The usual way to go about analyzing Competitor strength is to go ahead and build a SWOT analysis starting with the strengths and moving into the weaknesses.The key point here is that you need to reduce whatever anxiety the client has with your firm. Go through each objection they may have and show how you are a safer bet and are more likely to deliver the goods, ahead of schedule. 

Often I have seen people feel overtly cocky about the SOAR meet and then get shot down in a couple of seconds, so in order to prevent the sort of disasters that SOAR meets can be, I have laid down some important points which can be followed to ensure your proposal has a fighting chance to succeed
The best advice/guidelines that I usually lay down for a modelling process especially a client facing data model is as follows :
As real life modelling is usually not linear and tends to be highly interactive, I have often tried to detail the activities involved in a modelling process, some of them are explained as follows :

Whenever asked to advise on a framework that helps project an ideal set of rules and architecture for the management of complex IT products, I have always recommended the Zachman Framework as it helps define how perspectives are related according to certain rules or abstractions and also the schema of the architecture

When asked to explain the schedule and the timelines for a given project, I have often relied on the RUP process chart to explain the entire schedule as it provides a disciplined approach to assigning tasks and responsibilities . The obvious goal is to ensure the production of high-quality tools that meets the needs of its end-users, within a predictable schedule and budget. 

This is one of the questions that have often cropped up while discussing the business plan with the sales team. My personal opinion to them, is to always include cash flow Balances/Projections  in the Business plan because it acts as an ingredient that helps project the fact that our business operates smoothly.

There is a need to effectively assess opportunities so that they can be managed effectively, in order to do that we had to often classify an opportunity into three categories.

Apart from the usual Business Case reports that we help design ( See  Build Effective Business Case *Article* ) I have often been asked to give an alternative option for people who might find the first approach a little too complex. This is usually a less detailed subjective summary of the business case containing lesser heuristics for such business cases.  I usually advise business cases built on a certain road-map.

Business value is a critical component that needs to be projected effectively, in order to do that I have gone ahead and compiled a list of areas where they can be explored, Although some of them can be a little tricky to quantify, but then this is something that needs to be discussed with your marketing / Solutions/ Finance/ Leadership  teams to see if they have any data to support the claims.

Although this is something that appears to quite a basic accepted practice across all software & service companies, but I am just mentioning this since I found out that a ot of Sales reps are not aware of this so let's get that cleared !

Before any sale, we should ensure that steps should be taken to secure the best value in any deal. This is a vital element before contemplating any transaction. We usually tend to use very basic due diligence models which allow us to assess the potential clients in terms of their financial health and how they may contribute towards our growth
Usually while designing a Due Diligence scorecard we take into account the following factors