name: fnd.r-analyzing-competition description: Maps competitive landscape, identifies positioning gaps, and assesses competitor threats. Use when analyzing competition, finding white space, mapping alternatives, or building Canvas section 06. allowed-tools: Read, Write, WebSearch license: Complete terms in LICENSE.txt

Competitive Analyzing

Map competitive landscape and identify positioning opportunities.

Canvas Files

Reads: 01.context.md (industry dynamics), 04.segments.md (target segment), 05.problem.md (problems being solved)
Writes: 06.competitive.md

Prerequisites

Before competitive analysis:

strategy/canvas/05.problem.md must exist (problems define competitive frame)
strategy/canvas/04.segments.md should exist (segment defines competitive context)

If missing:

"Competitive analysis requires problem definition from 05.problem.md.

Competition is framed by what problems you solve for whom.

Run fnd.r-scoring-problems skill or fnd-researcher agent first."

Process

Step 1: Load Context

Read from canvas:

Problems from 05.problem.md — What problems are we solving?
Segment from 04.segments.md — Who are we solving for?
Industry from 01.context.md (if exists) — Industry dynamics

Step 2: Identify Direct Competitors

Direct competitors solve the same problem for the same segment with a similar solution.

For each problem in 05.problem.md:

Search for existing solutions
Identify companies explicitly targeting this problem
Note their positioning, pricing, and target segment

Search queries:

"[Problem] software"
"[Problem] solution for [segment]"
"[Segment] [problem] tools"
"Alternative to [known competitor]"

Data sources:

G2, Capterra, Product Hunt
Crunchbase (funding, positioning)
Company websites (messaging, pricing)
LinkedIn (company size, hiring)

Step 3: Identify Indirect Competitors

Indirect competitors solve the same problem with a different approach OR serve adjacent needs.

Categories: | Type | Example | |------|---------| | Manual process | Spreadsheets, email, paper | | Adjacent product | Feature in larger platform | | Service provider | Consultants, agencies | | DIY solution | Internal tools, scripts | | Status quo | Do nothing |

Step 4: Profile Each Competitor

For direct competitors, capture:

| Attribute | Source | |-----------|--------| | Positioning | Website headline, tagline | | Target segment | Website copy, case studies | | Pricing model | Pricing page | | Price points | Pricing page, G2 | | Key differentiators | Features page, comparisons | | Weaknesses | G2 reviews, Reddit, complaints | | Funding/size | Crunchbase, LinkedIn | | Growth signals | Hiring, news, product launches |

Step 5: Build Positioning Matrix

Create 2x2 positioning map:

Choose axes that matter to buyers: | Axis Option | When to Use | |-------------|-------------| | Price (low/high) | Price-sensitive market | | Complexity (simple/complex) | Workflow-heavy products | | Target (SMB/Enterprise) | Clear segment splits | | Approach (AI/Manual) | Technology differentiation | | Breadth (Point/Platform) | Build vs. buy decisions |

Map competitors:

Place each competitor on the matrix
Identify clusters (crowded positions)
Find white space (unoccupied positions)

Step 6: Identify Positioning Gaps

Gaps are unoccupied or underserved positions:

| Gap Type | Signal | Opportunity | |----------|--------|-------------| | Price gap | No option between $X and $Y | Mid-market play | | Feature gap | Problem partially solved | Complete solution | | Segment gap | Underserved buyer type | Focused positioning | | Approach gap | Old technology dominant | Modern alternative | | Experience gap | All options complex | Simplicity play |

Validate gaps:

Is the gap intentional (unviable) or overlooked?
Is there demand for this position?
Can we credibly occupy this position?

Step 7: Assess Competitive Threats

For top 3-5 competitors:

| Threat | Assessment | |--------|------------| | Response speed | How fast can they copy us? | | Resource advantage | Funding, team, distribution | | Switching costs | How locked-in are their users? | | Brand strength | Trust, recognition | | Expansion likelihood | Are they moving toward us? |

Threat level:

High: Well-funded, fast, overlapping roadmap
Medium: Capable but distracted or slow
Low: Resource-constrained, different focus

Step 8: Write Output

Write to strategy/canvas/06.competitive.md using output format below.

Output Format

# 06. Competitive Landscape

## Competitive Frame

**Problem being solved:** [From 05.problem — primary problem]
**Segment served:** [From 04.segments — primary segment]
**Category:** [Market category name]

## Direct Competitors

### [Competitor 1]

| Attribute | Value |
|-----------|-------|
| Positioning | [Their headline/tagline] |
| Target | [Who they serve] |
| Pricing | [Model and price points] |
| Strengths | [What they do well] |
| Weaknesses | [Gaps, complaints] |
| Threat Level | High/Medium/Low |

**Source:** [G2, website, etc.]

---

### [Competitor 2]

[Same structure]

---

### [Competitor 3]

[Same structure]

---

## Indirect Competitors

| Alternative | Type | How Used | Limitation |
|-------------|------|----------|------------|
| [Spreadsheets] | Manual | [How] | [Why inadequate] |
| [Platform X] | Adjacent | [How] | [Why inadequate] |
| [Agency Y] | Service | [How] | [Why inadequate] |

## Positioning Matrix

**Axes:**
- X-axis: [Dimension 1] (low → high)
- Y-axis: [Dimension 2] (low → high)

**Map:**

          HIGH [Dimension 2]
                │
[Competitor A]  │  [Competitor B]
                │

LOW ────────────────┼──────────────── HIGH [Dimension 1] │ [Dimension 1] │ [Gap: ?] │ [Competitor C] │ LOW [Dimension 2]


## Positioning Gaps

| Gap | Position | Why Valuable | Our Fit |
|-----|----------|--------------|---------|
| [Gap 1] | [Description] | [Demand signal] | High/Med/Low |
| [Gap 2] | [Description] | [Demand signal] | High/Med/Low |

## Recommended Position

**Position:** [Specific position statement]
**Rationale:** [Why this gap + why we can own it]

## Competitive Response Prediction

| If We... | They Likely... | Our Counter |
|----------|----------------|-------------|
| Enter market | [Response] | [Strategy] |
| Win customers | [Response] | [Strategy] |
| [Specific move] | [Response] | [Strategy] |

## Competitive Intelligence Gaps

| Unknown | Why It Matters | How to Learn |
|---------|----------------|--------------|
| [Gap 1] | [Impact] | [Method] |
| [Gap 2] | [Impact] | [Method] |

Quality Criteria

Before finalizing, verify:

[ ] At least 3 direct competitors profiled
[ ] Indirect competitors documented
[ ] Positioning matrix has clear axes
[ ] At least 1 actionable gap identified
[ ] Threat assessment for top competitors
[ ] Recommended position stated

Competitor Profile Template

Quick capture format for research:

## [Competitor Name]

**Website:** [URL]
**Founded:** [Year]
**Funding:** $[X] ([Stage])
**Size:** [Employees]

**Positioning:** "[Their tagline]"
**Target:** [Segment]
**Pricing:** [Model] — $[X]-$[Y]

**Strengths:**
- [Strength 1]
- [Strength 2]

**Weaknesses (from reviews):**
- [Weakness 1]
- [Weakness 2]

**Recent moves:**
- [News, launches, hires]

Boundaries

Does NOT predict competitor strategy with certainty
Does NOT guarantee positioning gap is viable
Does NOT validate market demand for gap
Competitor data is point-in-time — markets shift
Review complaints are selection-biased
Does NOT handle patent/IP competitive analysis
Requires problem definition before meaningful analysis
Positioning recommendation is hypothesis until validated

Analyse Competitive