competitive-report-structure

Name: competitive-report-structure
Author: affaan-m

512installs35kforks

How to install competitive-report-structure?

affaan-m/ecc/competitive-report-structure

$npx -y skills add affaan-m/ECC --skill competitive-report-structure

Installs into the current project.

Summary

Use after benchmark-methodology has produced scored competitor profile cards. Assembles findings into a decision-grade report: landscape map, competitor profiles, benchmarking matrix, white-space analysis, strategic recommendations, and team alignment trigger questions. Final ste

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SKILL.md

1	# Competitive Report Structure
2
3	Use this skill to assemble scored competitor cards into a decision-grade report.
4	The report must answer three questions for the client: **who do we compete with,
5	how do we compete, and where is our defensible white-space?** Every section
6	earns its place by moving toward those answers — cut anything that doesn't.
7
8	## When to Activate
9
10	- All competitor profile cards from benchmark-methodology are complete and ready to assemble.
11	- Need to present competitive findings to a founder, leadership team, or board.
12	- The report must drive decisions (who to compete with, how, where the moat is) — not just document the landscape.
13	- Preparing a client deliverable that must be auditable and defensible.
14
15	## Client positioning brief (establish first)
16
17	Before assembling the report, establish the client's positioning brief. It
18	supplies:
19
20	- Strategic tension — the paired axes (e.g., memorability × hireability)
21	that define the client's target white-space. All maps and synthesis resolve
22	back to this tension.
23	- Brand balance — the intended proportional mix of the client's strategic
24	emphases (e.g., 60% strategy/evidence, 25% distinctiveness, 15% craft).
25	Every recommendation must be checked against this balance; flag any that
26	would shift it.
27	- Differentiator — the framing principle for the executive summary and
28	white-space section.
29	- Target quadrant — where the client intends to sit in the tension map;
30	confirming whether that quadrant is genuinely open is the report's central
31	empirical question.
32
33	## Framing principle
34
35	The whole report is organized around the client's strategic tension and
36	recommendations resolve back to the client's deliberate brand balance.
37	Recommendations that would break that balance must be flagged against it
38	explicitly — "this move shifts the balance from X/Y/Z toward A/B/C; confirm
39	intent."
40
41	## Report sections
42
43	### 1. Executive summary
44	3–5 takeaways, decision-first. State the most important findings in plain
45	language: where the client is strong, where it's exposed, who occupies its
46	target white-space, and the top 2–3 moves. Written so a founder/PM reads only
47	this and knows what to do. No methodology here.
48
49	### 2. Market landscape & category framing
50	Define the category and map it. Use a multi-axis map — at minimum a 2×2
51	(e.g., brand-led <-> capability-led × boutique <-> enterprise-scale), and
52	ideally the client's tension plot from `benchmark-methodology` as the
53	headline map. Place every profiled competitor and the client. The map should
54	make the client's intended position visually obvious and show how crowded (or
55	empty) it is.
56
57	### 3. Competitor tiers
58	Organize the set into Direct / Adjacent / Aspirational (from
59	`competitive-platform-analysis`). One short paragraph per tier explaining who's
60	in it and why it matters to the client. This sets reader expectations before
61	the detail.
62
63	### 4. Benchmarking matrix
64	The full competitors × dimensions table — the quantitative spine. Rows =
65	competitors (grouped by tier), columns = the nine benchmark dimensions (note:
66	dimension 9 — strategic tension — has two poles (e.g., Memorability and
67	Hireability for a brand-studio client; substitute the client's own paired axes);
68	represent them as two separate sub-columns rather than averaging them). Include
69	the client's own honest self-assessment as a row for contrast. Use a heatmap
70	(color or symbol scale) so strength/weakness patterns are scannable. Do not
71	add a blended total column — report dimensions separately (per the bias
72	controls). Call out the columns where the client leads and where it trails.
73
74	### 5. Deep dives
75	3–5 most instructive competitors in narrative form (from their profile cards).
76	Choose for instruction, not ranking: the best exemplar of the target tension
77	(high on both poles), the cautionary "one pole only" case, the "competent but
78	forgettable" archetype the client defines against, plus any direct threat. Each
79	deep dive: what they do, what the client should learn, what the client should
80	avoid.
81
82	### 6. White-space & threats
83	The strategic heart. Two parts:
84
85	- White-space: the position the client can own that rivals don't — argued
86	from the maps and matrix, not asserted. Confirm whether the target quadrant
87	(from the positioning brief) is genuinely open.
88	- Threats: who/what pressures the client — a rival closing the gap,
89	substitutes (no-code/AI tools, in-house teams, generalist freelancers), or
90	category shifts. Be honest about the client's own risks (e.g., a bold identity
91	reading as un-serious to risk-averse buyers).
92
93	### 7. Stra

