What this prompt does
This prompt casts the model as a product strategy consultant that builds a full competitive analysis framework. You describe your product with [product_name], [product_category], [target_market], and [current_positioning], list your [competitors], and it produces a feature comparison matrix, positioning map, pricing analysis, per-competitor SWOT, a win/loss framework, strategic recommendations, and a monitoring system.
The structure keeps the analysis honest and actionable. The feature matrix tags each row as must-have, nice-to-have, or differentiator, so you see not just gaps but which gaps matter. The positioning map uses your two axes ([positioning_axis_1] and [positioning_axis_2]) to surface white space worth aiming at and crowded zones to avoid. The most useful output is often what NOT to compete on. Because you name real [competitors], the SWOT and pricing sections compare against actual products, and the recommendations end in a differentiated positioning statement plus sales battlecards.
When to use it
- Before building a product, to find the white space worth aiming at.
- When you need a feature matrix that separates table stakes from real differentiators.
- To map your positioning against competitors and decide where not to compete.
- When sales needs battlecards for the top competitors you keep losing or winning against.
- To set up ongoing competitor monitoring instead of a one-time teardown.
Example output
You get a feature comparison matrix across categories (core, integrations, UX, security, pricing, support) with each feature tagged by importance, a 2x2 positioning map placing each competitor and highlighting white space, a pricing table comparing tiers and models, a SWOT for each competitor, a win/loss analysis framework with interview questions and CRM data points, strategic recommendations (double down on, build next, don't compete on, positioning statement, battlecards), and a monitoring system for keeping it all current.
Pro tips
- List specific, named
[competitors](five is a good number) so the SWOT and pricing tables reflect real products, not categories. - Choose
[positioning_axis_1]and[positioning_axis_2]that actually drive buying decisions in your market, like simplicity vs. feature richness — bad axes produce a useless map. - Be candid in
[current_positioning], including where you're weaker; the recommendations are only useful if they account for your real gaps. - Use
[comparison_category]to add a dimension that matters in your space, such as AI and automation capabilities. - Verify the competitor facts — the model can be out of date on pricing and features, so cross-check the matrix and SWOT against current sources.
- Treat "build next" and "don't compete on" as the highest-value outputs; the feature matrix is the input, the strategic calls are the point.
