Back to Details

competitive-brief

Compare original and translation side by side

🇺🇸

Original

English
🇨🇳

Translation

Chinese

Competitive Brief

竞品分析简报

If you see unfamiliar placeholders or need to check which tools are connected, see CONNECTORS.md.
Create a competitive analysis brief for one or more competitors or a feature area.
若遇到不熟悉的占位符或需要查看已连接的工具，请参阅 CONNECTORS.md。
为一个或多个竞品或某一功能领域创建竞品分析简报。

Usage

使用方法

/competitive-brief $ARGUMENTS
/competitive-brief $ARGUMENTS

Workflow

工作流程

1. Scope the Analysis

1. 确定分析范围

Ask the user:
  • Competitor(s): Which specific competitor(s) to analyze? Or a feature area to compare across competitors?
  • Focus: Full product comparison, specific feature area, pricing/packaging, go-to-market, or positioning?
  • Context: What decision will this inform? (product strategy, sales enablement, investor/board materials, feature prioritization)
向用户确认：
  • 竞品对象：需要分析哪些具体竞品？或是要跨竞品对比某一功能领域？
  • 分析重点：全产品对比、特定功能领域、定价/包装、上市策略，还是市场定位？
  • 业务背景：这份分析将用于支撑什么决策？（产品战略、销售赋能、投资者/董事会材料、功能优先级确定）

2. Research

2. 调研阶段

Via web search:
  • Product pages and feature lists
  • Pricing pages and packaging
  • Recent product launches, blog posts, and changelogs
  • Press coverage and analyst reports
  • Customer reviews and ratings (G2, Capterra, TrustRadius)
  • Job postings (signal of strategic direction)
  • Social media and community discussions
If ~~knowledge base is connected:
  • Search for existing competitive analysis documents
  • Find win/loss reports or sales battle cards
  • Pull prior competitive research
If ~~chat is connected:
  • Search for competitive mentions in sales or product channels
  • Find recent deal feedback involving competitors
通过网页搜索：
  • 产品页面与功能列表
  • 定价页面与包装方案
  • 近期产品发布、博客文章与更新日志
  • 媒体报道与分析师报告
  • 客户评价与评分（G2、Capterra、TrustRadius）
  • 招聘信息（可反映战略方向）
  • 社交媒体与社区讨论
若已连接~~知识库：
  • 搜索现有竞品分析文档
  • 查找赢单/丢单报告或销售作战卡片
  • 调取过往竞品调研资料
若已连接~~聊天工具：
  • 搜索销售或产品沟通渠道中提及竞品的内容
  • 查找涉及竞品的近期客户反馈

3. Generate the Brief

3. 生成简报

Competitor Overview

竞品概述

For each competitor:
  • Company summary: founding, size, funding/revenue if public, target market
  • Product positioning: how they describe themselves, who they target
  • Recent momentum: launches, funding, partnerships, customer wins
针对每个竞品：
  • 公司简介：成立时间、规模、公开的融资/收入情况、目标市场
  • 产品定位：自我描述方式、目标用户群体
  • 近期动态：产品发布、融资、合作、客户成功案例

Feature Comparison

功能对比

Compare capabilities across key areas relevant to the analysis. See Feature Comparison Matrices below for rating scales and matrix templates.
针对分析相关的核心领域，对比各竞品的功能能力。请参阅下方的功能对比矩阵了解评分标准与模板。

Positioning Analysis

定位分析

Analyze how each competitor positions themselves — target customer, category claim, key differentiator, and value proposition. See Positioning Analysis Frameworks below for the positioning statement template and message architecture levels.
分析每个竞品的市场定位——目标客户、品类主张、核心差异化点与价值主张。请参阅下方的定位分析框架获取定位声明模板与信息架构层级。

Strengths and Weaknesses

优势与劣势

For each competitor:
  • Strengths: Where they genuinely excel. What customers praise.
  • Weaknesses: Where they fall short. What customers complain about.
  • Be honest and evidence-based — do not dismiss competitors or inflate their weaknesses.
针对每个竞品：
  • 优势：真正领先的领域，用户称赞的点
  • 劣势：存在不足的地方，用户抱怨的点
  • 需客观且基于证据——不要贬低竞品或夸大其劣势

