor A | Competitor B | Competitor C |
|---|---|---|---|---|
| Core feature quality | X | X | X | X |
| Price competitiveness | X | X | X | X |
| Technology / AI integration | X | X | X | X |
| Customer experience | X | X | X | X |
| Brand / reputation | X | X | X | X |
| Distribution / reach | X | X | X | X |
| Innovation speed | X | X | X | X |
| Total | XX | XX | XX | XX |
Rule: Never score the company highest on every dimension investors will not believe it. Identify 2-3 dimensions where the business genuinely leads and acknowledge where competitors are stronger.
对每项能力按1-5分评分（1=弱，5=强）:
| 能力 | 我们的公司 | 竞争对手A | 竞争对手B | 竞争对手C |
|---|---|---|---|---|
| 核心功能质量 | X | X | X | X |
| 价格竞争力 | X | X | X | X |
| 技术/AI集成 | X | X | X | X |
| 客户体验 | X | X | X | X |
| 品牌/声誉 | X | X | X | X |
| 分销/覆盖范围 | X | X | X | X |
| 创新速度 | X | X | X | X |
| 总分 | XX | XX | XX | XX |
规则: 切勿在所有维度上给自己的公司打最高分——投资者不会相信。确定2-3个业务真正领先的维度，并承认竞争对手更强的领域。
Market Share Analysis (Farris)
市场份额分析（Farris方法）
How Share Is Measured
份额测算方式
Define the relevant share metric for this industry:
| Metric | Formula | When to Use |
|---|---|---|
| Unit share | Units sold / Total units in market | Product businesses with comparable units |
| Revenue share | Revenue / Total market revenue | All businesses |
| Relative share | Brand share / Largest competitor's share | BCG-style competitive positioning |
定义适用于该行业的相关份额指标:
| 指标 | 计算公式 | 适用场景 |
|---|---|---|
| 销量份额 | 销量 / 市场总销量 | 产品单位可对比的业务 |
| 收入份额 | 收入 / 市场总收入 | 所有业务类型 |
| 相对份额 | 品牌份额 / 最大竞争对手份额 | BCG式竞争定位 |
Industry Concentration
行业集中度
CR4 = Combined market share of top 4 firms
HHI = Sum of (each firm's share)^2| CR4 | Structure | Entry Implication |
|---|---|---|
| 0-40% | Competitive | Easier entry, more competition |
| 40-60% | Moderately concentrated | Niche entry viable |
| 60-80% | Oligopolistic | Differentiation essential |
| 80-100% | Highly concentrated | Disruption or niche only |
CR4 = 前4家企业的市场份额总和
HHI = 每家企业份额的平方和| CR4 | 市场结构 | 进入启示 |
|---|---|---|
| 0-40% | 竞争性市场 | 进入难度低，竞争更激烈 |
| 40-60% | 中度集中市场 | 利基市场进入可行 |
| 60-80% | 寡头垄断市场 | 差异化至关重要 |
| 80-100% | 高度集中市场 | 仅能通过颠覆或利基市场进入 |
Types of Competitive Moats
竞争护城河类型
| Moat Type | Description | Durability | Example |
|---|---|---|---|
| Cost advantage | Lower cost structure | Medium can be copied | Scale manufacturing |
| Network effects | Value increases with users | High self-reinforcing | Marketplace platforms |
| Switching costs | Expensive to leave | High locks customers in | Enterprise software |
| Brand/reputation | Trust built over time | High slow to build | Professional services |
| IP/patents | Legal protection | Medium expires | Pharmaceutical |
| Data advantage | Proprietary data flywheel | High compounds over time | AI-powered products |
| Regulatory | Licences, approvals | High bureaucratic barrier | Financial services |
| Speed/agility | Faster execution | Low temporary advantage | Startups vs. incumbents |
| 护城河类型 | 描述 | 持久性 | 示例 |
|---|---|---|---|
| 成本优势 | 更低的成本结构 | 中等——可被复制 | 规模化制造 |
| 网络效应 | 价值随用户数量增加而提升 | 高——自我强化 | marketplace平台 |
| 转换成本 | 切换成本高昂 | 高——锁定客户 | 企业级软件 |
| 品牌/声誉 | 长期积累的信任 | 高——建立缓慢 | 专业服务 |
| 知识产权/专利 | 法律保护 | 中等——会过期 | 制药行业 |
