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Task Packs

Marketing Foundation

Compact two-skill starter: clarify positioning and choose a lead magnet. Use Marketing Launch for the broader eight-skill go-to-market workflow.

Marketing Launch

Build an evidence-led marketing plan from ICP and competition through positioning, campaigns, growth and measurement.

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Diagnose architecture and context, plan agent-team responsibilities, then organize project context and session handoffs. Memory and cost-runtime reviews remain outside this pack.

Conversion and Activation Review

Review the journey from landing page and lead capture through registration, first value and transparent upgrades.

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Plan a campaign, draft its channel content and review the work against actual brand guidance.

Content and Launch Planning

Prioritize an editorial roadmap and plan how to launch and distribute it across suitable channels.

Customer, Market and Community Research

Understand customer needs, compare competitors and plan a community around real member value.

Lead Magnet to Lifecycle Nurture

Choose a relevant lead magnet, then draft a permission-based nurture journey with entry, suppression and exit rules.

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Define the API contract, then plan how to observe its latency, failures and retries. Guidance and checklist; no production changes.

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Profile a dataset, choose and interpret statistical methods, then validate calculations and conclusions before sharing.

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Define the target account, prioritize buying signals, plan a human LinkedIn engagement routine and prepare evidence-led responses to buyer concerns.

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01 · Category

What the MCP returns at this step

01 · Product · Competitive Research

Anthropic Product Competitive Brief

Creates an evidence-led competitive brief for product decisions.

competitive-researchproduct-managementmarket-analysiscompetitorwettbewerbproduktstrategie

Anthropic Product Competitive Brief · Original SKILL.md

---
name: competitive-brief
description: Create a competitive analysis brief for one or more competitors or a feature area. Use when informing product strategy or feature prioritization, building sales battle cards, prepping board or investor materials, or deciding where to differentiate vs. achieve parity.
argument-hint: "<competitor or feature area>"
---

# Competitive Brief

> If you see unfamiliar placeholders or need to check which tools are connected, see [CONNECTORS.md](../../CONNECTORS.md).

Create a competitive analysis brief for one or more competitors or a feature area.

## Usage

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

## Workflow

### 1. Scope the Analysis

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)

### 2. Research

**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

### 3. Generate the Brief

#### Competitor Overview
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

#### Feature Comparison
Compare capabilities across key areas relevant to the analysis. See **Feature Comparison Matrices** below for rating scales and matrix templates.

#### Positioning Analysis
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.

#### Strengths and Weaknesses
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.

#### Opportunities
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?

#### Threats
- 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?

#### Strategic Implications
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?

### 4. Follow Up

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

## Competitive Landscape Mapping

### Identifying the Competitive Set
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

### Landscape Map
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.

### Monitoring the Landscape
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

## Feature Comparison Matrices

### Building a Feature Comparison
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.

### Rating Scale Options

**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.

### Comparison Matrix Template
```
| 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 |
```

### Tips for Feature Comparison
- 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.

## Positioning Analysis Frameworks

### Positioning Statement Analysis
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)

### Message Architecture Analysis
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)

### Positioning Gaps and Opportunities
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

## Win/Loss Analysis Methodology

### Conducting Win/Loss Analysis
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)

### Win/Loss Interview Questions
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?

### Analyzing Win/Loss Data
- 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?

### Common Win/Loss Patterns
- **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

## Market Trend Identification

### Sources for Trend Identification
- **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?

### Trend Analysis Framework
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?

### Separating Signal from Noise
- **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.

### Strategic Response Options
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.

## Output Format

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.

## Tips

- 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.

When to use

Use for the stated task with user-supplied, authorized business context.

Requirements

This source can refer to connectors, files, accounts, or related skills. They are not bundled, connected, or authorized by this catalog entry. Keep findings tied to supplied evidence.

Starting prompt

Use the skill below for [TASK]. Ask for missing context, distinguish facts from assumptions, and do not connect accounts, send messages, or make external changes unless the user explicitly requests and authorizes them.

Not for

Automatic connector use, account access, sending, publishing, record changes, or claims unsupported by supplied evidence.

What M11 added

M11 added German-ready routing metadata, source attribution, integrity tracking and explicit boundaries around connectors and external actions. The original Apache-2.0 skill is retained unchanged.

Original authorship remains with anthropics/knowledge-work-plugins · Original source ↗

Original license & copyright

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Pre-recordec, pre-tested, elements to capture elements into Packeted-User-Relations to capture - [

pre-requisites, statements, recorded-cams
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Source SHA-256: 720916695f99a70e723be02d0123908c9c968ce56e1ffdeeb423014587017cd2
Snapshot checked: 2026-10-05T00:00:00.000Z

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