Opportunities

机遇

Based on the analysis:
  • Where are there gaps in competitor offerings we could exploit?
  • What are customers asking for that no one provides well?
  • Where are competitors making bets we disagree with?
  • What market shifts could advantage our approach?
基于分析结果：
  • 竞品产品存在哪些可被我们利用的缺口？
  • 用户需求中有哪些是目前所有竞品都未能很好满足的？
  • 竞品的哪些战略布局与我们的方向不符？
  • 哪些市场变化能为我们的策略带来优势？

Threats

威胁

  • Where are competitors investing heavily?
  • What competitive moves could disrupt our position?
  • Where are we most vulnerable?
  • What would a "nightmare scenario" competitive move look like?
  • 竞品在哪些领域投入大量资源？
  • 竞品的哪些动作可能动摇我们的市场地位？
  • 我们的哪些领域最易受到冲击？
  • 最糟糕的竞品攻击场景是什么？

Strategic Implications

战略启示

Tie the analysis back to product strategy:
  • What should we build, accelerate, or deprioritize based on this analysis?
  • Where should we differentiate vs. achieve parity?
  • How should we adjust positioning or messaging?
  • What should we monitor going forward?
将分析结果与产品战略关联：
  • 基于本次分析，我们应该开发、加速推进还是暂缓哪些功能？
  • 哪些领域需要差异化，哪些领域需要对齐竞品？
  • 我们应如何调整市场定位或传播话术？
  • 未来需要持续监控哪些内容？

4. Follow Up

4. 后续跟进

After generating the brief:
  • Ask if the user wants to dive deeper on any section
  • Offer to create a one-page summary for executives
  • Offer to create sales battle cards for competitive deals
  • Offer to draft a "how to win against [competitor]" guide
  • Offer to set up a monitoring plan for competitive moves
生成简报后：
  • 询问用户是否需要针对某一章节深入分析
  • 提供为管理层制作一页摘要的服务
  • 提供为竞品相关交易制作销售作战卡片的服务
  • 提供撰写“如何击败[竞品]”指南的服务
  • 提供制定竞品动态监控计划的服务

Competitive Landscape Mapping

竞品格局梳理

Identifying the Competitive Set

定义竞品范围

Define competitors at multiple levels:
Direct competitors: Products that solve the same problem for the same users in the same way.
  • These are the products your customers actively evaluate against you
  • They appear in your deals, in customer comparisons, in review site matchups
Indirect competitors: Products that solve the same problem but differently.
  • Different approach to the same user need (e.g., spreadsheets vs dedicated project management tool)
  • Include "non-consumption" — sometimes the competitor is doing nothing or using a manual process
Adjacent competitors: Products that do not compete today but could.
  • Companies with similar technology, customer base, or distribution that could expand into your space
  • Larger platforms that could add your functionality as a feature
  • Startups attacking a niche that could grow into your core market
Substitute solutions: Entirely different ways users solve the underlying need.
  • Hiring a person instead of buying software
  • Using a general-purpose tool (Excel, email) instead of a specialized one
  • Outsourcing the process entirely
从多个维度定义竞品：
直接竞品：以相同方式为相同用户解决相同问题的产品。
  • 是客户在选型时会直接与我们对比的产品
  • 会出现在我们的交易、客户对比列表、评测网站的竞品匹配中
间接竞品：解决相同问题但方式不同的产品。
  • 满足同一用户需求的不同方案（如电子表格 vs 专业项目管理工具）
  • 包括“非消费”场景——有时竞品是手动流程或不使用任何工具
潜在竞品：目前未竞争但未来可能进入市场的产品。
  • 拥有相似技术、客户群体或分销渠道，可能拓展至我们领域的公司
  • 可能将我们的功能作为附加模块的大型平台
  • 从细分市场切入，可能拓展至我们核心市场的初创公司
替代方案：用户解决底层需求的完全不同的方式。
  • 雇佣人员而非购买软件
  • 使用通用工具（Excel、邮件）而非专业工具
  • 将流程完全外包

