Lucanet

A homepage that mirrors how buyers work

October 2, 2025

TL;DR

Lucanet organizes its homepage around what CFOs need to accomplish, not around what the product does. Instead of “consolidation features” or “reporting capabilities,” the homepage lists actual CFO and finance team responsibilities: IFRS 16 lease accounting, Pillar 2 tax compliance, ESG reporting. This jobs-to-be-done structure lets buyers immediately find their specific mandate and evaluate whether Lucanet handles it. No translation of product capabilities is required.

You’ll learn:

What JTBD messaging looks like on a SaaS homepage
Why JTBD messaging eliminates buyer translation work
Why this works only when there are standardized “job” definitions
How to organize homepage around buyer responsibilities

Company profile

Founded in 1999 in Berlin, Germany by Oliver Schmitz and Rolf-Jürgen Moll, Lucanet provides software solutions for accountants, controllers, CFOs, and finance teams.

What makes Lucanet’s homepage stand out

What I love about Lucanet’s homepage is how it translates product capabilities into the buyer’s jobs-to-be-done (JTBD). It eliminates the translation layer between what the software can do and what buyers need to accomplish.

Many SaaS homepages force buyers to mentally map “features” onto their responsibilities. Lucanet skips that entirely. It starts by stating who the platform is for: CFOs and finance teams. Then, it presents the product in a way that mirrors exactly how a CFO thinks about their role.

The homepage talks about consolidation and financial planning, ESG reporting, tax compliance, lease accounting and many other JTBDs a CFO can recognize. This isn’t product-centric messaging (here are our modules) but a job-centric one (here’s your job, broken into actual tasks you’re accountable for).

Why does this work

CFOs don’t shop for “software features.” They shop for solutions to specific mandates they’re responsible for delivering.

When a CFO needs to handle IFRS 16 lease accounting, they don’t think “I need an AI-powered lease calculation engine.” They think, “I need to comply with IFRS 16 lease accounting standards.

Lucanet meets them exactly where their mental model lives.

The tactical execution

Notice how each solution section follows an identical pattern:

Outcome headline: what CFOs can accomplish, not what the software does
JTBD description: the actual task you’re hired to complete
Product screenshot: proof the tool handles a specific job
Supporting content: in-depth thought leadership

This is how Lucanet’s homepage presents each platform capability

Lucanet uses the JTBD architecture to handle product complexity.

Instead of overwhelming buyers with the abstraction of a “comprehensive CFO platform,” their team created discrete product discovery entry points for each specific JTBD.

A CFO dealing with Pillar 2 tax compliance pressure can enter through that specific door. They’re not forced to evaluate the entire platform against every possible use case. They can assess: Does this solve my immediate problem?

Multi-stakeholder navigation

Finance teams aren’t monolithic. The person handling XBRL tagging isn’t necessarily the same person doing Extended Planning and Analysis. The homepage structure acknowledges this.

This respects how enterprise buying actually works: multiple evaluators, each with domain-specific concerns, who need to independently verify that the platform handles their piece.

The AI positioning

Rather than making AI the hero (which would be product-centric), Lucanet frames it as part of the infrastructure across multiple solutions. The AI isn’t a separate product to evaluate but a layer that makes those JTBDs faster.

When to apply this approach

The messaging structure around JTBDs succeeds when:

The market has standardized job definitions. “IFRS 16 lease accounting” means the same thing to every CFO globally. Unlike ambiguous jobs, such as improving collaboration, compliance and reporting jobs have clear, regulatory definitions.
Buyers have multiple simultaneous jobs. CFOs and finance teams don’t just do one thing. They need consolidation, and ESG reporting, and tax compliance. The navigation structure acknowledges this multiplicity rather than forcing a single “main use case” narrative.
The jobs have different stakeholders. The person handling XBRL tagging might not be the same person doing xP&A. This structure lets different team members find their specific job without wading through irrelevant content.

Key takeaways

Organize around jobs-to-be-done, not product features. Structure homepage messaging to match the actual work buyers do, rather than how your product is internally organized.
Eliminate translation friction. When messaging mirrors buyer workflow, prospects don’t have to figure out how scattered features fit their actual responsibilities. They see their job and immediately evaluate fit.
Create discrete entry points for complex products. Instead of forcing buyers to evaluate “comprehensive platform” as one monolithic decision, let them enter through specific jobs. A CFO with a Pillar 2 problem evaluates that door first, discovers other capabilities second.
Use standardized JTBD descriptions when they exist. “IFRS 16 lease accounting” means the same thing globally.
Consider multi-stakeholder evaluation. Enterprise buying involves multiple evaluators with domain-specific concerns. JTBD-based messaging lets each person independently verify their part.
Frame AI as infrastructure, not hero. Position AI as the layer that makes existing jobs faster, not as a separate differentiated product to evaluate. Keep focus on JTBDs rather than technology features.

Victoria Rudi

I find the product strengths your buyers care most about, map out what to say & how to say it, then rewrite your homepage.

let’s talk about your homepage