| 数据优势 | 专有数据飞轮效应 | 高——随时间复合增长 | AI驱动产品 |
| 监管壁垒 | 许可证、审批要求 | 高——官僚壁垒 | 金融服务 |
| 速度/敏捷性 | 更快的执行效率 | 低——临时优势 | 初创企业vs行业巨头 |
Guerrilla Competitive Strategy
游击竞争战略
For small businesses and startups competing against larger players:
针对与大型玩家竞争的中小企业和初创企业:
Asymmetric Advantages
不对称优势
- Speed Launch and iterate faster than incumbents can approve a meeting
- Focus Own a narrow niche that is too small for big players to care about
- Relationships Build personal connections that corporations cannot replicate
- Flexibility Customise solutions while competitors offer one-size-fits-all
- Values alignment Appeal to customers who prefer local, ethical, or authentic brands
- 速度 比行业巨头批准一次会议的速度更快地推出产品并迭代
- 聚焦 占据一个对大玩家而言太小而不值得关注的窄众利基市场
- 关系 建立企业无法复制的个人连接
- 灵活性 定制解决方案，而竞争对手提供的是一刀切的产品
- 价值观契合 吸引偏好本地、伦理或真实品牌的客户
Positioning Against Incumbents
针对行业巨头的定位
Never compete on the incumbent's terms. Instead:
- Redefine the category criteria in the customer's mind
- Compete on dimensions incumbents cannot match (speed, personalisation, community)
- Target underserved segments the incumbent ignores
- Use education-based marketing to position as the expert, not the bigger brand
永远不要按巨头的规则竞争。相反:
- 在客户心中重新定义品类标准
- 在巨头无法匹配的维度上竞争（速度、个性化、社区）
- 瞄准巨头忽略的服务不足的细分市场
- 使用基于教育的营销，将自己定位为专家而非更大的品牌
Generation Process
生成流程
- Ask for: industry, key competitors (if known), primary differentiator
- Research direct, indirect, and substitute competitors
- Build competitor profiles with honest assessment
- Calculate or estimate market share distribution
- Create competitive comparison matrix with quantified scores
- Conduct SWOT analysis with real weaknesses
- Identify and articulate the competitive moat with durability assessment
- Define guerrilla positioning if competing against larger players
- Assess sustainability of the advantage over 3-5 years
- 询问：行业、关键竞争对手（如有）、核心差异化点
- 研究直接、间接和替代竞争对手
- 构建如实评估的竞争对手概况
- 计算或预估市场份额分布
- 创建带有量化评分的竞争对比矩阵
- 开展包含真实劣势的SWOT分析
- 识别并阐述竞争护城河及其持久性评估
- 若与大型玩家竞争，定义游击定位
- 评估优势在3-5年内的可持续性
Quality Criteria
质量标准
- Analysis includes indirect competitors and substitutes (not just direct)
- Competitor strengths are acknowledged honestly investors spot bias
- SWOT weaknesses are real, not disguised strengths
- Market share is quantified or estimated with stated sources
- Competitive advantage is specific and defensible, not "better customer service"
- Moat durability is assessed how long before competitors can replicate
- Positioning is distinct clear blue water between this business and alternatives
- Guerrilla strategy is included for startups and small businesses
- 分析涵盖间接竞争对手和替代方案（而非仅直接竞争对手）
- 如实承认竞争对手的优势——投资者会发现偏见
- SWOT中的劣势是真实的，而非伪装的优势
- 市场份额经过量化或预估，并注明来源
- 竞争优势具体且可防御，而非“更好的客户服务”这类表述
- 评估护城河的持久性——竞争对手多久可以复制
- 定位清晰独特——该业务与替代方案之间有明确的蓝海空间
- 为初创企业和中小企业提供游击战略
Porter's Five Forces Industry Analysis
Porter五力行业分析
(Porter, M.E., 1980)
Apply Porter's Five Forces to establish the structural attractiveness of the industry before detailing individual competitors. Five Forces explains why an industry is profitable or not competitor analysis explains who the players are. Both are required for a complete competitive analysis.
