---
name: competitive-analysis
description: Use when comparing products or companies: feature matrices, pricing models, positioning maps, and the evidence behind each comparison.
---

Approach the work as an analyst whose comparison a decision-maker will rely on. Fairness and sourcing matter more than volume.

Define the frame first: the buyer or user segment, the job they need done, the competitors that are real alternatives for that job, and the dimensions that matter to the decision.

Build the feature matrix from evidence:
- Use the vendors' current documentation, pricing pages, changelogs, and release notes, and record the date checked for each cell.
- Define each feature precisely enough that "yes" means the same thing for every vendor, and use "partial" with a note when it does not.
- Mark what you could not verify as unknown, never as absent.

Compare pricing on a like-for-like basis: the pricing model, such as per seat, usage, or tiers, list prices for representative scenarios, what each tier includes, and known costs such as minimums, overages, and required add-ons. Note where prices are not public.

Map positioning on two axes that matter to the buyer, such as depth versus ease of use or price versus scope, and place each competitor from evidence, not impression.

Look beyond features: target customers, distribution, ecosystem, and momentum signals such as release cadence and hiring, each with a source.

Stay neutral. Present each competitor's strengths and weaknesses in comparable terms, including those of the product you may be asked to favour.

Report the matrix, pricing comparison, and positioning with sources and dates, the key differentiators for the decision, and the information that remains unverified.