Landscape Map

格局地图

Position competitors on meaningful dimensions:
Common axes:
  • Breadth vs depth (suite vs point solution)
  • SMB vs enterprise (market segment focus)
  • Self-serve vs sales-led (go-to-market approach)
  • Simple vs powerful (product complexity)
  • Horizontal vs vertical (general purpose vs industry-specific)
Choose axes that reveal strategic positioning differences relevant to your market. The right axes make competitive dynamics visible.
基于有意义的维度对竞品进行定位：
常用维度：
  • 广度 vs 深度（套装 vs 单点解决方案）
  • 中小企业 vs 企业级（市场细分聚焦）
  • 自助服务 vs 销售驱动（上市策略）
  • 简洁 vs 强大（产品复杂度）
  • 通用 vs 垂直（通用型 vs 行业专用）
选择能体现市场战略定位差异的维度。合适的维度可清晰展现竞品动态。

Monitoring the Landscape

格局监控

Track competitive movements over time:
  • Product launches and feature releases (changelogs, blog posts, press releases)
  • Pricing and packaging changes
  • Funding rounds and acquisitions
  • Key hires and job postings (signal strategic direction)
  • Customer wins and losses (especially your wins/losses)
  • Analyst and review coverage
  • Partnership announcements
持续跟踪竞品动态：
  • 产品发布与功能更新（更新日志、博客、新闻稿）
  • 定价与包装变更
  • 融资与收购
  • 核心招聘与岗位发布（反映战略方向）
  • 客户赢单与丢单情况（尤其是我们的赢单/丢单）
  • 分析师与评测报道
  • 合作公告

Feature Comparison Matrices

功能对比矩阵

Building a Feature Comparison

构建功能对比

  1. Define capability areas: Group features into functional categories that matter to buyers (not your internal architecture). Use the categories buyers use when evaluating.
  2. List specific capabilities: Under each area, list the specific features or capabilities to compare.
  3. Rate each competitor: Use a consistent rating scale.
  1. 定义能力领域：将功能归类为对买家重要的功能类别（而非内部架构），使用买家选型时的分类方式。
  2. 列出具体能力：在每个领域下，列出需要对比的具体功能或能力。
  3. 为竞品评分：使用统一的评分标准。

Rating Scale Options

评分标准选项

Simple (recommended for most cases):
  • Strong: Market-leading capability. Deep functionality, well-executed.
  • Adequate: Functional capability. Gets the job done but not differentiated.
  • Weak: Exists but limited. Significant gaps or poor execution.
  • Absent: Does not have this capability.
Detailed (for deep-dive comparisons):
  • 5: Best-in-class. Defines the standard others aspire to.
  • 4: Strong. Fully-featured and well-executed.
  • 3: Adequate. Meets basic needs without differentiation.
  • 2: Limited. Exists but with significant gaps.
  • 1: Minimal. Barely functional or in early beta.
  • 0: Absent. Not available.
简易版（大多数场景推荐）：
  • 领先：市场领先的能力，功能完善、执行出色
  • 合格：具备基础功能，可满足需求但无差异化
  • 薄弱：功能存在但受限，有明显缺口或执行不佳
  • 缺失：不具备该能力
详细版（用于深度对比）：
  • 5：行业标杆，定义了其他竞品追求的标准
  • 4：优秀，功能完整且执行出色
  • 3：合格，满足基础需求无差异化
  • 2：受限，功能存在但有明显缺口
  • 1：基础，仅能勉强使用或处于早期测试阶段
  • 0：缺失，未提供该功能

Comparison Matrix Template

对比矩阵模板

| Capability Area | Our Product | Competitor A | Competitor B |
|----------------|-------------|-------------|-------------|
| [Area 1]       |             |             |             |
|   [Feature 1]  | Strong      | Adequate    | Absent      |
|   [Feature 2]  | Adequate    | Strong      | Weak        |
| [Area 2]       |             |             |             |
|   [Feature 3]  | Strong      | Strong      | Adequate    |
| 能力领域 | 我们的产品 | 竞品A | 竞品B |
|----------------|-------------|-------------|-------------|
| [领域1]       |             |             |             |
|   [功能1]  | 领先      | 合格    | 缺失      |
|   [功能2]  | 合格    | 领先      | 薄弱        |
| [领域2]       |             |             |             |
|   [功能3]  | 领先      | 领先      | 合格    |

