A customer rarely compares your offer only with the competitor you choose to name. They may compare it with a spreadsheet, an internal hire, a smaller purchase or postponing the problem. Your positioning becomes clearer when it acknowledges that real decision.
List the actual alternatives
Ask prospects what they would do if your product did not exist. Their answers can reveal why a page feels unconvincing. You may be explaining advanced features while they are still deciding whether the problem deserves attention.
For a hypothetical scheduling product, the alternative might be a shared calendar rather than another subscription. Explain what changes when the team moves from one to the other: ownership, reminders, visibility and maintenance. Include what the simpler option still does well.
Compare on the customer’s criteria
A fair comparison uses criteria relevant to the task. Setup time, recurring work, limits and support may matter more than the length of a feature list. Do not choose a deliberately weak alternative just to make your preferred option look sensible.
The vending-machine anecdote in my old scripts claims that putting two competing machines together doubles sales. Without a source for that result, it should remain an illustration of a question—not evidence. The useful question is how the presence of alternatives changes what a person evaluates.
Leave room for “not yet”
A comparison can help someone conclude that their current approach is adequate. That answer is still useful. It tells you which condition would make your offer relevant later.
Build a page that supports a decision you can stand behind, including its limits. A person who understands the trade-off is better prepared to use what they buy.