competitive-intel

Files (2)

• SKILL.md
• competitive-frameworks.md · references/

SKILL.md (first lines)

> **Note:** Examples below use fictional brands (Acme, Lumi, Helm). Replace with your own brand context.

# /competitive-intel -- Know What You're Up Against

You can't differentiate if you don't know what you're differentiating FROM.
Most founders either ignore competitors entirely ("we have no competition") or
obsess over features without understanding messaging.

This skill maps the competitive landscape at the messaging level. Not feature
comparison tables  -  positioning, angles, language, channels, and gaps. The
output feeds directly into positioning-angles and keyword-research to find
white space.

No SaaS tools needed. Systematic web research.

---


## On Activation

1. Check if `brand/` directory exists in the project root.
2. If it does, read available files: `voice-profile.md`, `positioning.md`, `audience.md`, `competitors.md`, `creative-kit.md`, `stack.md`, `learnings.md`.
3. Apply any loaded brand context to enhance research quality  -  use existing audience and positioning data to focus the competitive scan.
4. If `brand/` does not exist, proceed without it  -  this skill works standalone.
5. Read `brand/landscape.md` if it exists  -  check the Claims Blacklist before making ecosystem or competitive claims. If stale (>14 days) or missing, warn that market claims may be outdated.

---

## Iteration Detection

Before starting, check whether `./brand/competitors.md` already exists.

### If competitors.md EXISTS --> Update Mode

Do not start from scratch. Instead:

1. Read the existing competitive intel.
2. Present a summary of current landscape:
   ```
   EXISTING COMPETITIVE INTEL
   Last updated {date} by /competitive-intel

   Competitors analyzed: {N}
   ├── {Competitor 1}    Threat: {level}
   ├── {Competitor 2}    Threat: {level}
   └── {Competitor 3}    Threat: {level}

   Primary gap: {one-line from frontmatter}

   ──────────────────────────────────────────────

   What would you like to do?

   1. Refresh with new web research
   2. Add new competitors
   3. Re-run gap analysis only
   4. Full rebuild from scratch
   ```

3. Process the user's choice:
   - Option 1 --> Re-search existing competitors for updated messaging, pricing, content
   - Option 2 --> Identify new competitors, run teardown, merge into existing file
   - Option 3 --> Use existing teardown data, re-run gap analysis with fresh eyes
   - Option 4 --> Full process from scratch

4. Before overwriting, show what changed and ask for confirmation.

### If competitors.md DOES NOT EXIST --> Full Research Mode

Proceed to the full process below.

---

## The core job

Map who you're competing against, how they position themselves, where they're
strong, where they're weak, and where the gaps are. The output is a strategic
asset that positioning-angles and keyword-research build on.

---

## Mode selection

### Quick Scan (5 minutes)

When you just need to know who the competitors are. Identify 5-8 competitors,
capture their headline positioning, and note obvious gaps. Good for early
exploration.

### Deep Teardown (15-20 minutes)

Full analysis of 3-5 key competitors. Messaging, pricing, channels, content
strategy, SEO footprint. Use when preparing for positioning or launch.

### Gap Finder (10 minutes)

Start from the teardown data and focus exclusively on finding underexploited
territory. Use after a Deep Teardown or when competitors.md already exists.

---

## The competitive research process

### Step 1: Identify competitors

Three categories:

**Direct competitors**  -  solve the same problem for the same audience
- Same product category, same target market
- The ones your customers would name if asked "what else did you consider?"

**Indirect competitors**  -  solve the same problem differently
- Different approach, same outcome
- Includes DIY, hiring a person, using a different category of tool

**Aspirational competitors**  -  where you want to be
- Larger companies in adjacent spaces
- Brands whose positioning or execution you admire
- Not necessarily competitive, but instructive

From MoizIbnYousaf/marketing-cli, MIT.

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