Reporting · 12 min read · Updated 1 Aug 2026
Competitive Intelligence Report Template (Free CI Report Framework)
A blank competitive intelligence report you can fill in today, plus the guidance for what belongs in each field. Built around what changed since the last report rather than what is true in general, which is the difference between a report people read and one they archive unopened.
Copy pastes straight into Google Sheets or Excel with the columns intact. Downloads are free with a work email.
The competitive intelligence report template
This is exactly what you get when you copy or download. Blank fields are yours to fill in; each table ships with one example row to show the pattern, which you delete.
Report header
Fill this in first. A report with no named audience gets written for everyone and read by nobody.
- Reporting periodThe window this report covers, e.g. Q1 2026 or 1-31 March
- Prepared forThe specific team or forum that will act on it
- Competitors coveredNamed products, and say who was deliberately left out
- OwnerOne named person, not a team
- Date publishedThe date the claims below were last verified
- Next report dueThe cadence, agreed up front
1. Executive summary
Write this last, put it first. If a reader stops here, they should still know what changed and what you need from them.
- Headline this periodOne sentence: the single most important change
- Biggest changeWhat moved, and how it affects our plan
- Biggest riskThe development most likely to cost us deals or share
- Biggest opportunityThe gap or mistake we can act on now
- Decision needed from this reportThe specific choice you are asking the reader to make
2. What changed this period
First row is an example, delete it. Only changes inside the reporting window. Anything unchanged belongs in the competitor profile, not here.
| Competitor | What changed | Date observed | Source (link) | Signal strength |
|---|---|---|---|---|
| ExampleAcme Analytics Pro | Moved SSO from the entry tier to Business | 12 Mar | Their pricing page | Confirmed |
3. Product and feature moves
First row is an example, delete it. Record what shipped, not what was announced on a roadmap page.
| Competitor | What shipped | What it gives their buyer | Overlap with our roadmap | Source (link + date) |
|---|---|---|---|---|
| ExampleAcme Analytics Pro | Native Slack alerting | Signals reach reps without opening the tool | Overlaps our Q3 distribution work | Changelog, 8 Mar |
4. Pricing and packaging changes
First row is an example, delete it. Record published prices only. Never estimate a competitor's price in a document that leadership will quote.
| Competitor | What changed | Before and after | Who it affects | Source (link + date) |
|---|---|---|---|---|
| ExampleAcme Analytics Pro | Entry tier repriced | $19 to $25 per user per month | SMB deals under 50 seats | Pricing page, 12 Mar |
5. Positioning and messaging shifts
First row is an example, delete it. This section predicts their next move, which is why it is worth more than the feature rows above it.
| Competitor | Claim they led with before | Claim they lead with now | What the shift suggests | Source (link + date) |
|---|---|---|---|---|
| ExampleAcme Analytics Pro | "The all-in-one workspace for growing teams" | "Enterprise-grade competitive intelligence" | Moving up-market, likely leaving SMB exposed | Homepage, 14 Mar |
6. Field intelligence from deals
First row is an example, delete it. This is the only section your competitors cannot read. Quote what the buyer said, not what the rep concluded.
| Deal or account | Competitor | Outcome | Reason the buyer gave | Where it came from |
|---|---|---|---|---|
| ExampleNorthwind (140 seats) | Acme Analytics Pro | Lost | "Your reporting could not match their exports" | Loss interview, 6 Mar |
7. Market and category signals
First row is an example, delete it. Signals about the category rather than one competitor: funding, entrants, regulation, analyst coverage, buyer behaviour.
| Signal | What happened | Why it matters to us | Confidence | Source (link + date) |
|---|---|---|---|---|
| ExampleNew entrant | A workflow vendor added competitor tracking | Bundling pressure on our entry tier | Likely | Their launch post, 3 Mar |
8. Threat assessment
First row is an example, delete it. One row per competitor covered. Changing a threat level without saying what changed is how these reports lose credibility.
| Competitor | Threat level this period | Change since last report | What would raise it | What we are watching |
|---|---|---|---|---|
| ExampleAcme Analytics Pro | High | Up from Medium | A native CRM integration | Job postings for enterprise sales |
9. Decisions, owners and dates
First row is an example, delete it. The only section leadership will read twice. Every row needs a person and a date.
| Finding | What we will do | Owner | By when | How we will know it worked |
|---|---|---|---|---|
| ExampleThey moved SSO out of the entry tier | Add an SSO-included line to pricing page and battlecards | Marie, PMM | 14 Apr | SSO objection rate in deals drops |
How to fill in your competitive intelligence report
How to fill in the competitive intelligence report header
The header is what turns a document into a habit. Two fields do the work: the named audience and the next report due date. A report addressed to "the business" is written for everyone and read by nobody, and a report with no next date is a one-off that quietly becomes the last one anybody wrote.
