How to assess competitors in Kenya without relying on guesswork

Start with the decision you need to make

“Research the competition” is too broad to guide useful work. Replace it with a decision: should we enter a particular county, change our package, serve a different customer group or test a new distribution channel? Write down the options and the date by which you need an answer.

Then define the market. A Nairobi business selling a managed service to institutions is not necessarily competing with every Kenyan business that uses the same service label. Customer type, location, purchasing process, inclusions and delivery model all affect who belongs in the comparison.

Our suggested starting brief has four lines: the customer, the problem they are buying a solution for, the alternatives they can choose and the decision your organisation must make. This is a working framework, not a guarantee that a market opportunity exists.

Build an evidence register before a ranking

Make a short list of direct competitors and substitutes. A substitute might be an internal team, a spreadsheet or a different way of solving the customer’s problem. Include it if a buyer could realistically choose it instead of your offer.

For every observation, record the source URL, collection date, geographical relevance and exact offer being described. Distinguish an observed fact from your interpretation. “The website lists three support tiers” is an observation. “Customers prefer the middle tier” needs separate evidence.

Use sector evidence for context. The KNBS Economic Surveys provide official economic reporting. Check the edition, reference period and sector definition before using a figure. A broad sector trend does not establish demand for one SME’s specific offer.

Compare the offer, not just the headline price

A low advertised price can exclude delivery, revisions, setup, support or taxes. Record the unit, currency, package boundaries and any conditions. Mark a missing price as “not publicly stated”; do not turn missing information into a zero.

Resist the temptation to score everything immediately. A neat score can hide arbitrary weights and incomplete data. If scoring helps a decision, explain the criteria, weights and unknowns, then test whether a reasonable change in those weights changes the result.

Turn observations into questions worth testing

Imagine an illustrative maintenance business comparing service packages. Three competitors advertise quick response, but none publishes a clear service boundary. This may suggest an opportunity to explain coverage better. It does not establish that buyers will pay more for it.

A useful next step could be a small set of explicitly exploratory customer conversations or a carefully measured offer test. The method, consent arrangements and limitations should be agreed separately. Do not present a handful of conversations as representative market research.

End each finding with three statements: what the evidence shows, what it could mean and what would change your interpretation. This keeps an attractive story from becoming an untested business commitment.

Make the assessment usable after the meeting

A decision brief should identify the choice, supporting evidence, risks and unresolved questions. The full register can sit behind it for checking. Assign an owner and review date to volatile information such as prices and product availability.

Competitor research should use lawful public information and information you are authorised to access. Do not impersonate customers to obtain confidential proposals or include personal information simply because it can be found online.

If findings need to become a clear board paper, business profile or digital presentation, Sage Design Lab provides the related design and communication service. Keep the evidence trail intact as the presentation becomes more polished.

The aim is a decision that is better informed and easier to revisit. A good assessment may conclude that the evidence is insufficient and identify the least expensive way to resolve the uncertainty.

Sources & editorial note

1. Kenya National Bureau of Statistics — Economic Surveys. Official economic context; inspect the relevant edition and reference period. No market-size figures are reproduced in this article.

Sources reviewed 25 October 2026. Frameworks, examples and suggested next steps are Sage Advisory editorial analysis. All business scenarios and numerical examples are illustrative. No client outcomes are represented. Published by the Sage Advisory editorial desk.