competitive-intelligence

Competitive Intelligence

Analyze competition as a buyer's set of alternatives, not as a product-feature spreadsheet. Include incumbents, adjacent tools, internal workflows, agencies, and doing nothing when they plausibly compete for the same budget or attention.

Scope the decision

Define the customer segment, job, geography, and decision the intelligence should inform. Separate direct competitors from alternatives and distinguish observed claims from inference. Research only through lawful, ethical sources: public materials, authorized product access, customer-provided information, and internal win/loss data. Do not bypass controls, misrepresent identity, solicit confidential information, or use leaked material.

Compare what buyers value

For each relevant alternative, assess target buyer, value proposition, evidence, pricing/packaging where public, route to market, strengths, likely limits, and switching friction. Anchor comparison in customer outcomes and buying criteria. Time-stamp dynamic sources and cite the factual claims.

Translate findings into choices: which segments to avoid or pursue, where to reframe the category, how to handle common objections, and what product or proof gap should be tested. Do not claim a rival cannot do something unless reliable evidence supports it.

Deliverable

Produce an executive summary, alternatives map, concise comparison table, strategic implications, and role-specific battlecard guidance. Each battlecard should include when to compete, when to disqualify, discovery questions, approved proof, objection handling, and uncertainty notes. It must never direct sellers to make false or disparaging claims.