Reporting period
A window, not a moment: "1-31 March" or "Q1 2026". This is what licences you to leave out everything that did not change, which is most of what you know.
Prepared for
Name the forum that will act on it: "Product and sales leadership, monthly GTM review". If you cannot name the meeting where it gets discussed, find that meeting before you write the report.
Competitors covered
Named products, plus an explicit note on who was excluded: "Acme, Bravo, Contoso. Delta excluded: no pipeline overlap this quarter." Saying what you left out is what stops a reader assuming you missed it.
Owner
One named person: "Marie, PMM". Reports owned by a function are the ones that stop appearing after two cycles, because writing them is nobody's calendar item.
Date published
The date you last verified the claims, not the date you started drafting. Everything below inherits this date, and readers will use it to decide how much to trust the pricing rows.
Next report due
Set the cadence here and hold it. Monthly works for fast-moving categories, quarterly for slower ones. A predictable, slightly thinner report beats an ambitious one that arrives twice a year.
How to write the executive summary of a competitive intelligence report
Write it last and put it first. Most readers of a competitive intelligence report will read this block and nothing else, which is not a failure of the reader: it is the correct behaviour for an executive who needs the decision, not the working. Treat the five fields as the whole report for that audience.
Headline this period
One sentence, specific enough to be wrong: "Acme moved up-market and left SMB pricing exposed." Not "the competitive landscape continues to evolve", which is true of every period and therefore says nothing.
Biggest change
What moved and what it does to our plan: "Acme repriced the entry tier to $25; our SMB price advantage narrowed from 40% to 15%." Include the number when you have one.
Biggest risk
The development most likely to cost deals or share, stated with the mechanism: "If their CRM integration ships in Q3, we lose the workflow argument in ops-led evaluations."
Biggest opportunity
The gap you can act on now: "Their SMB tier lost SSO, and SSO appears in 60% of our mid-market requirements." Opportunities without an action are observations.
Decision needed from this report
The single most important field, and the one usually missing. Write the choice: "Do we hold SMB pricing or match?" A report that asks for nothing gets no response, and a report that gets no response gets cancelled.
How to fill in what changed this period
This section is the reason the report exists. A competitive intelligence report is a delta document: it covers what moved inside the reporting window, not what is true about your competitors in general. The standing facts belong in a competitor profile that this report links to. Repeating them every cycle is the single fastest way to train readers to skim.
Competitor
The named product, matching the names used elsewhere in the report so a reader can follow one competitor down the page.
What changed
One line, factual, no interpretation: "Moved SSO from the entry tier to Business." Interpretation belongs in the last column of section 7 and in the decisions block, where it is labelled as such.
Date observed
When you saw it, which is not always when it happened. If you found a change in March that shipped in January, both dates matter and the gap is itself a finding about your monitoring.
Source (link)
A direct link: their pricing page, changelog, press release, job posting, or the review you read it in. A row with no source should not be in a document that leadership quotes.
Signal strength
Three values are enough: Confirmed (you can point at it), Likely (multiple indirect indicators), Unconfirmed (one report, unverified). Labelling confidence is what lets a reader act on a Likely row without treating it as fact, and it is the habit that most separates an intelligence report from a news roundup.
How to fill in product and feature moves
Record what shipped, not what was announced. Roadmap pages and conference keynotes are marketing artifacts, and treating them as delivery is how teams end up defending against features that never arrived. If you include an announcement, label it as one in the source column.
What shipped
The change in their words where possible: "Native Slack alerting". Changelogs, release notes, docs updates and help-centre pages are the reliable sources; the press release is not.
What it gives their buyer
Translate into outcome, not feature: "Signals reach reps without opening the tool." This column is what tells a reader whether the release matters, and most reports omit it and list feature names instead.