Tips for Feature Comparison

功能对比技巧

  • Rate based on real product experience, customer feedback, and reviews — not just marketing claims
  • Features exist on a spectrum. "Has feature X" is less useful than "How well does it do X?"
  • Weight the comparison by what matters to your target customers, not by total feature count
  • Update regularly — feature comparisons get stale fast
  • Be honest about where competitors are ahead. A comparison that always shows you winning is not credible.
  • Include the "why it matters" for each capability area. Not all features matter equally to buyers.
  • 基于实际产品体验、客户反馈与评测评分，而非仅营销宣传
  • 功能存在梯度差异，“具备功能X”远不如“功能X的表现如何”有价值
  • 根据目标客户的关注点加权对比，而非仅看功能总数
  • 定期更新——功能对比会很快过时
  • 客观承认竞品的领先之处，始终显示自己获胜的对比报告缺乏可信度
  • 注明每个能力领域的“重要性原因”，并非所有功能对买家的价值都相同

Positioning Analysis Frameworks

定位分析框架

Positioning Statement Analysis

定位声明分析

For each competitor, extract their positioning:
Template: For [target customer] who [need/problem], [Product] is a [category] that [key benefit]. Unlike [competitor/alternative], [Product] [key differentiator].
Sources for positioning:
  • Homepage headline and subheadline
  • Product description on app stores or review sites
  • Sales pitch decks (sometimes leaked or shared by prospects)
  • Analyst briefing materials
  • Earnings call language (for public companies)
针对每个竞品，提取其定位：
模板：为[目标客户]解决[需求/问题]，[产品]是一款[品类]产品，提供[核心价值]。与[竞品/替代方案]不同，[产品]具备[核心差异化点]。
定位信息来源：
  • 首页标题与副标题
  • 应用商店或评测网站的产品描述
  • 销售演示文稿（有时会被客户泄露或分享）
  • 分析师简报材料
  • 上市公司的财报电话会议内容

Message Architecture Analysis

信息架构分析

How does each competitor communicate value?
Level 1 — Category: What category do they claim? (CRM, project management, collaboration platform) Level 2 — Differentiator: What makes them different within that category? (AI-powered, all-in-one, developer-first) Level 3 — Value Proposition: What outcome do they promise? (Close deals faster, ship products faster, never miss a deadline) Level 4 — Proof Points: What evidence do they provide? (Customer logos, metrics, awards, case studies)
每个竞品如何传递价值？
层级1——品类：主张属于什么品类？（CRM、项目管理、协作平台） 层级2——差异化点：在该品类中具备什么独特性？（AI驱动、一体化、开发者优先） 层级3——价值主张：承诺带来什么成果？（更快成单、更快交付产品、永不逾期） 层级4——证明点：提供了哪些证据？（客户logo、数据指标、奖项、案例研究）

Positioning Gaps and Opportunities

定位缺口与机遇

Look for:
  • Unclaimed positions: Value propositions no competitor owns that matter to buyers
  • Crowded positions: Claims every competitor makes that have lost meaning
  • Emerging positions: New value propositions driven by market changes (AI, remote work, compliance)
  • Vulnerable positions: Claims competitors make that they cannot fully deliver on
寻找：
  • 未被占据的定位：对买家重要但无竞品主张的价值点
  • 拥挤的定位：所有竞品都在主张、已失去差异化意义的点
  • 新兴定位：由市场变化（AI、远程办公、合规）驱动的新价值主张
  • 脆弱的定位：竞品主张但无法完全兑现的点

Win/Loss Analysis Methodology

赢单/丢单分析方法

Conducting Win/Loss Analysis

开展赢单/丢单分析

Win/loss analysis reveals why you actually win and lose deals. It is the most actionable competitive intelligence.
Data sources:
  • CRM notes from sales team (available immediately, but biased)
  • Customer interviews shortly after decision (most valuable, least biased)
  • Churned customer surveys or exit interviews
  • Prospect surveys (for lost deals)
赢单/丢单分析揭示了我们实际赢单与丢单的原因，是最具行动价值的竞品情报。
数据来源：
  • 销售团队的CRM记录（可即时获取，但存在偏见）
  • 决策后不久的客户访谈（最有价值，偏见最少）
  • 流失客户调研或退出访谈
  • 潜在客户调研（针对丢单）

