Competitor analysis is one of the most cited tools in marketing management and one of the least effectively used in real life. Whether you’re a marketing management student preparing a strategy report or a small business owner trying to make market-driven decisions, you’ve likely asked yourself:
“What am I supposed to do with all this information?”
There are some competitors, and a few are doing great. Now what?
The market leader is using specific channels, some are too expensive, what can we (the business) do?
We have three main competitors in the region, with x% of market share. These are their strengths and weaknesses. So, what can we do? Where to start?
The list goes on.
Too often, competitor research ends in a long list of who’s doing what without any real next steps. So, if you’d like to demystify this tool and generate actionable steps with it, this article might be useful.
This post will focus on turning analysis into action, especially for SMEs and early-stage businesses with limited resources.
How to Identify Strategic Competitors
Not all competitors are relevant. Early-stage businesses and SMEs often waste time analysing industry giants whose strategies don’t apply to their realities.
Instead, focus on strategic competitors: businesses similar to yours in size, target market, geography, and resource levels. These are the players you’re most likely to learn from, compete with, and differentiate against.
Use the Strategic Competitor Filter:
Ask yourself:
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Do they target the same customer segment?
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Are they operating in the same region or niche?
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Are their pricing and product positioning comparable?
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Do they share similar constraints (e.g. limited budget, small team)?
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Are they competing on similar value propositions?
Example: If your client is launching a regional language school, your strategic competitors are not global apps like Duolingo, but education providers with similar delivery models and market access.
Once you’ve identified 3–5 strategic competitors, you’re ready to extract insights that actually matter to your client.
From Insights to Action Plan
Gathering insights is useful, but it’s not strategy until it leads to decisions. To move from research to real-world action, based on the importance, ease of implementation and cost, we can limit the list of actions to a few that we are sure it will be implemented.
Conclusion: Knowledge in Action
Competitor analysis isn’t about admiring the market leaders or mimicking their every move; it’s about making smarter decisions based on what’s relevant to your size, your customers, and your resources.
By focusing on strategic competitors and applying simple but effective filters, which are identifying minimum standards, spotting blind spots and anticipating shifts, your analysis becomes a strategic tool, not just a research task.
For SMEs and early-stage businesses, even small insights can lead to meaningful changes. The key is to keep it actionable: prioritise based on what matters, what’s feasible, and what drives value.
Competitor analysis can become more than a research or slide in the deck, it becomes a catalyst for focus, differentiation, and growth.