Real moats are usually one of a handful of things: network effects, where the product gets better as more people use it; switching costs, where leaving is painful; proprietary data or distribution nobody else has; genuine cost advantages; or a brand people specifically ask for. Features are not a moat — anything visible can be rebuilt in a quarter. Being first is not a moat either, unless being first bought you one of the above.
Small businesses are often told they cannot have moats, which is wrong; theirs are just narrower. Deep specialisation in one trade, ten years of relationships in one town, an operational routine competitors find tedious to imitate — these hold competitors off perfectly well at your scale. The founder's job is to know which one is actually protecting the business, because that is the thing to keep investing in when a bigger competitor turns up and you are choosing what to defend.
A concrete example: two bookkeeping firms serve local restaurants at similar prices. One competes on being cheap and loses clients whenever someone cheaper appears. The other has spent four years building a chart of accounts and reporting pack specific to restaurants, integrated with the two till systems those clients use, holding several years of each client's history. Moving away means re-entering years of data and losing comparability. That is a moat — unglamorous, invisible from outside, and the reason its clients stay.