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competitor-analysis

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Translation

Chinese
Analyze competitors to find positioning gaps, not to copy features. The goal is to understand where alternatives fail your ICP so you can win on what matters to them.
分析竞品是为了找到定位差距，而非抄袭功能。核心目标是明确替代方案在哪些方面无法满足你的ICP需求，从而在目标用户关注的维度上取得优势。

Identify All Alternatives

识别所有替代方案

List every alternative your ICP considers. Three categories:
  1. Direct competitors: Products that solve the same problem for the same audience.
  2. Indirect competitors: Products that solve the problem differently or serve an adjacent audience.
  3. Non-consumption: "Do nothing" and "manual workaround" (spreadsheets, email, hiring someone). ALWAYS include these — they're often the biggest competitor.
列出你的ICP会考虑的所有替代方案，分为三类：
  1. 直接竞品：面向同一受众解决相同问题的产品。
  2. 间接竞品：以不同方式解决问题或服务相邻受众的产品。
  3. 非消费类竞品：“不采取任何行动”和“手动解决方案”（如电子表格、邮件、雇佣专人）。务必将这些纳入分析——它们往往是最大的竞品。

Feature Matrix

功能矩阵

Build a comparison table focused on what YOUR ICP cares about, not every feature that exists.
CapabilityYour ProductCompetitor ACompetitor BManual Workaround
[ICP-relevant capability]How you do itHow they do itHow they do itHow people hack it
Rate each: Strong / Adequate / Weak / Missing. Don't use checkmarks — they hide nuance. Include pricing model in the matrix — it constrains product decisions.
Example row: | Real-time collaboration | Strong (live cursors) | Weak (polling-based) | Missing | Google Docs + Slack — Adequate | So what: Their users are duct-taping two tools; our strength is their pain point.
构建聚焦于你的ICP核心需求的对比表格，而非罗列所有功能。
能力你的产品竞品A竞品B手动解决方案
[ICP相关能力]你的实现方式竞品A的实现方式竞品B的实现方式用户的临时替代方法
对每项能力评级：强 / 合格 / 弱 / 缺失。不要使用勾选框——它们会掩盖细节差异。需在矩阵中纳入定价模式——这会限制竞品的产品决策。
示例行： | 实时协作 | 强（实时光标） | 弱（轮询机制） | 缺失 | Google Docs + Slack — 合格 | 关键洞察：他们的用户需要拼凑两款工具；我们的优势正是他们的痛点。

Positioning Map

定位图

Plot competitors on two axes that matter to your ICP. Choose axes where you can credibly win at least one.
Common axis pairs:
  • Ease of use vs Power/flexibility
  • Speed to value vs Depth of solution
  • Price vs Completeness
  • Self-serve vs White-glove
The empty quadrant is your opportunity. If no quadrant is empty, you need a different framing.
Example (project management tools, ICP = small remote teams):
                    Powerful
                       |
            Jira ------+------ Linear
                       |
  Easy ----------------+---------------- Hard
                       |
     Trello -----------+------ Asana
                       |
                    Simple
Empty quadrant: Powerful + Easy. That's the opportunity.
将竞品绘制在对ICP至关重要的两个坐标轴上。选择至少有一个维度你能占据优势的坐标轴组合。
常见轴对：
  • 易用性 vs 功能强大/灵活性
  • 价值交付速度 vs 解决方案深度
  • 价格 vs 功能完整性
  • 自助服务 vs 专属定制服务
空白象限就是你的机会所在。如果没有空白象限，你需要换一种定位框架。
示例（项目管理工具，ICP = 小型远程团队）：
                    Powerful
                       |
            Jira ------+------ Linear
                       |
  Easy ----------------+---------------- Hard
                       |
     Trello -----------+------ Asana
                       |
                    Simple
空白象限：Powerful + Easy。这就是机会点。

Strategic Gap Analysis

战略差距分析

For each competitor, answer:
  1. Who do they serve best? (Their ICP vs yours)
  2. Where are they overserving? (Features their users don't need — signals bloat)
  3. Where are they underserving? (Complaints, missing features, workarounds their users build)
  4. What would make their users switch? (The trigger event + unmet need)
针对每个竞品，回答以下问题：
  1. 他们最擅长服务谁？（他们的ICP与你的ICP对比）
  2. 他们在哪些方面过度服务？（用户不需要的功能——意味着功能冗余）
  3. 他们在哪些方面服务不足？（用户的投诉、缺失的功能、用户自行搭建的替代方案）
  4. 什么会促使他们的用户转换？（触发事件 + 未被满足的需求）

Guidelines

指导原则

  • CRITICAL: ALWAYS include "do nothing" and "manual workaround" as competitors. For most startups, inertia is the primary competitor.
  • NEVER just list features. Analyze positioning, strategic choices, and gaps.
  • ALWAYS focus on your ICP's needs, not the broadest possible comparison.
  • NEVER copy competitor features without understanding why they built them and whether your ICP needs them.
  • ALWAYS note competitor pricing and business model — these constrain their product decisions.
  • NEVER present a feature matrix without strategic implications. "So what?" is the question every row should answer.
Skills from productskills.
  • 关键提示：务必将“不采取任何行动”和“手动解决方案”纳入竞品范畴。对于大多数初创公司而言，用户的惯性是首要竞品。
  • 切勿仅罗列功能。要分析定位、战略选择和差距。
  • 务必聚焦你的ICP需求，而非进行泛泛的对比。
  • 切勿在不了解竞品开发该功能的原因以及你的ICP是否需要的情况下，抄袭竞品功能。
  • 务必关注竞品的定价和商业模式——这些会限制他们的产品决策。
  • 切勿展示没有战略意义的功能矩阵。每一行都应回答“这意味着什么？”的问题。
技能来源：productskills.