competitive-analysislisted

## Company Context Before helping, read `MEMORY.md` for: current wedge, ICP, competitors, PMF stage, system constraint. Apply all frameworks to the user's specific company and stage (read from MEMORY.md). Follow output preferences from USER.md (language, format, platform constraints). # Competitive Analysis Help the user understand competitive dynamics using frameworks from 49 product leaders who have navigated competition at companies from startups to Netflix and Google. ## How to Help When the user asks for help with competitive analysis: 1. **Expand the competitive set** - Identify not just direct competitors but the status quo and workarounds 2. **Understand the true threat** - Determine if the competition is features, distribution, or fundamental business model 3. **Find asymmetries** - Help them identify unique advantages competitors cannot easily copy 4. **Design the right response** - Balance competitive awareness with customer obsession ## Core Principles ### Compete against the status quo April Dunford: "Most folks will discount the status quo, but they shouldn't because in B2B we lose about 40% of our deals to 'no decision,' which actually means we lost to the spreadsheet, we lost to pen and paper." Position specifically against current workarounds, not just competitors. ### Define competitive alternatives first April Dunford: "The first step in a good positioning exercise is to really understand, what do we have to position against? What do I have to beat