Competitive landscape assessment for a product: rivals, substitutes and strategy

Take a project, either one the interviewer names or one you choose, and assess its competition: who it really competes with, how it compares with them, and what that means for the project. ```hint Start from the customer's alternative Before naming any companies, ask what a customer would use if this project did not exist. The answer is often wider than the products that look similar. ``` ### Clarifying Questions - Is the project one of the company's own products, a product it is thinking of building, or any product I choose? - What decision should the assessment inform: whether to enter a market, how to position against one rival, or what to build next? - Should I limit the analysis to one country or customer segment, since the competitor set changes by market? - Can I assume only public information, or also internal data such as win/loss notes and churn reasons? ### What a Strong Answer Covers - A market definition built from the customer's need, separating direct competitors, indirect competitors, substitutes and likely new entrants - Comparison dimensions weighted by what the target customer values, with a source of evidence for each - A profile of each serious competitor: who it serves best, what it optimizes for and its likely next move - Where the project wins, matches or trails, turned into a clear recommendation on where to compete and where not to - How the assessment stays current and which signals would change the plan ### Follow-up Questions - A much better funded company announces a near-identical product. How does your assessment change? - Which one competitor would you track most closely, and what signal from them would make you change strategy? - How would you test your conclusions with customers instead of relying on public information alone?