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Competitive Analysis

  • 192 installs
  • 145 repo stars
  • Updated April 2, 2026
  • guia-matthieu/clawfu-skills

Benchmark rival positioning, pricing, features, and go-to-market motion to clarify differentiation, avoid commodity traps, and narrow MVP scope before major build investment.

About

Competitive-analysis skill guides structured research into rival products, pricing, positioning, and distribution. Use it during ideation to document who serves the same job-to-be-done, where gaps exist, and which claims or capabilities should shape your initial product narrative and roadmap priorities.

  • Landscape map of direct and indirect rivals
  • Feature and pricing comparison matrices
  • Positioning and messaging gap analysis
  • GTM and channel pattern extraction
  • Differentiation hypotheses for MVP scope

Competitive Analysis by the numbers

  • 192 all-time installs (skills.sh)
  • Ranked #1,067 of 3,282 Productivity & Planning skills by installs in the Skillselion catalog
  • Data as of Aug 3, 2026 (Skillselion catalog sync)
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Installs192
repo stars145
Last updatedApril 2, 2026
Repositoryguia-matthieu/clawfu-skills

What it does

Benchmark rival positioning, pricing, features, and go-to-market motion to clarify differentiation, avoid commodity traps, and narrow MVP scope before major build investment.

Files

SKILL.mdMarkdownGitHub ↗

Competitive Analysis

Analyze your competitive landscape using Porter's Five Forces and modern frameworks—understand industry dynamics, identify strategic opportunities, and position your business for sustainable advantage.

When to Use This Skill

Use this skill when you need to:

  • Evaluate an industry before entering or investing
  • Understand competitive dynamics in your market
  • Identify strategic opportunities based on industry structure
  • Assess threats from competitors, new entrants, or substitutes
  • Develop positioning strategy relative to competition
  • Prepare investor pitches with market analysis
  • Plan product launches in competitive markets
  • Make pricing decisions based on competitive forces

This skill is particularly valuable for:

  • Founders evaluating market opportunities
  • Strategy teams assessing competitive position
  • Investors analyzing industry attractiveness
  • Product managers planning market entry
  • Business development professionals identifying partners/threats

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Methodology Foundation

Source: Michael Porter - Harvard Business School (1979-present) + modern competitive intelligence best practices

Core Principle: Industry structure, together with a company's relative position within the industry, are the two basic drivers of company profitability. Understand the five competitive forces to anticipate shifts, shape industry evolution, and find better strategic positions.

"The essence of strategy formulation is coping with competition."

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What Claude Does vs What You Decide

Claude DoesYou Decide
Structures production workflowFinal creative direction
Suggests technical approachesEquipment and tool choices
Creates templates and checklistsQuality standards
Identifies best practicesBrand/voice decisions
Generates script outlinesFinal script approval

What This Skill Does

When invoked, I will guide you through comprehensive competitive analysis:

1. Define your competitive arena - Identify industry boundaries and key players 2. Analyze the Five Forces - Evaluate each competitive force systematically 3. Map competitor landscape - Profile direct and indirect competitors 4. Assess industry attractiveness - Determine profit potential 5. Identify strategic opportunities - Find positioning gaps and advantages 6. Monitor competitive dynamics - Set up ongoing intelligence gathering

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How to Use

Provide information about your competitive situation:

Example prompts:

  • "Analyze the competitive landscape for [industry/market]"
  • "Apply Porter's Five Forces to my [business type]"
  • "Create a competitor analysis for [company/product]"
  • "Assess the threat of new entrants in [market]"
  • "Evaluate supplier/buyer power in [industry]"
  • "Help me find competitive positioning opportunities"

Information that helps:

  • Your industry or market
  • Key competitors you're aware of
  • Your product/service category
  • Geographic scope
  • Target customer segment
  • Current market position

---

Instructions

The Five Forces Framework

Overview

Porter's Five Forces determine the competitive structure of an industry and its profitability.

                    Threat of
                   New Entrants
                        ↓

Supplier    →    COMPETITIVE    ←    Buyer
 Power           RIVALRY              Power

                        ↑
                    Threat of
                   Substitutes
ForceKey QuestionHigh =
RivalryHow intense is competition?Lower profits
New EntrantsHow easy to enter?More competition
Supplier PowerCan suppliers dictate terms?Higher costs
Buyer PowerCan customers dictate terms?Lower prices
SubstitutesAre alternatives available?Less pricing power

---

Force 1: Competitive Rivalry

Analyze the intensity of competition among existing players.