| Force | Key Questions | Assessment |
|---|---|---|
| Competitive Rivalry | How many competitorsSection How intense is price competitionSection How differentiated is the industrySection Is growth slow (zero-sum) or fastSection | High / Medium / Low |
| Threat of New Entrants | Are barriers to entry highSection Capital requirementsSection Regulatory licencesSection Economies of scaleSection Brand loyalty requirementsSection | High / Medium / Low |
| Supplier Power | How many suppliersSection Are inputs commoditised or specialisedSection How easy to switch suppliersSection Do suppliers pose a forward-integration threatSection | High / Medium / Low |
| Buyer Power | How concentrated are buyersSection Are they price-sensitiveSection Can they backward-integrateSection Do they have full information on alternativesSection | High / Medium / Low |
| Threat of Substitutes | Can customers meet the same need a different waySection Are substitutes improving in price-performanceSection What is the switching costSection | High / Medium / Low |
Five Forces summary: State whether the industry is structurally attractive (most forces Low = favourable; above-average returns sustainable) or structurally unattractive (most forces High = unfavourable; competition erodes returns to minimum). Then explain how this business's competitive strategy addresses the most unfavourable forces.
Strategic group analysis: Once Five Forces are assessed at the industry level, map competitors into strategic groups clusters of firms following similar strategies. Within-group rivalry is most intense; between-group competition is moderated by mobility barriers. Identify which group this business belongs to and what barriers protect it.
Cross-reference: for the full Five Forces framework with assessment questions and Uganda/EA examples. (in ) for strategic group mapping and industry evolution analysis. for methodology on gathering competitor intelligence in low-data EA markets.
references/competitive-strategy-porter.mdreferences/industry-structure-porter.md04-market-analysis/meta-due-diligence/references/osint-business-intelligence.md(Porter, M.E., 1980)
在详细分析单个竞争对手之前，先应用Porter五力模型确定行业的结构吸引力。五力模型解释了行业盈利或不盈利的原因，而竞争对手分析解释了参与者是谁。两者结合才能构成完整的竞争分析。
| 力量 | 关键问题 | 评估结果 |
|---|---|---|
| 同业竞争 | 竞争对手数量有多少？价格竞争有多激烈？行业差异化程度如何？增长缓慢（零和）还是快速？ | 高/中/低 |
| 新进入者威胁 | 进入壁垒高吗？资金要求？监管许可？规模经济？品牌忠诚度要求？ | 高/中/低 |
| 供应商议价能力 | 供应商数量有多少？投入品是标准化还是专业化？切换供应商容易吗？供应商是否有前向一体化的威胁？ | 高/中/低 |
| 购买者议价能力 | 购买者集中度如何？他们对价格敏感吗？他们能否后向一体化？他们是否掌握替代方案的完整信息？ | 高/中/低 |
| 替代品威胁 | 客户能否通过不同方式满足相同需求？替代品的性价比是否在提升？转换成本是多少？ | 高/中/低 |
五力总结: 说明行业是结构有吸引力（多数力量为低=有利；可持续获得高于平均水平的回报）还是结构无吸引力（多数力量为高=不利；竞争将回报侵蚀至最低水平）。然后解释该业务的竞争战略如何应对最不利的力量。
战略群组分析: 在行业层面评估五力后，将竞争对手划分为战略群组——遵循相似战略的企业集群。群组内竞争最激烈；群组间竞争因移动壁垒而缓和。确定该业务所属的群组，以及保护它的壁垒。
交叉参考: 获取完整的五力框架，包含评估问题和乌干达/东非地区案例。下的获取战略群组映射和行业演化分析。获取在低数据东非市场收集竞争对手情报的方法。
references/competitive-strategy-porter.md04-market-analysis/references/industry-structure-porter.mdmeta-due-diligence/references/osint-business-intelligence.mdBusiness Model vs Strategy Analysis (Teece)
商业模式vs战略分析（Teece）
When assessing competitive position, distinguish between the business model and the competitive strategy they are related but not the same (Teece, 2010):
| Dimension | Business Model | Competitive Strategy |
|---|---|---|
| What it answers | How does the business create and capture valueSection | How does the business win against rivalsSection |
| Replicability | Can be copied the model alone is not an advantage | Explicitly about making the model hard to imitate |
| Investor question | "Is this business viableSection " | "Can this business stay aheadSection " |
Application: For each competitor in the analysis, assess:
- Do they share the same business model as usSection (If yes, strategy must differentiate us)
- What makes our version of the model harder to replicateSection (IP, relationships, data, speed, community)
- Can a competitor adopt our model quickly, or do we have complementary assets (brand, supplier relationships, regulatory approvals, distribution) that they cannot easily acquireSection
Value capture mechanisms that create durable competitive advantage (Teece, 2010):
