Competitive Landscape
Run Porter's Five Forces, positioning maps, and differentiation analysis before you commit to a product direction or investor narrative.
Overview
Competitive Landscape is an agent skill most often used in Idea — Competitors (also Validate — scope, Launch — distribution) that structures rivalry analysis with Porter's Five Forces, Blue Ocean Strategy, and positionin
Install
npx skills add https://github.com/wshobson/agents --skill competitive-landscapeWhat is this skill?
- Porter's Five Forces walkthrough with entry barriers and supplier/buyer power prompts
- Blue Ocean Strategy framing for uncontested demand pockets
- Positioning map guidance for differentiation vs incumbents
- Investor-pitch-ready competitive strategy narrative structure
- Explicit analysis questions per force to keep agent output consistent
- Porter's Five Forces framework with five industry forces
- Blue Ocean Strategy and positioning map modules
Adoption & trust: 7.1k installs on skills.sh; 36.5k GitHub stars; 2/3 security scanners passed (skills.sh audits).
What problem does it solve?
You know competitors exist but cannot explain industry attractiveness, power dynamics, or a credible differentiation wedge.
Who is it for?
Founders evaluating a crowded SaaS niche, preparing investor questions, or repositioning after a pivot.
Skip if: Builders who only need live pricing scrapes or automated SEO competitor dashboards—this is strategy prose, not data pipes.
When should I use this skill?
Evaluating competitors, assessing market positioning, identifying sustainable competitive advantages, or preparing competitive strategy analysis for a startup or investor pitch.
What do I get? / Deliverables
You leave with a framework-complete competitive write-up and positioning angles you can drop into a spec, landing page, or pitch.
- Five Forces analysis sections with answered prompts
- Differentiation and positioning recommendations
- Pitch-ready competitive narrative outline
Recommended Skills
Journey fit
Spans multiple journey phases - primary shelf plus alternate fits below.
Competitive framing belongs earliest when you are still choosing what to build and whom to beat. Competitors subphase is the canonical shelf for structured rivalry and market-structure work.
Where it fits
Rank entry barriers and switching costs before you choose between two B2B niches.
Trim MVP features to attack a gap incumbents underserve on onboarding.
Turn differentiation into homepage headlines that contrast with named alternatives.
How it compares
Strategy frameworks in chat, not a market-intelligence API or automated SERP tracker.
Common Questions / FAQ
Who is competitive-landscape for?
Solo and indie builders who need disciplined competitive strategy before building or pitching, without a strategy consultant on retainer.
When should I use competitive-landscape?
In Idea when mapping rivals; in Validate when narrowing MVP scope against incumbents; in Launch when sharpening differentiation in distribution copy.
Is competitive-landscape safe to install?
It is analysis guidance only; check the Security Audits panel on this Prism page and avoid pasting confidential third-party data you should not store in prompts.
SKILL.md
READMESKILL.md - Competitive Landscape
# Competitive Landscape Analysis Comprehensive frameworks for analyzing competition, identifying differentiation opportunities, and developing winning market positioning strategies. ## Overview Understand competitive dynamics using proven frameworks (Porter's Five Forces, Blue Ocean Strategy, positioning maps) to identify opportunities and craft defensible competitive advantages. ## Porter's Five Forces Analyze industry attractiveness and competitive intensity. ### Force 1: Threat of New Entrants **Barriers to Entry:** - Capital requirements - Economies of scale - Switching costs - Brand loyalty - Regulatory barriers - Access to distribution - Network effects **High Threat:** Low barriers, easy to enter (e.g., simple SaaS tools) **Low Threat:** High barriers (e.g., regulated industries, hardware) **Analysis Questions:** - How easy is it for new competitors to enter? - What would it cost to launch a competing product? - Are there network effects or switching costs protecting incumbents? ### Force 2: Bargaining Power of Suppliers **Supplier Power Factors:** - Supplier concentration - Availability of substitutes - Importance to supplier - Switching costs - Forward integration threat **High Power:** Few suppliers, critical inputs (e.g., cloud infrastructure providers) **Low Power:** Many alternatives, commoditized (e.g., generic services) **Analysis Questions:** - Who are our critical suppliers? - Could they raise prices or reduce quality? - Can we switch suppliers easily? ### Force 3: Bargaining Power of Buyers **Buyer Power Factors:** - Buyer concentration - Volume purchased - Product differentiation - Price sensitivity - Backward integration threat **High Power:** Few large customers, standardized products (e.g., enterprise deals) **Low Power:** Many small customers, differentiated product (e.g., consumer subscriptions) **Analysis Questions:** - Can customers easily switch to competitors? - Do few customers generate most revenue? - How price-sensitive are buyers? ### Force 4: Threat of Substitutes **Substitute Considerations:** - Alternative solutions - Price-performance tradeoff - Switching costs - Buyer propensity to substitute **High Threat:** Many alternatives, low switching cost (e.g., productivity software) **Low Threat:** Unique solution, high switching cost (e.g., ERP systems) **Analysis Questions:** - What alternative ways can customers solve this problem? - How do substitutes compare on price and performance? - What's the cost to switch to a substitute? ### Force 5: Competitive Rivalry **Rivalry Intensity Factors:** - Number of competitors - Industry growth rate - Product differentiation - Exit barriers - Strategic stakes **High Rivalry:** Many competitors, slow growth, commoditized (e.g., email marketing) **Low Rivalry:** Few competitors, fast growth, differentiated (e.g., emerging AI tools) **Analysis Questions:** - How many direct competitors exist? - Is the market growing or stagnant? - How differentiated are offerings? - Are competitors competing on price or value? ### Forces Analysis Summary Create a scorecard: | Force | Intensity (1-5) | Impact | Key Factors | | -------------- | --------------- | ------ | --------------------------------- | | New Entrants | 3 | Medium | Low barriers but network effects | | Supplier Power | 2 | Low | Many cloud providers | | Buyer Power | 4 | High | Enterprise customers concentrated | | Substitutes | 3