Overlap with our roadmap
Be direct: "Overlaps our Q3 distribution work" or "No overlap, adjacent market." This is the row product actually reads, and it is the one that turns a report into a roadmap conversation.
Source (link + date)
"Changelog, 8 Mar". If the only evidence is a customer mentioning it on a call, say that, and mark the row Unconfirmed in the previous section rather than presenting it at the same weight.
What to leave out
Minor UI updates and bug fixes. If you cannot write the buyer-outcome column, the release does not earn a row. A long product section is not evidence of good monitoring, it is evidence of no filtering.
How to fill in pricing and packaging changes
Pricing is the section most likely to be quoted out of the report and into a live deal, which makes it the section where being wrong is most expensive. Record only what is published. An estimated competitor price that a prospect corrects in a call damages the credibility of everything else you wrote.
What changed
Name the mechanism, not just the number: "Entry tier repriced", "SSO moved behind Business", "annual commitment now required". Packaging changes cost you more deals than headline price changes and get reported far less often.
Before and after
Both states with units: "$19 to $25 per user per month". A price without a unit and a term cannot be compared, and monthly-versus-annual is where most pricing arguments actually live.
Who it affects
The segment and deal shape: "SMB deals under 50 seats". This is what tells sales whether to change anything on Monday.
Source (link + date)
"Pricing page, 12 Mar". If pricing is contact-sales only, write "not published" rather than an inferred figure. Screenshots dated at capture are worth keeping, because pricing pages change without notice.
When there is nothing to report
Write "No published pricing changes this period." An empty section reads as an oversight; an explicit line reads as coverage, and it takes five seconds.
How to fill in positioning and messaging shifts
Feature rows tell you where a competitor is. Messaging tells you where they are going, and it usually changes before the product does. A homepage headline that moves from "for growing teams" to "enterprise-grade" has told you more about next year than a quarter of release notes will.
Claim they led with before
Their previous headline, verbatim and in quotes. Keep an archive: a dated screenshot each cycle, or a public web archive link. Without the before, the after is just a sentence.
Claim they lead with now
The current headline, verbatim. Resist tidying their wording into yours. The exact phrase matters because it is what their buyers will repeat back to your reps.
What the shift suggests
One line of interpretation, clearly labelled as interpretation: "Moving up-market, likely leaving SMB exposed." Say what would confirm it, so the next report can check rather than re-guess.
Source (link + date)
"Homepage, 14 Mar". Homepage, pricing page, ad copy and the top of their careers page are the four places a repositioning shows up first.
Where else to look
Job postings are the most under-used signal in this section. A run of enterprise account executive and security compliance roles confirms an up-market move weeks before the website catches up.
How to fill in field intelligence from deals
Everything else in this report is available to your competitors, because it comes from public sources they can also read. This section is not. What buyers actually said when they chose or rejected you is proprietary, and it is consistently the section that changes minds in the room, which is why leaving it thin is such a common and costly mistake.
Deal or account
Enough to identify it and size it: "Northwind (140 seats)". Follow whatever anonymisation your team has agreed, and be consistent about it.
Outcome
Won, lost, or stalled. Stalled deals are usually missing from these reports and are often the most informative, because nothing forced the buyer to articulate a reason.
Reason the buyer gave
Their words in quotes: "Your reporting could not match their exports." Not the rep's summary, which reliably converts a product gap into a pricing objection.
Where it came from
"Loss interview, 6 Mar" or "call recording" or "CRM note". Sources differ in reliability: a structured loss interview is worth several CRM notes, and the reader should be able to tell which they are looking at.
How much to include
Three to five deals that show a pattern, not every deal in the period. If the same reason appears three times, that is the row to lead with, and it belongs in the executive summary.
How to fill in market and category signals
This section covers the category rather than any single competitor: new entrants, funding, consolidation, regulation, analyst coverage and shifts in how buyers evaluate. It is where the threats that do not yet have a name show up, and it is the first section to get cut when a report is rushed, which is exactly backwards.
Signal
A short type label so the section stays scannable: "New entrant", "Funding", "Consolidation", "Regulation", "Buying behaviour".
What happened
The fact, in one line: "A workflow vendor added competitor tracking." Adjacent players entering your category are more dangerous than direct competitors improving, and they are systematically under-reported because nobody is monitoring them.
Why it matters to us
The mechanism by which it reaches you: "Bundling pressure on our entry tier." If you cannot write this column, the signal is interesting rather than relevant, and it belongs in a watch list instead.
