Page 81 · Module 03, Know Your Market · this screen continues that page
All 108 frameworksCompetitor Mapping
You're losing deals to competitors and don't fully understand why. Or you're preparing a
The prompt
Copy & paste readyLabelsReplace theseSwap the role below
Pro tip, from the book
The most valuable output is not the map itself, it is the white space analysis. Ask AI specifically: 'Given this competitive map, describe the customer who is currently underserved by every player in this market.' That customer is your Blue Ocean opportunity.
Who should run this prompt
Module role profileWho should read your competitive landscape? Every market looks different depending on where you are standing. A market researcher sees data. A competitor's strategist sees opportunity. A customer sees none of your positioning — only their own problem. Use this page to choose the right lens before drawing any conclusions about the market you operate in.
Choose any role to drop it into the prompt above. Only the highlighted opening clause changes — the rest of the prompt stays exactly as printed.
◆◆◆◆◆ → ◆ seniority, board level down to specialist◈ outside the organisation
How to make any role sharper
- Add years of experience: "...with 15 years in enterprise SaaS" produces different depth than just the title.
- Add what they care most about: "You care most about [X]" shapes every word of the output.
- Add their communication style: "Be direct. Flag risks first. No jargon." changes the tone entirely.
Use this when
The problem it solvesmarket-entry strategy and need to know the landscape before you move.
How the framework works
From the printed pageCompetitor mapping is the structured process of plotting your competitors across dimensions that matter to your customers price, capability, speed, service model, target segment, and key differentiators. Done well, it reveals clusters of competition (where everyone is fighting), white spaces (where no one plays), and your own positioning clarity. AI can build a preliminary map quickly when given enough context about your market.
The method, in four moves
Do these in orderList your top 5–8 direct and indirect competitors before prompting.
Choose 4–6 dimensions that your customers actually use to evaluate options.
Look for white spaces combinations of dimensions that no competitor occupies.
Update your map every six months or after any significant competitor move. See exactly where you stand and where the gaps are Most competitor maps list only direct competitors by product category. The most dangerous competitors are often indirect, the workaround your customer uses instead of buying anything. Spreadsheets, manual processes, and doing nothing are your biggest competitors in most B2B markets. Map the workaround first, then the direct alternatives.
Where the framework comes from
Strategic management methodology — competitor analysis frameworks, 1980s onwards
Pairs well with
As printed with this frameworkModule 03 — Know Your Market
See your competitive landscape clearly before you move.
10 frameworks, printed on pages 70–89.
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