Our business model is product-led-growth. How should we prioritize bringing in a DevRel vs. other critical functions like content and demand generation as we grow our team and want to do it efficiently?
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All related (8)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSignJuly 13

First off, I don't think there is a template on building out the marketing function, it depends on what makes the most sense for your organization. If I were in your shoes, I’d take the Moneyball/Strengthsfinder approach. You’re already on board as a self described non-technical PMM. If you bring in DevRel earlier, you may be able to cover other non-technical marketing needs by yourself and leverage your DevRel counterpart to help carry developers through the funnel with more technical conversations and how-to. But if your lead funnel is both business customers and developers, DevRel may not help you with your business customers. So if your big gap is top of funnel across both personas and getting leads routed appropriately, you may need Demand Gen. Also, what does your customer journey look like? Do customers start with developer tools from day 1, or do they onboard use your existing software and then graduate to the developer platform after a time/usage threshold has been met? That may also guide what makes sense for you. I’d suggest you start with your present state, think about your goals and your ideal customer journey, address your current gaps, and then decide if the best next role is a more technical person on the team or someone who can help you build demand. Personally, I tend to view storytelling as a key part of product marketing, so I’d probably not lean to a dedicated content resource above those other two as I tend to think PMM could own that function pretty well, especially in a smaller org. 

Lauren Craigie
Director of Product Marketing, dbt LabsSeptember 14

If your company is focused on community building, then I think now is the right time to bring that resource aboard. If you mean Dev PMM or Dev Ex (folks a little more focused on creating resources), you can build this capability internally before dropping someone in:

Ask other technical folks at the company that you think already have a great voice, and have already built trust in the community (founder, solutions architects, pre-sales engineers, product team), to write and present more. Saying "you should write a blog!" will almost never get you what you need on a timeline that you think is appropriate, so you'll have to do a bit of set up.

Consider a prompt format-- ask them to write 50-100 words (expand that if you have someone who wants to build their brand a bit more and is willing to play a bigger role) on why a given feature is useful. Or, why now is the right time for the new product you're launching. Or, why the market is ripe for disruption. Whatever it is, keep the focus extremely narrow. Use those prompts to build out longer blogs, reports, etc. 

Ask the product team to record Loom videos when they're shipping. It's easy for them to do, and gives you another resource for content when you prepare your launch.

Lean on quarterly community surveys to ensure you're capturing top of mind thoughts, ideas, and concerns. Not having someone focused on day-to-day interaction is ok in the short term, but your community has to feel like they have an outlet for being heard and understood.

Indy Sen
VP Marketing, PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, Salesforce
I like the spirit of this question, as it's not just relevant to API products but also any product that has a similar onramp due to it being technical. You also touch on something that many inadvertently forget--that it's not enough to launch a product, you also have to think about the "landing" and how to drive continuous engagement. Here are the few things I've seen teams do:  * At the product level, you want to monitor API usage, and depending on the behaviors you're trying to drive, figure out whether they're hitting the points of interest that don't just denote that they're ...
Lauren Buchman
Product Marketing Lead, Observable
At it's core: it's not different from B2B or B2C when you strip it down to the pillars of what makes for any successful marketing. Understanding your audience: * What are their drivers, their pains, their perceptions?  * Where do they gather?  * Who do they trust?  * How do they influence the buying process in their companies? Are they highly influencial and going to drive product sales and adoption organically? Or is enabling them as a post-sales activity a critical pathway to success and a blocker? * What is the cost to acquire them? What is the lifetime value of a devel...
Srini Nirmalgandhi
Director Product Marketing, Salesforce
Pricing is hard, especially when the product price has to extract the maximum customer willingness to pay and still leaves some customer value. There is plenty of resources on the web you can find and I don’t want to recommend anything here. From my experience, here are a few things that will be helpful when pricing your B2B product. Good research from interviews and surveys from existing / potential customers, supplemented by consulting firms’ pricing models is a great start. Trade-offs between long-term commit vs discount are a must. Keep the pricing window open for sales leaders to build...
Pranav Deshpande
Head of Product Marketing, Modern Treasury | Formerly Twilio
You can't think of developer GTM as just another channel you can tack on to an existing GTM motion, like paid social or sponsorships. Developer GTM needs to be an integral component of the company's strategy, with product, engineering, and sales all aligned towards making it successful. It requires hiring a different breed of marketer, specifically developers-turned-marketers, to operate. I think its also a lot easier to build this function during the early stages of your GTM journey to make cross-functonal alignnment easier.  A developer GTM strategy requires a strong content and commun...
Lauren Craigie
Director of Product Marketing, dbt Labs
I'm sure it's different for everyone but here's roughly what it might look like if you have a paid product you want developers to convert to: Classic funnel: Website, search, or paid ad > Content/event/sales engagement that shows intent > purchase > expansion/upsell Developer journey: Free trial > noteworthy event (API call, project launch, program publish, etc) > conversion to paid > evangelize (write/present/talk about your solution in communities)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSign
I tend to look at DevRel as a pretty unique role that's part CSM, part Marketing and part Pre-Sales. Developer Marketing is full-stack marketing around a technical product. To sum it up quickly, DevRel tends to have a great pulse on the developer community and how your current developer audience will feel about your launches or features. Dev Marketing tends to have a pulse on positioning, bill of materials, product management alignment, etc. So I tend to look for Dev Marketing to influence roadmap, build a product narrative / comms plan and execute GTM vs DevRel to engage the developer comm...