Agent Skills
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competitive-analysis
GitHub用于创建结构化竞争分析，生成竞品档案、功能对比矩阵、定价分析及战略建议。支持读取知识库以增强准确性，并自动验证信息来源，辅助产品决策与定位。
触发场景
分析竞争对手
创建竞争格局文档
比较竞品功能
构建竞争态势图
跟踪竞争定位
准备销售战斗卡输入
安装
npx skills add mohitagw15856/pm-claude-skills --skill competitive-analysis -g -y
SKILL.md
Frontmatter
{
"name": "competitive-analysis",
"description": "Analyze competitors and create competitive landscape documentation with feature matrices, positioning maps, and strategic recommendations. Use when asked to analyze competitors, create competitive analysis, compare features with competitors, build a competitive landscape, track competitive positioning, or prepare sales battlecard inputs. Produces structured competitor profiles, feature comparison matrix, win\/loss analysis, and prioritised strategic recommendations. For a one-off teardown of a single rival use competitor-teardown; for a recurring market briefing use competitive-intelligence-monitor."
}
Competitive Analysis Skill
Create structured competitive analyses for product decision-making.
Reads from / Writes to the Brain
If a professional-brain (brain/) exists, ground in it instead of re-asking for what you already know:
- Read first:
knowledge/(market + positioning) and competitorentities/. Runpython3 ../professional-brain/scripts/brain_query.py ./brain "<competitor or market>"and carry each fact's provenance tag through — a competitor claim from a press release is[external], not[data]. - 📥 Propose to the Brain: after producing, propose recording new competitor facts to
knowledge/([external]) and creating/updating competitorentities/. Show them, get a yes, then write with../professional-brain/scripts/brain_write.py … --commit(append-only, dry-run by default).
Required Inputs
Ask the user for these if not provided:
- Your product or company (what you're comparing against)
- Competitors to analyze (or ask to identify the top 3-5)
- Analysis focus (full landscape / feature comparison / pricing / positioning / win-loss)
- Audience (product team / leadership / sales / board)
Process
- Gather competitor information from provided inputs and available context
- Build profiles for each competitor
- Create feature comparison matrix on dimensions that matter to the user's customers
- Analyze pricing and positioning
- Identify win/loss patterns and strategic implications
- Validate — Confirm all claims reference a specific source or are flagged as assumptions. Verify feature comparisons note quality differences, not just presence/absence.
Output Structure
1. Executive Summary
- Market Position: Where we stand relative to competitors
- Key Findings: Top 3-5 insights
- Strategic Implications: What this means for the roadmap
2. Competitor Profiles
For each competitor:
- Company Overview: Size, funding, market position
- Target Customer: Who they serve
- Value Proposition: Core positioning
- Strengths / Weaknesses: What they do well and where they fall short
- Recent Activity: Major updates, funding, announcements
3. Feature Comparison Matrix
| Feature | Us | Competitor A | Competitor B | Competitor C |
|---|---|---|---|---|
| [Feature] | ✅ Full | ⚠️ Limited | ❌ None | ✅ Full |
Legend: ✅ Full (production-ready) · ⚠️ Limited/Beta · ❌ None
Include notes on quality and implementation differences where significant.
4. Pricing Comparison
| Plan | Us | Competitor A | Competitor B |
|---|---|---|---|
| Free/Trial | [price] | [price] | [price] |
| Pro | [price] | [price] | [price] |
| Enterprise | [price] | [price] | [price] |
5. Market Positioning Map
Position competitors on two key dimensions relevant to the market:
- Y-Axis: [e.g., Enterprise vs. SMB]
- X-Axis: [e.g., Simple vs. Comprehensive]
Whitespace Opportunities: [Underserved segments]
6. Win/Loss Analysis
Why We Win:
- Better at: [specific capabilities]
- Customers who value: [what matters to them]
Why We Lose:
- When customers need: [specific requirements]
- Their advantage: [what tips the decision]
7. Strategic Recommendations
Immediate Actions (0-3 months):
- [Action] — [Rationale]
Medium-term (3-12 months):
- [Action] — [Rationale]
Anti-Patterns
- Do not present competitor feature claims as facts without citing a source or flagging them as assumptions — outdated or incorrect feature data misleads sales and product decisions
- Do not build a competitive analysis that only covers features — pricing, messaging, go-to-market motion, and who they hire for are equally strategic signals
- Do not treat all buyers as identical — the same product may win against Competitor A in the enterprise segment and lose in SMB; segment-specific win/loss matters
- Do not soften weaknesses and threats in the SWOT to avoid internal discomfort — an honest SWOT is only useful if the negatives are real
Deeper Materials
This skill ships with support files — use them when they are available:
references/feature-matrix-honesty.md— Feature Matrices That Don't Lie. Apply it while producing the output; it carries the calibration and judgment calls the method summary above compresses.templates/landscape-doc.md— a fill-in version of the deliverable with the quality gates inline. Offer it when the user wants to work the document themselves rather than have it generated.
Quality Checks
- All competitor claims cite a source or are flagged as assumptions
- Feature comparison notes quality differences, not just feature presence
- Strategic recommendations are specific actions, not generic advice
- Win/loss analysis reflects customer perspective, not internal assumptions
- Different customer segments are considered (not all buyers value the same things)
版本历史
- a38bc30 当前 2026-07-05 11:31