Confidence
Same three-value scale as section 2: Confirmed, Likely, Unconfirmed. Market signals are the rows most often built on inference, so labelling confidence matters more here than anywhere else.
Source (link + date)
Funding databases, industry press, analyst notes, review sites and your own buyers. Name which one, because a reader weighing a Likely row will want to know whether it came from a filing or a rumour.
How to fill in the threat assessment
One row per competitor covered, so the reader gets a consistent scoreboard across periods. The value is entirely in the change column: a level that has never moved teaches a reader nothing, and a level that moves without an explanation teaches them not to trust the scale.
Threat level this period
Three levels are plenty: High, Medium, Low. Define them once, in writing, and reuse the definitions. "High: appears in more than a quarter of competitive deals and we lose more than half" is a definition; "High: very threatening" is a feeling.
Change since last report
"Up from Medium", "Unchanged", "Down from High". If a level moved, the reason must appear in one of the sections above. A threat level that moves on vibes is how the whole report loses its authority.
What would raise it
A specific, checkable trigger: "A native CRM integration." This turns the assessment into a monitoring instruction rather than a judgement, and it makes the next report faster to write.
What we are watching
The observable you will check next cycle: "Job postings for enterprise sales." Name the source so the next person can run the same check and get a comparable answer.
Be willing to lower a level
Threat levels that only ever go up are not an assessment, they are an argument for budget. Lowering one when the evidence supports it is what makes the increases credible.
How to fill in the decisions section of your competitive intelligence report
Everything above is research. This is the section that makes it worth writing. The dominant failure of competitive intelligence reporting is not weak collection, it is reports that end in a summary rather than in things someone owns. If nothing here changes, the next report is a newsletter.
Finding
Traceable to a row above, not invented here: "They moved SSO out of the entry tier." If a decision has no supporting row, either the row is missing or the decision is not really from this report.
What we will do
A concrete action: "Add an SSO-included line to the pricing page and battlecards." "Continue to monitor" is not an action, and a decisions block full of monitoring is a report that decided nothing.
Owner
A named person: "Marie, PMM". Rows owned by a department are the rows still open at the next report, and they are what makes a standing agenda item feel like a waste of time.
By when
A real date: "14 Apr". "Next quarter" reliably means never, and it removes the only mechanism the next report has for checking progress.
How we will know it worked
An observable change: "SSO objection rate in deals drops." This is what lets the next report open with what happened to last period's decisions, which is the single strongest way to make the report matter.
How many rows
Three to five. A report producing fifteen decisions has produced none, because the reader will not pick, and unpicked lists decay into a backlog nobody revisits.
Sourcing and upkeep: keeping a competitive intelligence report worth reading
These rules apply to every section above. Competitive intelligence reports rarely die because the structure was wrong. They die because they became a recap of things the reader already knew, because a number turned out to be invented, or because nobody could tell which lines were facts and which were guesses.
Report the delta, not the state
Every cycle, the question is what changed. Standing facts live in the competitor profiles this report links to. A report that restates them each period trains its audience to skim it, and skimming becomes not opening.
Label confidence on every claim
Confirmed, Likely, Unconfirmed. This is the habit that separates an intelligence report from a news roundup: it lets a reader act on an uncertain signal at the right weight instead of either ignoring it or over-trusting it.
Separate fact from interpretation
"Their entry tier is now $25" is a fact. "They are moving up-market" is an interpretation. Both belong in the report, but a reader must be able to tell which is which at a glance, or they will discount both.
Source every factual claim
A link and a date on pricing, features, funding and headcount. Quote reviews and buyers verbatim rather than paraphrasing them into something nobody said. Anything unsourceable is removed, not softened.
Keep it to a fixed length
Two pages, or one screen plus appendix. A report whose length grows with the amount collected will eventually exceed what anyone reads, and the first thing to be cut will be the decisions at the end.
Open with last period's decisions
Before the new findings, state what was decided last time and what happened. This is the cheapest possible upgrade to a reporting cycle and almost nobody does it: it turns a stream of reports into an accountable loop.
Hold the cadence
A predictable, slightly thinner monthly report beats an ambitious quarterly one that slips. Cadence is what makes the report a habit, and habits survive reorganisations that individual documents do not.