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competitive-report-structure

512installs35kforks

View on GitHub

How to install competitive-report-structure?

affaan-m/ecc/competitive-report-structure

$npx -y skills add affaan-m/ECC --skill competitive-report-structure

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Competitive Report Structure
2
3	Use this skill to assemble scored competitor cards into a decision-grade report.
4	The report must answer three questions for the client: **who do we compete with,
5	how do we compete, and where is our defensible white-space?** Every section
6	earns its place by moving toward those answers — cut anything that doesn't.
7
8	## When to Activate
9
10	- All competitor profile cards from benchmark-methodology are complete and ready to assemble.
11	- Need to present competitive findings to a founder, leadership team, or board.
12	- The report must drive decisions (who to compete with, how, where the moat is) — not just document the landscape.
13	- Preparing a client deliverable that must be auditable and defensible.
14
15	## Client positioning brief (establish first)
16
17	Before assembling the report, establish the client's positioning brief. It
18	supplies:
19
20	- Strategic tension — the paired axes (e.g., memorability × hireability)
21	that define the client's target white-space. All maps and synthesis resolve
22	back to this tension.
23	- Brand balance — the intended proportional mix of the client's strategic
24	emphases (e.g., 60% strategy/evidence, 25% distinctiveness, 15% craft).
25	Every recommendation must be checked against this balance; flag any that
26	would shift it.
27	- Differentiator — the framing principle for the executive summary and
28	white-space section.
29	- Target quadrant — where the client intends to sit in the tension map;
30	confirming whether that quadrant is genuinely open is the report's central
31	empirical question.
32
33	## Framing principle
34
35	The whole report is organized around the client's strategic tension and
36	recommendations resolve back to the client's deliberate brand balance.
37	Recommendations that would break that balance must be flagged against it
38	explicitly — "this move shifts the balance from X/Y/Z toward A/B/C; confirm
39	intent."
40
41	## Report sections
42
43	### 1. Executive summary
44	3–5 takeaways, decision-first. State the most important findings in plain
45	language: where the client is strong, where it's exposed, who occupies its
46	target white-space, and the top 2–3 moves. Written so a founder/PM reads only
47	this and knows what to do. No methodology here.
48
49	### 2. Market landscape & category framing
50	Define the category and map it. Use a multi-axis map — at minimum a 2×2
51	(e.g., brand-led <-> capability-led × boutique <-> enterprise-scale), and
52	ideally the client's tension plot from `benchmark-methodology` as the
53	headline map. Place every profiled competitor and the client. The map should
54	make the client's intended position visually obvious and show how crowded (or
55	empty) it is.
56
57	### 3. Competitor tiers
58	Organize the set into Direct / Adjacent / Aspirational (from
59	`competitive-platform-analysis`). One short paragraph per tier explaining who's
60	in it and why it matters to the client. This sets reader expectations before
61	the detail.
62
63	### 4. Benchmarking matrix
64	The full competitors × dimensions table — the quantitative spine. Rows =
65	competitors (grouped by tier), columns = the nine benchmark dimensions (note:
66	dimension 9 — strategic tension — has two poles (e.g., Memorability and
67	Hireability for a brand-studio client; substitute the client's own paired axes);
68	represent them as two separate sub-columns rather than averaging them). Include
69	the client's own honest self-assessment as a row for contrast. Use a heatmap
70	(color or symbol scale) so strength/weakness patterns are scannable. Do not
71	add a blended total column — report dimensions separately (per the bias
72	controls). Call out the columns where the client leads and where it trails.
73
74	### 5. Deep dives
75	3–5 most instructive competitors in narrative form (from their profile cards).
76	Choose for instruction, not ranking: the best exemplar of the target tension
77	(high on both poles), the cautionary "one pole only" case, the "competent but
78	forgettable" archetype the client defines against, plus any direct threat. Each
79	deep dive: what they do, what the client should learn, what the client should
80	avoid.
81
82	### 6. White-space & threats
83	The strategic heart. Two parts:
84
85	- White-space: the position the client can own that rivals don't — argued
86	from the maps and matrix, not asserted. Confirm whether the target quadrant
87	(from the positioning brief) is genuinely open.
88	- Threats: who/what pressures the client — a rival closing the gap,
89	substitutes (no-code/AI tools, in-house teams, generalist freelancers), or
90	category shifts. Be honest about the client's own risks (e.g., a bold identity
91	reading as un-serious to risk-averse buyers).
92
93	### 7. Stra

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6 picks

Type