- Intellectual property (patents, trademarks, trade secrets)
- Complementary assets distribution networks, customer relationships, manufacturing capacity
- First-mover switching costs (customers embedded in our platform or processes)
- Network effects (value increases as more users join)
- Complexity and tacit knowledge embedded in processes not visible to competitors
评估竞争地位时，需区分商业模式和竞争战略——两者相关但不同（Teece, 2010）:
| 维度 | 商业模式 | 竞争战略 |
|---|---|---|
| 解答的问题 | 业务如何创造和获取价值？ | 业务如何战胜竞争对手？ |
| 可复制性 | 可被复制——仅靠模式本身不是优势 | 明确致力于使模式难以被模仿 |
| 投资者的问题 | “这个业务可行吗？” | “这个业务能保持领先吗？” |
应用: 对分析中的每个竞争对手，评估:
- 他们是否与我们共享相同的商业模式？（如果是，战略必须使我们差异化）
- 我们的模式版本更难复制的原因是什么？（知识产权、关系、数据、速度、社区）
- 竞争对手能否快速采用我们的模式，还是我们拥有他们难以轻易获得的互补资产（品牌、供应商关系、监管批准、分销渠道）？
创造持久竞争优势的价值获取机制（Teece, 2010）:
- 知识产权（专利、商标、商业秘密）
- 互补资产——分销网络、客户关系、制造能力
- 先行者转换成本（客户嵌入我们的平台或流程）
- 网络效应（用户越多价值越高）
- 嵌入流程中的复杂性和隐性知识，不为竞争对手所见
Differentiation Analysis (Kaza)
差异化分析（Kaza）
Beyond standard competitive dimensions, assess differentiation across four experience layers (Kaza, 2025):
| Layer | What It Covers | Competitive Question |
|---|---|---|
| Aesthetic experience | How the product/service looks, feels, smells, sounds | Does our delivery experience itself differentiate usSection |
| Social experience | How customers feel being associated with our brand | Does buying from us signal something about who they areSection |
| Boundary interactions | Packaging, delivery, follow-up, receipts, after-sale service the edges | Are we better at the edges of the offering, not just the coreSection |
| Purposeful experiences | Every touchpoint designed to serve a specific customer feeling | Is there a consistent emotional through-line across all interactionsSection |
The signature touch principle: Small businesses can outcompete on the boundary interactions that large competitors standardise out of existence. Identify 2-3 signature touches specific to this business (e.g., personalised follow-up, handwritten note, proactive update before the customer asks).
Narrow specialisation as competitive moat: A business that commits to one offering, one process, or one customer type achieves operational excellence and a clear customer promise that broad-market competitors cannot match. Document the deliberate trade-offs the business makes what it chooses NOT to do is as strategically significant as what it does.
除标准竞争维度外，从四个体验层面评估差异化（Kaza, 2025）:
| 层面 | 涵盖内容 | 竞争问题 |
|---|---|---|
| 审美体验 | 产品/服务的外观、触感、气味、声音 | 我们的交付体验本身能否使我们差异化？ |
| 社交体验 | 客户与我们品牌关联时的感受 | 购买我们的产品是否能彰显客户的身份？ |
| 边界互动 | 包装、交付、跟进、收据、售后服务——即服务的边缘环节 | 我们是否在服务的边缘环节而非仅核心环节表现更优？ |
| 有目的的体验 | 每个触点都旨在满足特定的客户情感需求 | 所有互动是否有一致的情感主线？ |
标志性触点原则: 中小企业可以在大型竞争对手标准化消除的边界互动环节上胜出。确定该业务特有的2-3个标志性触点（例如，个性化跟进、手写便签、客户询问前主动更新）。
窄众专业化作为竞争护城河: 专注于单一产品、单一流程或单一客户类型的业务能实现运营卓越，并做出广泛市场竞争对手无法匹配的明确客户承诺。记录业务做出的刻意权衡——选择不做什么与选择做什么具有同等战略意义。
References
参考资料
- Competitive metrics and share analysis: See for market share calculations, concentration analysis, brand development indices, and competitive benchmarking formulas from Farris
references/competitive-metrics.md - Positioning and differentiation: See for guerrilla positioning tactics, value-based differentiation frameworks, perceptual mapping, and blue ocean positioning approaches
references/positioning-strategy.md - Porter's Five Forces and competitive strategy: See for the full Five Forces framework with Uganda/EA examples, three generic strategies (cost leadership, differentiation, focus), the four-component competitor analysis framework (future goals, current strategy, assumptions, capabilities), market signals, and strategic groups from Porter (1980)
references/competitive-strategy-porter.md - Industry structure, strategic groups, and industry evolution: See for strategic group mapping methodology, mobility barriers, industry evolution driving forces, and the product life cycle critique from Porter (1980)
../04-market-analysis/references/industry-structure-porter.md - Competitor intelligence methodology: See for the 5-layer OSINT framework for gathering competitor intelligence in low-data EA markets physical surveys, digital footprint analysis, supplier/distributor conversations, and red flag registers
