There’s a big difference between competition intelligence and being intelligent about competition. You should learn as much as possible about your competitors. But you don’t gain anything from expressing negative things about them — in writing or in person.

Sure, you strive to be “better” than the rest. You want your customers and clients to know you’re better than the alternatives. But that doesn’t mean you should talk down your competitors, engage in trash talk or point out obvious flaws. The big question becomes: How do I build up myself and my company without putting down anyone or anything else?

Try this approach. List three things you and your company do better than anyone else. Now take these three things as a starting place and list three key elements, points or features under each one. These nine points, coupled with the three things you do best, form an ideal outline for the emails, marketing materials, memos, presentations, proposals or sales pitches you develop.

Emails and memos: You probably won’t want to cover all three things or all nine points. But going back to these items offers a great way to cast whatever you’re going to write in the best possible light with the least excess detail or fluff. Revisiting these items also reminds you to not say anything about competitors. Why waste valuable screen space on something so inconsequential?

Marketing materials and sales pitches: It’s tempting to cast aspersions on the competition in the heat of a sales pitch or marketing presentation. Don’t. Practice your speech, making sure to incorporate the relevant points from the earlier items along with specific examples of how you and your company are the best. If you practice your elevator speech and lengthier pitches, you’ll be less likely to get caught up in trash talk about the competition. It’s easier to stay on message when you’ve practiced.

Presentations: The written word lasts a long time, so be especially careful what you put into presentation materials. Many sales and marketing presentations incorporate slides and supporting material. Much of the written material is left with attendees. Once they have this material, you exert no control over where it goes next. Assume the materials will fall into the hands of your competitors and write accordingly.

Proposals: When writing proposals or anything else or speaking to someone, remember you have no competition. You’re the best solution provider and problem solver. Then, support this statement with examples of how you’re better, less expensive or faster. Don’t mention different suppliers by name, project or other identifying characteristics. Your examples, projects, references and reputation should do most of the talking. By clearly stating your accomplishments and the benefits you provide, you let others infer competitors don’t or can’t do as well. Besides, proposals are often word-limited. Why waste valuable words putting down another company or colleague?

How you speak or write about other people and businesses is really important. Saying bad things about a colleague or another organization only acknowledges you and your company are incompetent, inexperienced and weak. Negativism doesn’t project an image of strength or competence. Showing in a discussion, presentation or in writing why you and your company are the ideal choice projects competence and strength. Examples speak volumes about capabilities and experience.

In selling yourself, a product or service, make your case based on qualifications and experience. Remember: You don’t have any competition. If you need to denigrate another company to win, you lose — in your business standing, professionalism and reputation.