Rundown Member Fort Collins, Colorado, USA 3H AGO

I’m a commercial excellence consultant for industrial B2B businesses, and very few of the clients I speak with have a current view of the competition in their market. Nobody has mapped the competitive landscape recently—sometimes they never have. Clients can often name the companies in the market, but they can’t explain what those competitors do differently or why a customer would choose one over them. That gap is expensive. The mid-market manufacturers I work with, typically in the $75 million to $300 million range, usually don’t have a strategy team to close it. The alternatives are consulting rates for research that goes stale as soon as it’s delivered or a generic template that says the same five things about every market. Neither option is necessarily wrong, but neither is very useful. So I built a Claude Skill: an instruction set that runs live research every time instead of pattern-matching to a generic answer. The input is simple: the company name, its brand voice, the research scope, the geography, and a known competitor list if one is available. Before researching a single competitor, the Skill states the decision the report needs to inform—for example, whether to enter a vertical, how to price against a rival, or where to direct sales next quarter. It checks the client’s own website and capabilities next; an early version once recommended something the client already had. It then maps the competitive field across five tiers: direct, adjacent, disruptor, new entrant, and aspirational for PE-backed clients. It checks Asia-Pacific specifically because that’s the blind spot I’ve seen missed most often. Market size carries a confidence flag instead of false precision. Findings become battlecards phrased the way reps actually talk, rather than in analyst language. The report also includes a threat ranking with a timeline attached, then closes with three opportunities, three risks, and four to six moves for the quarter. Every recommendation is filtered through the original decision instead of being included simply because the research was interesting. The output is two files: an interactive HTML report and a matching PDF. Both are built entirely in HTML and CSS rather than with canvas charts, which can break in exactly the ways that matter—blank on load or missing from the PDF. None of what makes this useful is the AI itself. The important work is naming the decision before researching a competitor, checking what the client already has, tagging confidence instead of faking precision, and writing like a rep rather than an analyst. That’s the difference between a report that gets skimmed once and one that gets acted on. This is one piece of a bigger system I run for industrial manufacturers applying AI to their commercial function. I teach the underlying version of this workflow live. Step-by-step: 1. I provide Claude Skill with the company name, brand voice, research scope, geography, and known competitor list, if available. 2. I define the decision the report needs to inform, such as entering a vertical, pricing against a rival, or directing sales next quarter. 3. I have the Skill check the client’s website and capabilities before researching competitors. 4. I map the competitive field across direct, adjacent, disruptor, new entrant, and, for PE-backed clients, aspirational competitors. 5. I check Asia-Pacific specifically to address a commonly missed blind spot. 6. I assign confidence flags to market-size estimates rather than presenting false precision. 7. I turn the findings into sales-rep-friendly battlecards and add a threat ranking with a timeline. 8. I close the report with three opportunities, three risks, and four to six quarterly moves tied back to the original decision. 9. I deliver the result as an interactive HTML report and a matching PDF, using HTML and CSS instead of canvas charts.