../meta-due-diligence/references/osint-business-intelligence.md - Competitive strategy tools: See for competitor analysis framework, competitive position rating (0-5 scale), strategy maps, strategic gap analysis, generic strategies, value chain analysis, strategy evaluation tests, competitive life cycle, and Blue Ocean Strategy from Evans, Harris & Lenox, and Fahey & Randall
references/competitive-strategy-tools.md - Strategy Choice Cascade: See for the five-question strategy cascade, five strategy traps, where-to-play and how-to-win choices, activity system mapping, strategy logic flow, reverse engineering strategic choices, and cascade-to-business-plan mapping from Lafley & Martin
references/strategy-cascade-framework.md - Business model vs strategy distinction, value capture mechanisms, business model archetypes: See for Teece's full framework
../03-products-services/references/business-models-innovation-teece.md - Differentiation types and signature touch principle: See for Kaza's four differentiation layers and case studies
../07-marketing-sales-strategy/references/small-business-unconventional-strategy.md - 3C Strategic Triangle and competitive dynamics (Ohmae): See for Ohmae's 3C Strategic Triangle (corporation/customer/competition), Key Factors for Success identification method (hypothesis-first + KFS industry table), four routes to strategic advantage (KFS focus, relative superiority, aggressive initiatives, Strategic Degrees of Freedom), Strategic Planning Unit tests, customer segmentation (objectives vs. coverage), profit diagrams, issue diagrams, challenging constraints method, and Uganda/EA application from Ohmae (McGraw-Hill, 1982). Read when defining the competitive positioning logic, especially for businesses that cannot compete on all dimensions and need to identify where to concentrate.
references/mind-of-strategist-ohmae.md - Layered competitive advantage, Value Net, and purchase cycle (Portable MBA): See for the onstage/backstage competitive advantage model (Coke/Pepsi case), 13-step purchase and consumption cycle as differentiation audit, value chain architecture disruption (Nucor/IKEA/Dell cases), outsourcing risk taxonomy (non-performance/value expropriation/elimination), complementors as sixth competitive force (Brandenburger & Nalebuff Value Net), five determinants of complementor power, and Uganda/EA application from Fahey & Randall, eds. (Wiley, 2000). Read when assessing whether competitive advantages have backstage support, identifying non-obvious differentiation points across the purchase cycle, or evaluating outsourcing risks.
references/competitive-dynamics-portable-mba.md - 24 competitive and business analysis methods (Fleisher & Bensoussan): See for the complete toolkit of 24 methods across six categories (strategic/industry, competitor intelligence, financial, environmental, futures, analytical process) including Nine Forces, competitive positioning, business model analysis, SERVO, McKinsey 7S, shadowing, win/loss analysis, benchmarking, war gaming, country risk, driving forces, technology forecasting, ACH, and linchpin analysis. Includes FAROUT evaluation framework, Business Plan Application Table, Method Selector, and Uganda/EA adaptations for low-data markets, informal competition, and relationship-based intelligence. Source: Fleisher & Bensoussan (FT Press, 2007). Read when selecting the right analysis method for a specific competitive question, explaining method choice to investors, or stress-testing analytical assumptions.
references/competitive-analysis-methods-fleisher.md - SWOT/TOWS, PESTLE, Porter's Five Forces, value chain structured descriptions: See (Chapter 1 and Chapter 4 tools) for precise, step-by-step descriptions of PESTLE (Tool 1), Porter's Five Forces (Tool 2), SWOT/TOWS (Tool 6), Value Proposition Analysis (Tool 33), and Value Chain Analysis (Tool 34) with guidance on correct application and common mistakes Source: Cadle, Paul & Turner (BCS, 2010). Read when setting up the competitive analysis framework or when the client needs the analytical approach explained clearly.
