/competitive-response

name: competitive-response
description: Assess and respond to a competitor move within 24-48 hours. Use when a competitor launches, changes pricing, or makes a strategic shift.

Competitive Response

A competitor just did something. You have 24-48 hours before sales starts losing deals, leadership starts asking questions, and your team starts wondering if the roadmap needs to change. Claude compresses the analysis; you make the strategic call.

When to Use

• A competitor launched a major feature or product
• A competitor changed pricing or packaging
• A competitor was acquired, raised funding, or pivoted
• Sales is getting objections referencing a competitor move
• Leadership is asking "what are we doing about [competitor]?"

When NOT to Use

• Routine competitive monitoring — set up a Competitive Intelligence Agent (see AGENTIC-WORKFLOWS.md)
• You're doing a deep competitive analysis as part of discovery — use Discovery Process
• You're setting strategy, not responding to a move — use Product Strategy & Vision

The AI-Native Approach

**Traditional response:** Days to weeks of analysis, slide decks, meetings, and eventually a position paper no one reads.

**AI-native response:** 2-4 hours to assess, decide, and arm the team.

| Step | Time | Claude Does | You Do | |---|---|---|---| | Assess the move | 30 min | Gather public info, analyze what changed | Validate accuracy, add inside knowledge | | Evaluate impact | 30 min | Map impact to your users, deals, and roadmap | Apply strategic judgment | | Decide response | 30 min | Generate response options with trade-offs | Make the call: respond, monitor, or ignore | | Arm the team | 1 hr | Draft talking points, objection handlers, FAQs | Review and distribute |

Process

Step 1: Assess the Move (30 minutes)

[Competitor] just [describe what happened — launch, pricing change, acquisition, etc.].

Assess:
- What exactly changed? (features, pricing, positioning, availability)
- Who does this target? (which user segment or market)
- What's the likely strategic intent? (growth play, retention, competitive blocking, new market)
- How does this compare to what we offer?
- What are they NOT doing that our users still need us for?

Sources to check: [their website, changelog, press release, app store, social media]

Step 2: Evaluate Impact on Us (30 minutes)

Given this competitive move, evaluate the impact:

On our users:
- Which of our user segments overlap with their target?
- Are any of our users likely to evaluate or switch?
- Does this change what our users expect from us?

On our pipeline/sales:
- Will this come up in competitive deals?
- Does it change our win/loss dynamics?
- Do we need updated competitive positioning?

On our roadmap:
- Does this validate or invalidate anything we're building?
- Does this change the urgency of any planned initiative?
- Is there something we should accelerate, and what would we defer?

Rate overall impact: high (threatens core business), medium (affects some
segments or deals), low (noise, no action needed).

Step 3: Decide the Response (30 minutes)

Generate response options:

Option A — Respond directly:
- What we'd build or change and timeline
- What we'd defer to make room
- Risk: are we chasing their strategy instead of executing ours?

Option B — Monitor and prepare:
- Watch for user/market reaction before committing resources
- Prepare talking points for sales and CS now
- Set a review point in [2-4 weeks] to reassess
- Risk: we might lose deals in the interim

Option C — Ignore:
- This doesn't affect our core users or strategy
- Our differentiation is intact
- Risk: we're wrong about the impact

For each option: what it costs, what it gets us, and when we'd know if it worked.

Make the call. Most competitor moves deserve Option B. Resist the urge to react to every launch.

Step 4: Arm the Team (1 hour)

Regardless of strategic response, your customer-facing teams need talking points now.

Draft competitive response materials:

For Sales — Objection handling:
- "But [competitor] just launched [feature]" → [response with our differentiation]
- Positioning: why we're still the better choice for [our target segment]
- What to say about our roadmap without over-promising

For Customer Success — Proactive talking points:
- For at-risk customers who might be evaluating: [what to say]
- For customers who ask about it: [factual comparison without FUD]

For Leadership — Assessment brief:
- What happened (2 sentences)
- Impact assessment (high/medium/low with reasoning)
- Recommended response
- What we're doing right now

Output

• Competitive move assessment (what changed, who it targets, strategic intent)
• Impact evaluation (users, pipeline, roadmap)
• Response recommendation with options and trade-offs
• Sales objection handlers and CS talking points
• Leadership brief

Common Pitfalls

1. **Reacting to every move.** Not every competitor launch warrants a response. If your strategy is sound, most moves are noise. Respond to threats to your core, not distractions. 2. **Copying instead of differentiating.** "They have it so we need it" is the weakest product rationale. Ask: does our user need this? Not: does our competitor have this? 3. **Slow response on talking points.** Even if the strategic response takes weeks, sales and CS need talking points within 24 hours. Arm the team immediately. 4. **FUD in competitive materials.** Never trash the competitor. State facts, highlight your strengths, and let the customer decide. FUD backfires. 5. **Forgetting to follow up.** Set a review date. Was the impact what you predicted? Did the response work? Update your assessment.

Related Skills

• [Product Strategy & Vision](../product-strategy-vision/SKILL.md) — when a competitive shift requires strategic repositioning
• [Stakeholder Alignment](../stakeholder-alignment/SKILL.md) — when the response requires executive decision-making
• [Go-to-M