How to roll out your competitive intelligence report
- 1Copy or download the blank template. Use Copy to paste it straight into Google Sheets or Excel with the columns intact, or download the CSV, Notion or PDF version.
- 2Name the audience and the decision first. Fill in the header before you collect anything. A report written for a named forum is a different, shorter document than one written for the business in general.
- 3Delete the example rows. Each table ships with one example row so the pattern is obvious. Remove it before you circulate the report.
- 4Collect only what changed in the period. Standing facts belong in the competitor profiles. Restating them each cycle is what turns a report into something people skim.
- 5Label every claim Confirmed, Likely or Unconfirmed. Confidence labelling is what lets a reader act on an uncertain signal at the right weight instead of ignoring it or over-trusting it.
- 6Fill the field intelligence section properly. It is the only part of the report your competitors cannot also read, and it is the part that changes minds in the room.
- 7Write the executive summary last. It has to name the decision you are asking for. A report that asks for nothing gets no response, and reports that get no response get cancelled.
- 8Finish with three to five owned decisions. Each with a named person, a real date and an observable result. Open the next report with what happened to them.
Competitive intelligence report FAQ
What is a competitive intelligence report?
A competitive intelligence report is a periodic document that tells a named audience what changed in the competitive environment since the last one, what it means, and what should be done about it. The emphasis on change is what makes it a report rather than a profile: standing facts about each competitor belong in a competitor profile, while the report covers the delta and ends in decisions.
How do you make a competitive intelligence report?
Start with the header: name the audience, the reporting period, the competitors covered and the next due date. Collect only what changed in the window across product, pricing, messaging, deals and the wider market, sourcing every claim with a link and a date. Label each claim Confirmed, Likely or Unconfirmed. Assess threat levels against the last report, then write three to five decisions with owners and dates. Write the executive summary last and put it first.
How do you structure an intelligence report?
Inverted pyramid: conclusion first, evidence after. An executive summary that names the decision needed, then sections ordered by how much they change behaviour, and a decisions block at the end. This template uses nine blocks: executive summary, what changed, product moves, pricing, messaging, field intelligence from deals, market signals, threat assessment, and decisions. The order matters more than the section names, because most readers stop after the first block.
What are the 5 components of a report?
For an intelligence report: scope (period, audience, what is covered and what is not), findings (what changed, sourced), assessment (what it means and how confident you are), implications (what it does to our plan), and recommendations (what we will do, who owns it, by when). Reports that omit the assessment layer become news roundups, and reports that omit recommendations get read once.
What does an intelligence report look like?
Two pages at most, or one screen plus an appendix. Scannable tables rather than prose, an executive summary that stands alone, an explicit confidence label on every claim, a source link and a date on every factual row, and a closing block of owned decisions. If it looks like a research paper, it will be read like one, which is to say not at all by the people it was written for.
What should be included in a competitive intelligence report?
Nine blocks: an executive summary naming the decision needed; what changed this period; product and feature moves; pricing and packaging changes; positioning and messaging shifts; field intelligence from won, lost and stalled deals; market and category signals; a threat assessment with movement since last report; and decisions with owners and dates. Field intelligence and the decisions block are the two most commonly omitted, and they are the two that make the report worth circulating.
What is the difference between a competitive intelligence report and a competitive analysis?
A competitive analysis is a deep, one-off comparison built to answer a specific question, such as whether to reposition against a named competitor. A competitive intelligence report is a recurring delta document that tells you what moved since the last cycle. The analysis is the deep dive; the report is the heartbeat. Teams that only run analyses discover changes months late, and teams that only run reports never step back far enough to reconsider strategy.
How often should you produce a competitive intelligence report?
Monthly for fast-moving categories, quarterly for slower ones, and immediately after a major competitor event such as a launch, funding round or repositioning. Cadence matters more than depth: a predictable, slightly thinner monthly report beats an ambitious quarterly one that slips, because the value comes from the audience building a habit around it.
Who should write and own the competitive intelligence report?
Product marketing usually writes it, with input from sales on what happens in deals and from product on capability judgements. What matters more than the function is that one named person owns it. Reports owned by a team are the ones that stop appearing after two cycles, because producing them is nobody's specific calendar commitment.
What are the 7 Ps of competitive intelligence?
