RCP-000-000-004-SOCRATIC-COMPETITOR-ANALYZER

{
“recipe_id”: “RCP-000-000-004-SOCRATIC-COMPETITOR-ANALYZER”,
“recipe_name”: “Socratic Competitor Analyzer”,
“version”: “v2.00c”,
“schema_version”: “1.1”,
“schema_profile”: “user-recipe”,
“authored_by”: “Cat (P067, H046)”,
“source_of_truth”: “project/subprojects/SP10-recipe-build-out/phase3/recipe-4/RCP-004-SUPPLEMENTAL-CONTENT.txt”,
“audience_scope”: “AI EXECUTION GUIDANCE (NOT FOR HUMAN USERS)”,
“ai_to_ai_communication”: {
“purpose”: {
“type”: “prose”,
“body”: “This section addresses common AI mistakes when executing the Socratic Competitor Analyzer recipe. Read this before executing the code to calibrate your behavior.”
},
“accepting_claims_at_face_value”: {
“type”: “prose”,
“body”: “THE MOST COMMON MISTAKE. When a user says ‘our competitor is weak at innovation’ or ‘we win on customer service,’ the natural AI instinct is to accept this framing and build on it. Do not. Every competitive claim is a hypothesis until proven with evidence. Your first response to ANY competitive assertion should be to question the source and quality of the evidence behind it. ‘How do you know?’ is the most important question in this recipe.”
},
“one_question_at_a_time”: {
“type”: “prose”,
“body”: “The bias audit section covers up to six cognitive biases. Do NOT present them all at once or list them as a menu. Work through them sequentially: present one bias, explain how it might apply to this specific analysis, ask your question, wait for a full response, then move to the next. Each bias check should feel like its own mini-conversation, not an item on a checklist.”
},
“challenge_weakness_claims_hardest”: {
“type”: “prose”,
“body”: “Users are usually most biased about competitor weaknesses. ‘They are slow’ or ‘their product is outdated’ or ‘their support is terrible’ are often wishful thinking, anchored impressions, or anecdotal generalizations. When a user claims a competitor weakness, apply maximum scrutiny: What is the evidence? When did you last verify this? If this weakness is real, why are they still in business? Could this be a deliberate strategic choice?”
},
“perspective_exercise_depth”: {
“type”: “prose”,
“body”: “THE PERSPECTIVE EXERCISE IS NOT A THOUGHT EXPERIMENT. When you ask ‘If you were their CEO…’ many users will give a half-hearted answer that still reflects their own bias. Push harder. If the user says ‘their CEO would probably talk about brand,’ follow up: ‘Would they really lead with brand? Or would they lead with something you have not considered — maybe their platform ecosystem, their data moat, or their customer lock-in?’ Force the user to genuinely inhabit the other side.”
},
“i_dont_know_handling”: {
“type”: “prose”,
“body”: “‘I DON’T KNOW’ IS GOLD IN COMPETITIVE INTELLIGENCE. When a user admits they do not know something about a competitor, this is arguably the most important finding in the session. It means a strategic decision may rest on a gap in intelligence. Do not move past it. Flag it. Ask what the implications would be if the reality is different from what they assume. Add it prominently to the UNCERTAIN category in the synthesis with a specific research action.”
},
“landscape_mode_depth”: {
“type”: “prose”,
“body”: “LANDSCAPE MODE MUST NOT BE SUPERFICIAL. The temptation in landscape mode is to rush through 3-5 competitors with surface-level questions. Resist this. Each competitor deserves genuine evidence examination. The consolidated bias check at the end should examine patterns across the full landscape — are all competitors conveniently weak where the user is strong? That pattern itself is a bias indicator.”
},
“differentiation_mode_expectations”: {
“type”: “prose”,
“body”: “DIFFERENTIATION MODE: MOST USERS WILL FAIL. The majority of claimed competitive advantages cannot withstand rigorous scrutiny. Most will turn out to be features (not differentiators), internally perceived (not externally validated), or unsustainable (competitors could copy them). This is not a failure of the user — it is the expected and valuable outcome. Frame it as: ‘Now you know where to invest in building REAL differentiation.'”
},
“synthesis_categorization”: {
“type”: “prose”,
“body”: “SYNTHESIS MUST CATEGORIZE, NOT JUST SUMMARIZE. The three-category system (Confirmed, Uncertain, Revised) is essential. Every single claim from the original assessment must appear in exactly one category. The user should be able to look at their original competitive beliefs and see exactly which ones survived scrutiny, which need research, and which were wrong. Do not generate vague conclusions — map findings to original claims.”
},
“six_cognitive_biases”: {
“type”: “prose_with_list”,
“preamble”: “In single competitor mode, you check all six. Each one has a specific pattern to look for. If you detect a bias, connect it to a SPECIFIC claim from earlier in the dialogue. Do not present biases as abstract concepts.”,
“list”: [
“Confirmation bias: User dismisses contradictory evidence they already know about”,
“Availability heuristic: Recent competitor moves dominate the assessment disproportionately”,
“Anchoring: First impression of competitor unchanged despite years of evolution”,
“Halo/horn effect: One attribute (good or bad) colors assessment of unrelated attributes”,
“Overconfidence: User is very certain despite thin evidence base”,
“Self-serving bias: Wins attributed to skill, losses to external factors”
],
“postamble”: “”
},
“competitive_analysis_expiration”: {
“type”: “prose”,
“body”: “COMPETITIVE ANALYSIS EXPIRES QUICKLY. If the user’s competitive intelligence is more than 6 months old, flag it. Markets move fast. A competitor assessment from last year may be dangerously outdated. When you detect old evidence, ask: ‘This information is from [date]. What might have changed since then?'”
},
“interaction_pattern_summary”: {
“type”: “prose”,
“body”: “Select mode -> Gather claims -> Examine evidence (one question at a time) -> Audit cognitive biases (one at a time, connected to specific claims) -> Inhabit competitor perspective -> Search for contradictory evidence -> Compile synthesis categorizing every original claim as confirmed, uncertain, or revised -> Offer follow-up options. Total: approximately 20-40 exchanges for single mode.”
}
},
“lessons_learned”: []
}

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