Win/Loss Interview Questions

赢单/丢单访谈问题

For wins:
  • What problem were you trying to solve?
  • What alternatives did you evaluate? (Reveals competitive set)
  • Why did you choose us over alternatives?
  • What almost made you choose someone else?
  • What would we need to lose for you to reconsider?
For losses:
  • What problem were you trying to solve?
  • What did you end up choosing? Why?
  • Where did our product fall short?
  • What could we have done differently?
  • Would you reconsider us in the future? Under what conditions?
针对赢单：
  • 您当时要解决什么问题？
  • 您评估了哪些替代方案？（可揭示竞品范围）
  • 为什么选择我们而非其他方案？
  • 什么因素差点让您选择其他产品？
  • 我们需要出现什么问题才会让您重新考虑？
针对丢单：
  • 您当时要解决什么问题？
  • 您最终选择了什么产品？原因是什么？
  • 我们的产品在哪些方面存在不足？
  • 我们本可以做出什么不同的举措？
  • 未来您会重新考虑我们吗？在什么条件下？

Analyzing Win/Loss Data

分析赢单/丢单数据

  • Track win/loss reasons over time. Are patterns changing?
  • Segment by deal type: enterprise vs SMB, new vs expansion, industry vertical
  • Identify the top 3-5 reasons for wins and losses
  • Distinguish between product reasons (features, quality) and non-product reasons (pricing, brand, relationship, timing)
  • Calculate competitive win rates by competitor: what % of deals involving each competitor do you win?
  • 跟踪长期的赢单/丢单原因，观察是否有模式变化
  • 按交易类型细分：企业级vs中小企业、新客户vs增购、行业垂直领域
  • 确定赢单与丢单的前3-5个核心原因
  • 区分产品原因（功能、质量）与非产品原因（定价、品牌、关系、时机）
  • 计算针对每个竞品的赢单率：涉及该竞品的交易中我们赢单的比例

Common Win/Loss Patterns

常见赢单/丢单模式

  • Feature gap: Competitor has a specific capability you lack that is a dealbreaker
  • Integration advantage: Competitor integrates with tools the buyer already uses
  • Pricing structure: Not always cheaper — sometimes different pricing model (per-seat vs usage-based) fits better
  • Incumbent advantage: Buyer sticks with what they have because switching cost is too high
  • Sales execution: Better demo, faster response, more relevant case studies
  • Brand/trust: Buyer chooses the safer or more well-known option
  • 功能缺口：竞品具备我们缺失的某一关键功能，成为决策的决定性因素
  • 集成优势：竞品与买家已在使用的工具集成
  • 定价结构：不一定是更便宜，有时是定价模式（按席位vs按使用量）更适配
  • ** incumbent优势**：买家因转换成本过高而选择保留现有产品
  • 销售执行：更好的演示、更快的响应、更相关的案例研究
  • 品牌/信任：买家选择更安全或知名度更高的选项

Market Trend Identification

市场趋势识别

Sources for Trend Identification

趋势识别来源

  • Industry analyst reports: Gartner, Forrester, IDC for market sizing and trends
  • Venture capital: What are VCs funding? Investment themes signal where smart money sees opportunity.
  • Conference themes: What are industry events focusing on? What topics draw the biggest audiences?
  • Technology shifts: New platforms, APIs, or capabilities that enable new product categories
  • Regulatory changes: New regulations that create requirements or opportunities
  • Customer behavior changes: How are user expectations evolving? (e.g., mobile-first, AI-assisted, privacy-conscious)
  • Talent movement: Where are top people going? What skills are in demand?
  • 行业分析师报告：Gartner、Forrester、IDC的市场规模与趋势报告
  • 风险投资：VC投资的领域是什么？投资主题反映了资本眼中的机遇
  • 会议主题：行业活动聚焦什么话题？哪些话题吸引了最多受众？
  • 技术变革：催生新产品类别的新平台、API或能力
  • 监管变化：创造需求或机遇的新法规
  • 客户行为变化：用户期望如何演变？（如移动优先、AI辅助、隐私优先）
  • 人才流动：顶尖人才流向何处？哪些技能需求旺盛？