There is no established seven-P framework in competitive intelligence, and it is worth saying so plainly rather than repeating a list. The query almost always refers to the 7 Ps of the marketing mix, which came from E. Jerome McCarthy's 4 Ps in 1960 and was extended by Booms and Bitner for services: product, price, place, promotion, people, process and physical evidence. It is a genuine and useful framework, and CI teams do reuse it as a comparison checklist across competitors. It simply was not designed for intelligence work, and pages presenting it as a CI framework are dressing up a marketing model.
What are the 7 basic principles of intelligence?
This comes from military and government intelligence doctrine rather than business competitive intelligence, and different doctrines enumerate the principles differently, so there is no single canonical list of seven. The ones that transfer usefully to a commercial report are: intelligence must answer a decision-maker's actual question, must be timely enough to act on, must be objective rather than shaped to support a preferred conclusion, must state its confidence, must be traceable to a source, must reach the person who needs it, and must be revisited as it ages. Those seven habits improve a business report more than adopting any specific doctrine wholesale.
What are the 5 C's of competition?
The 5 C's are company, customers, competitors, collaborators and climate, which is the situation-analysis framework most often used to frame a market review. In a competitive intelligence report it works well as a collection checklist: it stops you filing a report that covers only competitors while missing a regulatory change, a partner shift or a change in what buyers weigh. The report structure itself should still be organised by what changed, not by the five headings, because readers act on changes rather than on categories.
What are the 5 competitive strategies?
Michael Porter defined three generic strategies: cost leadership, differentiation and focus. Because focus splits into cost focus and differentiation focus, the framework is often presented as four, and Thompson, Strickland and Gamble's strategy textbook expands it to five by adding a best-cost provider strategy. All versions trace back to Porter's original three. For a competitive intelligence report, the useful application is diagnostic: name which strategy each competitor is actually running, then check whether their latest moves are consistent with it. Inconsistency is usually the earliest signal that they are changing direction.
What is an example of competitive intelligence?
A concrete one: you notice a competitor's pricing page moved single sign-on from their entry tier into a higher plan, you check your own deal records and find single sign-on appears in most mid-market requirement lists, and you conclude their entry tier is now weaker in exactly the segment you compete for. The finding becomes an owned action: add an explicit SSO-included line to the pricing page and battlecards by a set date, and track whether the SSO objection rate falls. Collecting the pricing change alone is monitoring; the conclusion and the action are what make it intelligence.
What are the disadvantages of competitive intelligence?
Three are real. Volume without filtering: our study of 500 verified G2 reviews of the four leading CI tools found irrelevant alerts to be the one complaint shared by all four at material frequency, so noise is a category-wide problem rather than a tooling mistake. Staleness: whatever is collected decays, and manual upkeep quietly becomes a job nobody wants. And competitor obsession: teams that watch rivals closely can end up following them rather than their own buyers. A confidence label, a fixed report length and a decisions block that requires an owner all push back against the first two, and keeping the buyer's criteria in the report guards against the third.
What are the common mistakes in competitive analysis reporting?
Five recur. Restating standing facts every cycle instead of reporting what changed. Presenting inference as fact, with no confidence labelling. Estimating competitor pricing rather than recording what is published, which is then quoted in a deal and corrected by the prospect. Leaving out field intelligence from deals, which is the only section competitors cannot also read. And ending with a summary rather than owned decisions, which is why so much competitive research changes nothing.
What does a good competitive analysis report look like?
It is short, it is honest about uncertainty, and it ends in decisions. A reader should be able to tell within one screen what changed, how confident you are, and what you are asking them to do. It names the competitors' genuine strengths, because a report where every rival is weak is not believed by the people who lose deals to them. And it opens by reporting what happened to the previous cycle's decisions, which is the cheapest way to turn a stream of documents into an accountable loop.
How long should a competitive intelligence report be?
Two pages, or one screen plus an appendix for the raw material. The constraint is deliberate: a report whose length grows with the volume collected will eventually exceed what anyone reads, and the first casualty is always the decisions section at the end. If a section cannot fit, that is a filtering problem, not a formatting problem.
Can you write a competitive intelligence report in Excel or Google Sheets?
Yes, and it is a sensible starting point. Use Copy above to paste the whole structure into a sheet with the columns intact, or download the CSV, with one tab per section. The limits arrive later: a spreadsheet never notices that a competitor changed their pricing, so collection stays entirely manual, and the report is only as current as the last time someone had a free afternoon to refresh it.
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