Assessment Questions
FactorQuestions to Ask
Number of competitorsHow many significant players exist?
Market concentrationIs it dominated by few or fragmented?
Industry growthGrowing, stable, or declining?
Product differentiationAre products similar or distinct?
Switching costsHow hard is it for customers to switch?
Exit barriersCan companies easily leave?
Fixed costsDo high fixed costs drive price competition?
Rivalry Intensity Scale
LevelCharacteristicsProfit Impact
LowFew competitors, differentiated products, high growthHigher margins
MediumSeveral competitors, some differentiation, stable growthModerate margins
HighMany competitors, commodity products, slow/negative growthThin margins
Red Flags (High Rivalry)
  • Frequent price wars
  • Heavy advertising spending
  • Constant product launches
  • Difficulty maintaining margins
  • High customer churn

---

Force 2: Threat of New Entrants

Analyze how easy or difficult it is for new players to enter your market.

Barriers to Entry Assessment
BarrierLow ThreatHigh Threat
Capital requirementsLow startup costsHigh investment needed
Economies of scaleSmall players viableMust be large to compete
Brand loyaltyWeak brandsStrong incumbent brands
Switching costsEasy to try newLocked-in customers
Distribution accessOpen channelsControlled by incumbents
RegulatoryFew requirementsHeavy licensing/compliance
Technology/IPAccessible techPatents, proprietary tech
Network effectsWeakStrong winner-take-all
Entry Threat Signals
  • Venture capital flowing into your space
  • Adjacent companies expanding into your market
  • International competitors entering
  • Technology reducing traditional barriers
  • Regulatory changes opening markets

---

Force 3: Supplier Power

Analyze the leverage suppliers have over industry participants.

Supplier Power Assessment
FactorLow PowerHigh Power
Number of suppliersMany alternativesFew/sole source
UniquenessCommodity inputsProprietary/specialized
Switching costsEasy to changeExpensive/difficult
Forward integrationUnlikelyCredible threat
Importance to supplierMajor customerSmall customer
Substitute inputsAvailableNone
High Supplier Power Examples
  • Specialized software vendors (few alternatives)
  • Rare material suppliers (limited sources)
  • Highly skilled labor markets (talent scarcity)
  • Platform dependencies (AWS, Shopify, etc.)

---

Force 4: Buyer Power

Analyze the leverage customers have over your business.

Buyer Power Assessment
FactorLow PowerHigh Power
Buyer concentrationMany small buyersFew large buyers
Purchase volumeSmall ordersLarge orders
StandardizationDifferentiated productsCommodity products
Switching costsHigh costs to changeEasy to switch
Price sensitivityValue-focusedPrice-focused
InformationLimited knowledgeWell-informed
Backward integrationUnlikelyCredible threat
Managing Buyer Power
  • Differentiate your offering
  • Create switching costs (integrations, training, data)
  • Target less price-sensitive segments
  • Build brand loyalty
  • Diversify customer base

---

Force 5: Threat of Substitutes

Analyze alternatives that meet the same customer need differently.

Substitute Threat Assessment
FactorLow ThreatHigh Threat
Price-performanceWorse valueBetter value
Switching costsHighLow
Buyer propensityLoyal to currentOpen to alternatives
Functional similarityDifferent experienceSimilar outcome
Common Substitute Patterns
Your CategoryPotential Substitutes
Physical storesE-commerce
Air travelVideo conferencing
NewspapersSocial media, podcasts
Cable TVStreaming services
TaxisRide-sharing, bikes, public transit
HotelsAirbnb, corporate housing
ConsultantsSoftware, DIY templates
Defending Against Substitutes
  • Improve price-performance ratio
  • Create switching costs
  • Add unique value substitutes can't match
  • Acquire or partner with substitutes
  • Position as premium alternative

---

Industry Attractiveness Assessment

After analyzing all five forces, determine overall industry attractiveness:

ProfileCharacteristicsStrategic Implication
AttractiveWeak forces across the boardEnter/invest, potential for strong profits
Moderately AttractiveMixed forcesSelective entry, focus on positioning
UnattractiveStrong forces across the boardAvoid or find niche, low profit potential
Profitability Spectrum
ATTRACTIVE                                    UNATTRACTIVE
(Higher profits)                              (Lower profits)
     |                                              |
Commercial aircraft ←―――――――――――――――→ Fast food
Pharmaceuticals    ←―――――――――――――――→ Retail grocers
Enterprise SaaS    ←―――――――――――――――→ Commodity trading

---

Competitor Profiling

Beyond industry forces, analyze specific competitors:

Competitor Profile Template
DimensionQuestions
OverviewWho are they? Size, history, ownership?
Products/ServicesWhat do they offer? Key features?
Target MarketWho do they serve? Segments?
PositioningHow do they position? Messaging?
PricingPrice points? Model?
StrengthsWhat are they great at?
WeaknessesWhere do they struggle?
StrategyWhat's their apparent strategy?
Recent MovesNew products, partnerships, hires?
Competitive Intelligence Sources
Source TypeExamples
Public filingsAnnual reports, SEC filings, press releases
Website/contentPricing pages, blog, case studies
Job postingsReveals priorities, tech stack, expansion
Social mediaCompany pages, employee posts
ReviewsG2, Capterra, Glassdoor, Trustpilot
Customer interviewsWin/loss analysis, churned customers
Industry reportsAnalyst reports, market research
Events/conferencesPresentations, booth messaging

---

Strategic Positioning Options

Based on your analysis, consider positioning strategies:

StrategyDescriptionBest When
Cost LeadershipLowest cost producerScale advantages, commodity market
DifferentiationUnique value propositionCan sustain uniqueness
Focus (Cost)Low cost in niche segmentNiche has distinct needs
Focus (Differentiation)Unique value in nicheNiche underserved
Finding Positioning Gaps

Look for areas where:

  • Customer needs are unmet
  • Competitors have weaknesses
  • Your strengths align with opportunity
  • Forces are favorable

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Examples

Example 1: SaaS Project Management Tool

Context: Startup considering entering project management software market

Industry Definition: Cloud-based project management software for SMBs

Five Forces Analysis:

ForceAssessmentRating
RivalryExtremely high—Asana, Monday, Notion, ClickUp, etc. Constant feature releases, price competitionHIGH
New EntrantsModerate—Low capital requirements but network effects and switching costs protect incumbentsMEDIUM
Supplier PowerLow—Cloud infrastructure (AWS, GCP) is commoditizedLOW
Buyer PowerHigh—Many alternatives, low switching costs, free tiers availableHIGH
SubstitutesHigh—Spreadsheets, email, Slack, Trello (freemium)HIGH

Overall Industry Attractiveness: LOW - Very competitive with strong buyer power and many substitutes

Strategic Implications:

  • General PM market is unattractive
  • Need differentiated positioning to succeed
  • Options:

1. Vertical focus: PM for specific industry (construction, agencies, healthcare) 2. Unique capability: AI-native, specific methodology (Agile, OKRs) 3. Integration play: Deep integration with specific ecosystem

Recommended Positioning: Focus on underserved vertical (e.g., "Project management built for creative agencies") where:

  • Buyer power is lower (fewer alternatives serve niche needs)
  • Differentiation is sustainable (industry-specific features)
  • Word-of-mouth is concentrated (industry networks)

---

Example 2: Direct-to-Consumer Coffee Brand

Context: Evaluating market entry for premium DTC coffee subscription

Industry Definition: Direct-to-consumer specialty coffee subscription (US market)

Five Forces Analysis:

ForceAssessmentRating
RivalryHigh—Blue Bottle, Trade, Atlas, Driftaway, plus local roastersHIGH
New EntrantsHigh threat—Low barriers, minimal capital, e-commerce accessibleHIGH
Supplier PowerModerate—Quality beans require relationships, but multiple originsMEDIUM
Buyer PowerHigh—Many options, easy cancellation, price-sensitiveHIGH
SubstitutesVery high—Supermarket coffee, local cafes, instant coffeeVERY HIGH

Overall Industry Attractiveness: LOW - Highly competitive commodity market

Competitor Landscape:

CompetitorPositioningStrengthWeakness
Blue BottlePremium, artisanalBrand, qualityPrice, accessibility
Trade CoffeeDiscovery, varietySelection, techGeneric brand
Atlas CoffeeWorld explorationUnique experienceNiche appeal
Local roastersAuthentic, localCommunity, freshnessScale, convenience

Positioning Gap Identified:

  • Underserved need: Busy professionals who want premium coffee but zero effort
  • Current options: Either require grinding/brewing skill OR sacrifice quality

Recommended Positioning: "Autopilot premium" - Ultra-convenient premium coffee for busy professionals

  • Pre-ground for specific brewing methods (not beans)
  • Optimal freshness timed delivery
  • Simple subscription (one choice, auto-adjusted)
  • Position against: "You don't need to be a coffee snob to drink great coffee"

---

Checklists & Templates

Five Forces Analysis Template

INDUSTRY: ____________________
DATE: ____________________

FORCE 1: COMPETITIVE RIVALRY
━━━━━━━━━━━━━━━━━━━━━━━━━━━
Key competitors:
1. ____________________
2. ____________________
3. ____________________

Assessment:
□ Number of competitors: Few / Several / Many
□ Industry growth: High / Stable / Declining
□ Product differentiation: High / Moderate / Low
□ Exit barriers: Low / Moderate / High
□ Fixed costs: Low / Moderate / High

