The hero section of a SaaS landing page
A headline, subheading and button that make it clear what this is and why — in five seconds.
Le prompt
Write the hero section of a landing page for a SaaS product. Product: {what it does} For whom: {a narrow audience} What work it replaces: {what the person does today} The main benefit in numbers: {time, money or errors saved} Model: {free tier / trial / paid only} How it differs from the nearest competitor: {a fact} Give me: 1. Five headline options: clear rather than clever. No metaphors and no use of the word "platform". 2. A subheading for each: who it's for and what happens after signing up. 3. Button copy — three options, at different levels of commitment. 4. A line under the button that removes fear: card, cancellation, setup time. 5. Three pieces of proof to sit beside the hero that you can show without an existing customer base. 6. What to remove: the standard phrases that say nothing. 7. A test: read the headline aloud and say whether someone hearing about the product for the first time would understand it. Write it so the headline makes the product's job clear even without the image.
Ce qui est entre accolades est à remplacer par vos données.
Exemple de résultat
Headline: "Client invoices straight from your spreadsheets — in a minute, without an accountant" Under the button: "No card. Five-minute setup. Cancel in one click." Remove: "an innovative platform for optimising business processes" — it says nothing.
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You are a product strategist who has seen plenty of projects die. Assess my SaaS idea honestly, without cheering me on. Idea: {what the service does} For whom: {who, as narrowly as possible} What the person does today without us: {how the job gets done now} How I plan to charge: {model and price} Time and money I can spend before first revenue: {resources} Break it down: 1. The problem: does it hurt regularly, or is it a one-off inconvenience? Answer plainly. 2. Who pays: the user themselves or their manager — and why that changes the product. 3. The three main risks: why this could fail. For each — the cheapest way to test it. 4. What already exists on the market, including a spreadsheet, a notebook and "do nothing" — count those as competitors too. 5. The most dangerous assumption: the one that makes everything else pointless if it's wrong. 6. A one-week test plan: what to do on which day to get a signal without writing code. 7. The kill criterion: what result means the idea should be dropped. If the idea is weak, say so in the first paragraph.
Voir un exemple de résultatMasquer l'exemple
Most dangerous assumption: that the bookkeeper is allowed to change tools. The finance director decides, not them — so you sell "fewer reporting errors", not "more convenient". Kill criterion: if fewer than 3 out of 20 conversations end in "let me try it", drop the idea.
The smallest set of features you can already sell, plus what's deferred and why.
Help me draw the boundary of an MVP that can actually be shipped and sold. Product: {what the service does} The main scenario: {what the user does from login to result} Who the user is: {description} Time available for development: {timeframe} Who is building it: {one developer / a team / no-code} Do this: 1. One user path from sign-up to first value — step by step, no branches. 2. The features without which that path doesn't work. Each with a reason why it can't be dropped. 3. Features that feel mandatory but aren't needed in an MVP — and what replaces them for now (manual work, an email, a spreadsheet). 4. What to cut entirely, and why it won't stop you selling. 5. The boundaries: what the product does NOT do. Wordings for the site so nobody expects otherwise. 6. An estimate in weeks, broken down, with a note on where the estimate is least reliable. 7. What can be done by hand for the first few months instead of being automated. Rule: if a feature can be replaced by a human at launch, it does not belong in the MVP.
Voir un exemple de résultatMasquer l'exemple
Do it by hand: PDF export is done by support on request for the first months. Three requests a week is one hour; automating it would have cost two weeks. Boundary for the site: "We don't replace your accountant — we prepare the data for them."
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