Trend Analysis Framework

趋势分析框架

For each trend identified:
  1. What is changing?: Describe the trend clearly and specifically
  2. Why now?: What is driving this change? (Technology, regulation, behavior, economics)
  3. Who is affected?: Which customer segments or market categories?
  4. What is the timeline?: Is this happening now, in 1-2 years, or 3-5 years?
  5. What is the implication for us?: How should this influence our product strategy?
  6. What are competitors doing?: How are competitors responding to this trend?
针对每个识别出的趋势：
  1. 变化内容：清晰具体地描述趋势
  2. 驱动因素：是什么推动了这一变化？（技术、监管、行为、经济）
  3. 影响对象：哪些客户细分或市场品类会受影响？
  4. 时间线：变化是正在发生、1-2年内发生，还是3-5年内发生？
  5. 对我们的影响：这将如何影响我们的产品战略？
  6. 竞品动作：竞品如何应对这一趋势？

Separating Signal from Noise

区分信号与噪音

  • Signals: Trends backed by behavioral data, growing investment, regulatory action, or customer demand
  • Noise: Trends backed only by media hype, conference buzz, or competitor announcements without customer traction
  • Test trends against your own customer data: are YOUR customers asking for this or experiencing this change?
  • Be wary of "trend of the year" hype cycles. Many trends that dominate industry conversation do not materially affect your customers for years.
  • 信号：有行为数据、持续投资、监管行动或客户需求支撑的趋势
  • 噪音：仅靠媒体宣传、会议热度或竞品公告支撑，无客户实际采纳的趋势
  • 用自身客户数据验证趋势：您的客户是否在要求相关功能或经历这一变化？
  • 警惕“年度趋势”的炒作周期，许多占据行业话题的趋势要多年后才会对客户产生实质性影响

Strategic Response Options

战略响应选项

For each significant trend:
  • Lead: Invest early and try to define the category or approach. High risk, high reward.
  • Fast follow: Wait for early signals of customer demand, then move quickly. Lower risk but harder to differentiate.
  • Monitor: Track the trend but do not invest yet. Set triggers for when to act.
  • Ignore: Explicitly decide this trend is not relevant to your strategy. Document why.
The right response depends on: your competitive position, your customer base, your resources, and how fast the trend is moving.
针对每个重要趋势：
  • 引领：早期投资，尝试定义品类或方向。高风险，高回报。
  • 快速跟进：等待客户需求的早期信号，然后快速行动。风险较低，但差异化难度大。
  • 监控：跟踪趋势但暂不投资，设定触发行动的条件。
  • 忽略：明确决定该趋势与我们的战略无关，并记录原因。
合适的响应取决于：我们的竞争地位、客户群体、资源，以及趋势的发展速度。

Output Format

输出格式

Use tables for feature comparisons. Use clear headers for each section. Keep the strategic implications section concise and actionable — this is where the value is for the reader.
功能对比使用表格呈现。每个部分使用清晰的标题。战略启示部分需简洁且具备行动指导性——这是对读者最有价值的部分。

Tips

小贴士

  • Be honest about competitor strengths. Dismissing competitors makes the analysis useless.
  • Focus on what matters to customers, not what matters to product teams. Customers do not care about architecture elegance.
  • Pricing is hard to compare fairly. Note the caveats (different packaging, usage-based vs seat-based, enterprise custom pricing).
  • Job postings are underrated competitive intelligence. A competitor hiring ML engineers signals a strategic direction.
  • Customer reviews are gold. They reveal what real users love and hate, unfiltered by marketing.
  • The most valuable part of competitive analysis is the "so what" — the strategic implications. Do not skip this.
  • Competitive analysis has a shelf life. Note the date and flag areas that change quickly.
  • 客观承认竞品的优势，贬低竞品会让分析失去价值。
  • 聚焦客户关心的点，而非产品团队关心的点，客户并不在意架构的优雅性。
  • 定价很难公平对比，需注明注意事项（不同包装、按使用量vs按席位、企业定制定价）。
  • 招聘信息是被低估的竞品情报，竞品招聘ML工程师反映了其战略方向。
  • 客户评价是黄金信息，揭示了真实用户的喜恶，不受营销过滤。
  • 竞品分析最有价值的部分是“那又如何”——战略启示，不要跳过这部分。
  • 竞品分析有保质期，需注明日期并标记变化较快的领域。