RIVALRY INTENSITY: □ Low □ Medium □ High

FORCE 2: THREAT OF NEW ENTRANTS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Barriers to entry:
□ Capital requirements: High / Moderate / Low
□ Economies of scale: Strong / Moderate / Weak
□ Brand loyalty: Strong / Moderate / Weak
□ Switching costs: High / Moderate / Low
□ Distribution access: Difficult / Moderate / Easy
□ Regulatory barriers: High / Moderate / Low

ENTRY THREAT: □ Low □ Medium □ High

FORCE 3: SUPPLIER POWER
━━━━━━━━━━━━━━━━━━━━━━━
Key suppliers/inputs:
1. ____________________
2. ____________________

Assessment:
□ Number of suppliers: Many / Several / Few
□ Uniqueness of inputs: Commodity / Specialized / Unique
□ Switching costs: Low / Moderate / High
□ Forward integration threat: Low / Moderate / High

SUPPLIER POWER: □ Low □ Medium □ High

FORCE 4: BUYER POWER
━━━━━━━━━━━━━━━━━━━━
Key buyer segments:
1. ____________________
2. ____________________

Assessment:
□ Buyer concentration: Fragmented / Moderate / Concentrated
□ Purchase volume: Small / Moderate / Large
□ Product differentiation: High / Moderate / Low
□ Switching costs: High / Moderate / Low
□ Price sensitivity: Low / Moderate / High

BUYER POWER: □ Low □ Medium □ High

FORCE 5: THREAT OF SUBSTITUTES
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Key substitutes:
1. ____________________
2. ____________________

Assessment:
□ Price-performance of substitutes: Poor / Comparable / Better
□ Switching costs: High / Moderate / Low
□ Buyer willingness to switch: Low / Moderate / High

SUBSTITUTE THREAT: □ Low □ Medium □ High

OVERALL INDUSTRY ATTRACTIVENESS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
□ Attractive (weak forces)
□ Moderately attractive (mixed forces)
□ Unattractive (strong forces)

KEY STRATEGIC IMPLICATIONS:
1. ____________________
2. ____________________
3. ____________________

Competitor Profile Template

COMPETITOR: ____________________
LAST UPDATED: ____________________

OVERVIEW
━━━━━━━━
Company type: ____________________
Founded: ____________________
Size (employees/revenue): ____________________
Funding/ownership: ____________________

PRODUCT/SERVICE
━━━━━━━━━━━━━━━
Core offering: ____________________
Key features: ____________________
Pricing: ____________________
Target market: ____________________

POSITIONING
━━━━━━━━━━━
Tagline/messaging: ____________________
Key differentiator: ____________________
Brand perception: ____________________

SWOT SUMMARY
━━━━━━━━━━━━
Strengths:
• ____________________
• ____________________

Weaknesses:
• ____________________
• ____________________

RECENT ACTIVITY
━━━━━━━━━━━━━━
□ New product launches: ____________________
□ Partnerships: ____________________
□ Key hires: ____________________
□ Funding/acquisitions: ____________________

STRATEGIC IMPLICATIONS FOR US
━━━━━━━━━━━━━━━━━━━━━━━━━━━━
Opportunity: ____________________
Threat: ____________________
Action: ____________________

Quick Industry Assessment Checklist

Before deep analysis, quick gut-check:

  • [ ] Can you name 5+ significant competitors?
  • [ ] Have new players entered in the last 2 years?
  • [ ] Are prices stable or declining?
  • [ ] Do customers frequently switch providers?
  • [ ] Are there major technology shifts affecting the industry?
  • [ ] Do a few large buyers dominate purchasing?
  • [ ] Are there obvious substitutes customers use?

If most answers are "yes," expect a challenging competitive environment.

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Skill Boundaries

What This Skill Does Well

  • Structuring audio production workflows
  • Providing technical guidance
  • Creating quality checklists
  • Suggesting creative approaches

What This Skill Cannot Do

  • Replace audio engineering expertise
  • Make subjective creative decisions
  • Access or edit audio files directly
  • Guarantee commercial success

References

Primary Sources:

  • Porter, Michael E. "How Competitive Forces Shape Strategy." Harvard Business Review, 1979.
  • Porter, Michael E. "Competitive Strategy." Free Press, 1980.
  • Porter, Michael E. "On Competition." Harvard Business Review Press, 2008.

Additional Resources:

  • Harvard Business School Institute for Strategy and Competitiveness
  • "Understanding Michael Porter" by Joan Magretta

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Related Skills

  • competitive-moats - Building sustainable competitive advantages (7 Powers)
  • value-proposition-canvas - Designing customer value fit
  • positioning-dunford - Positioning your product effectively
  • pricing-strategy - Pricing based on competitive dynamics
  • category-design - Creating new market categories

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