competitive-market-analysis

Purpose

Produce an elite-tier competitive and market analysis that scores every competitor against 7+ strategic frameworks, decomposes moats by type, identifies disruption vectors with evidence-graded confidence, and delivers board-ready artifacts a PM cannot produce unaided. The output is a Competitive War Map — not a feature comparison, but a structural assessment of who wins, why, and what to do about it.

When to Use / When NOT to Use

Use this skill when:

• Entering a new market or evaluating a competitive response
• Preparing a strategy review, board deck, or investment memo
• A competitor makes a significant move and you need structural analysis (not reactive commentary)
• Building a positioning strategy (feeds into Narrative Building skill)
• Evaluating build/buy/partner decisions where competitive dynamics matter
• Assessing moat durability for your own product or a competitor's

Do NOT use this skill when:

• You need a quick feature comparison table (just ask for one directly)
• The "competitor" is internal (use Problem Framing skill instead)
• You need pricing analysis only (this skill includes pricing but as one GTM dimension, not the sole output)
• You need user research (use Discovery & Research skill — that's demand-side primary research, this is market-side structural analysis)

Anti-inputs (what this skill does NOT handle):

• Customer interview synthesis (→ Discovery & Research skill)
• Product specification decisions (→ Spec Writing skill)
• Statistical analysis of experiment results (→ Outcome Measurement skill)
• Internal organizational strategy (this is external-facing competitive intelligence)

Example

Prompt: Stripe just announced a spend management product that directly competes with Ramp. We have $300M ARR and 25,000 customers, mostly mid-market. Stripe already processes payments for 60% of our customer base. Our board meets in 48 hours. Analyze whether we should compete, reposition, or partner — and what our moat actually looks like now.