../meta-market-validation/references/business-analysis-techniques-cadle.md
- 竞争指标与份额分析: 参见获取Farris提出的市场份额计算、集中度分析、品牌发展指数和竞争基准测试公式
references/competitive-metrics.md - 定位与差异化: 参见获取游击定位策略、基于价值的差异化框架、感知映射和蓝海定位方法
references/positioning-strategy.md - Porter五力与竞争战略: 参见获取完整的五力框架（含乌干达/东非案例）、三种通用战略（成本领先、差异化、聚焦）、四要素竞争对手分析框架（未来目标、当前战略、假设、能力）、市场信号和战略群组——来自Porter (1980)
references/competitive-strategy-porter.md - 行业结构、战略群组与行业演化: 参见获取战略群组映射方法、移动壁垒、行业演化驱动力和产品生命周期批判——来自Porter (1980)
../04-market-analysis/references/industry-structure-porter.md - 竞争对手情报方法: 参见获取用于低数据东非市场的5层OSINT框架，用于收集竞争对手情报——包括实地调查、数字足迹分析、供应商/分销商对话和红旗登记册
../meta-due-diligence/references/osint-business-intelligence.md - 竞争战略工具: 参见获取竞争对手分析框架、竞争地位评级（0-5分制）、战略地图、战略差距分析、通用战略、价值链分析、战略评估测试、竞争生命周期和蓝海战略——来自Evans, Harris & Lenox，以及Fahey & Randall
references/competitive-strategy-tools.md - 战略选择层级: 参见获取五问题战略层级、五个战略陷阱、“在哪里竞争”和“如何取胜”的选择、活动系统映射、战略逻辑流程、逆向工程战略选择以及层级到商业计划的映射——来自Lafley & Martin
references/strategy-cascade-framework.md - 商业模式vs战略区分、价值获取机制、商业模式原型: 参见获取Teece的完整框架
../03-products-services/references/business-models-innovation-teece.md - 差异化类型与标志性触点原则: 参见获取Kaza的四个差异化层面和案例研究
../07-marketing-sales-strategy/references/small-business-unconventional-strategy.md - 3C战略三角与竞争动态（Ohmae）: 参见获取Ohmae的3C战略三角（企业/客户/竞争）、成功关键因素识别方法（假设优先+KFS行业表格）、四种战略优势路径（KFS聚焦、相对优势、激进举措、战略自由度）、战略规划单元测试、客户细分（目标vs覆盖范围）、利润图、问题图、挑战约束方法和乌干达/东非应用——来自Ohmae (McGraw-Hill, 1982)。在定义竞争定位逻辑时阅读，尤其适用于无法在所有维度竞争、需要确定聚焦方向的业务。
references/mind-of-strategist-ohmae.md - 分层竞争优势、Value Net与购买周期（Portable MBA）: 参见获取前台/后台竞争优势模型（可口可乐/百事案例）、作为差异化审计的13步购买与消费周期、价值链架构颠覆（纽柯/宜家/戴尔案例）、外包风险分类（非绩效/价值侵占/淘汰）、作为第六竞争力量的互补者（Brandenburger & Nalebuff Value Net）、互补者力量的五个决定因素和乌干达/东非应用——来自Fahey & Randall编著 (Wiley, 2000)。在评估竞争优势是否有后台支撑、识别购买周期中非显性差异化点或评估外包风险时阅读。
references/competitive-dynamics-portable-mba.md - 24种竞争与商业分析方法（Fleisher & Bensoussan）: 参见获取涵盖六大类（战略/行业、竞争对手情报、财务、环境、未来、分析流程）的24种方法完整工具包——包括九力模型、竞争定位、商业模式分析、SERVO、麦肯锡7S、影子法、赢/输分析、基准测试、战争游戏、国家风险、驱动力、技术预测、ACH和关键环节分析。包含FAROUT评估框架、商业计划应用表、方法选择器以及针对低数据市场、非正式竞争和基于关系的情报的乌干达/东非适配版本。来源：Fleisher & Bensoussan (FT Press, 2007)。在为特定竞争问题选择合适分析方法、向投资者解释方法选择或压力测试分析假设时阅读。
references/competitive-analysis-methods-fleisher.md - SWOT/TOWS、PESTLE、Porter五力、价值链——结构化说明: 参见（第1章和第4章工具）获取PESTLE（工具1）、Porter五力（工具2）、SWOT/TOWS（工具6）、价值主张分析（工具33）和价值链分析（工具34）的精确分步说明，以及正确应用指导和常见错误——来源：Cadle, Paul & Turner (BCS, 2010)。在搭建竞争分析框架或需要向客户清晰解释分析方法时阅读。
../meta-market-validation/references/business-analysis-techniques-cadle.md