Conduct a competitive analysis for [COMPANY OR PRODUCT] in [MARKET AND GEOGRAPHY]. The decision this analysis must inform is [DECISION]. Our target customer and job to be done are [TARGET CUSTOMER]. Analyze these competitors or alternatives: [COMPETITOR LIST]. Use only the evidence provided here, including notes, URLs, pricing pages, reviews, sales-call notes, and research: [EVIDENCE]. Ask up to 3 clarifying questions only if a required input is missing. Then produce: 1. An executive summary with the decision, strongest evidence, recommendation, and confidence level. 2. A comparison table for each competitor covering target segment, core job, offering, pricing or packaging, distribution, proof points, switching costs, strengths, weaknesses, and evidence source. Mark unknowns as unknown. 3. A market map that separates direct competitors, indirect alternatives, and “do nothing” or internal-workaround options. 4. Three defensible positioning options for us, each with target segment, message, required capability, risk, likely competitor response, and the evidence that supports it. 5. One recommended option, the assumptions that could invalidate it, and a 30-day validation plan with interviews, tests, or data to collect. Do not infer product features from brand reputation, turn review anecdotes into market-wide facts, or confuse a competitor's stated positioning with customer perception. Separate verified facts, reasonable inferences, and unanswered questions. Include price only with its date, plan, and unit when supplied. Do not recommend copying a feature without identifying the customer problem and tradeoff it addresses. Before answering, check that every comparison criterion is applied consistently and that the recommendation follows from evidence rather than the most detailed competitor. Flag evidence older than [EVIDENCE CUTOFF] or claims that require current verification.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [COMPANY OR PRODUCT] | Enter the business or product you are evaluating. | QueuePilot, appointment reminder software |
| [MARKET AND GEOGRAPHY] | Describe the category and relevant country or region. | US outpatient physical therapy clinics with 3-20 locations |
| [DECISION] | State the specific strategic decision the analysis should support. | Choose a positioning angle for the first sales page |
| [TARGET CUSTOMER] | Describe the target segment and the job they are trying to accomplish. | Clinic operations managers who need to reduce no-shows without adding front-desk work |
| [COMPETITOR LIST] | List named competitors and relevant alternatives. | PatientLoop, RecallPoint, ChairsideText, manual phone calls and SMS tools |
| [EVIDENCE] | Paste dated notes, links, pricing details, research, and customer evidence. | PatientLoop pricing page captured 2026-08-15; 12 discovery-call notes; RecallPoint feature page; six G2 review excerpts with links; QueuePilot pilot notes showing staff configured reminder rules in 20 minutes. |
| [EVIDENCE CUTOFF] | Enter the oldest evidence date you consider current enough. | 2026-01-01 |
How to use
- Frame a real decision, such as a segment choice or message, before collecting competitors.
- Paste dated evidence for every competitor; include alternatives customers use instead of buying.
- Treat unknown fields in the table as research tasks, not blanks to be guessed.
- Send this follow-up: “Turn the recommended positioning into an interview guide that can test its three highest-risk assumptions.”
Variations
Feature gap
Use this to decide whether a feature is worth building.
Assess whether [FEATURE] is a competitive requirement for [PRODUCT] serving [CUSTOMER]. Compare it with [COMPETITORS] using this evidence: [EVIDENCE]. Produce a table of each competitor's relevant workflow, constraints, and proof; explain the customer problem the feature solves; identify substitutes; and recommend build, partner, defer, or reject. Include effort and adoption risks only when supported by inputs. Separate facts from inference and list the smallest validation test. Do not assume a competitor feature drives buying decisions.
Win-loss review
Use this after a set of sales outcomes.
Analyze these [NUMBER] sales wins and losses for [OFFER]: [DEAL NOTES]. The target segment is [SEGMENT]. Produce a coded summary of stated reasons, recurring objections, competitor mentions, decision criteria, evidence strength, and gaps in note-taking. Then recommend three changes to discovery, positioning, or qualification, with the supporting deal evidence. Do not treat a salesperson's interpretation as a customer quote. Flag conclusions based on fewer than three comparable deals.
Pricing comparison
Use this to compare packaging and pricing evidence.
Compare the packaging and pricing of [PRODUCT] against [COMPETITORS] for [SEGMENT], using [DATED PRICING EVIDENCE]. Produce a table with plan, price, billing unit, included limits, implementation cost, discount conditions, and date checked. Identify which value metric each vendor uses and three possible packaging hypotheses for us. Mark unavailable prices unknown. Do not convert currencies, annualize discounts, or claim price leadership unless the inputs support it.
Tips
- Include the customer workaround in the analysis; a spreadsheet, agency, or status quo can be a stronger competitor than a named vendor.
- Capture the date and plan name for pricing because pricing pages often hide implementation, usage, or contract conditions.
- Use the same criteria across vendors, but let unknowns remain unknown; forcing a complete grid creates false confidence.
- A recommendation should identify its disconfirming evidence and a test that could change the decision.
FAQ
Can AI research competitors on its own?
It can help organize research, but the analysis is only as reliable as current, attributable evidence. Verify product and pricing claims on primary sources before acting.
How many competitors should I analyze?
Three to six direct competitors plus the main alternatives is usually enough for a decision. Add more only when they serve meaningfully different segments or use different business models.
Is a SWOT analysis enough?
Not by itself. SWOT labels observations but does not show evidence, customer jobs, alternatives, or the tradeoffs behind a strategic choice.