All related (10)
Srini Nirmalgandhi
Director Product Marketing, SalesforceApril 20

Key elements to building a developer marketing program are – relevant jargon-free content, a good understanding of target persona, segment developers based on business context, hands-on trial with access to expert support, medium for interaction i.e. communities, the ability for the audience to contribute - just to name a few. The emphasis of the program shouldn’t be about marketing, rather it’s more of creating awareness, build transparent communication, listening to devs, and helping them to innovate faster.

As marketers, we articulate how our products are solving business problems. Developers are the strongest influencers and if we can make them a champion for our products internally in their organizations, that is a huge success for the developer marketing program. In most cases, a single piece of content may not resonate with both developers and dev leaders / CxOs and that’s okay. You can have a bottoms-up campaign to cater to developers through a developer marketing program and a tops-down campaign targeting enterprise leaders, thereby delivering on your business goals.

Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSignJuly 13

I think there are two areas to start with: where the user is working from and what use cases you can create. From a user experience POV, if you need to embed your tool into another system of record, that’s a good starting point. If your software is where your users are going to be working in, then the question I’d ask is if you have the resources to build all of the use cases that your customers may want. If you going to prescribe to an 80/20 rule where you’re able to build those use cases that appeal to the masses, then a developer platform where customers or external developers can solve for those last mile use cases, would also add value. 

In terms of building the marketing program, Id start with that top level goal as that will help you drive your value prop and also help define why developers are coming to your platform. 

From there I’d get into the details by uncovering what customer value developer offerings would bring, as you’d want to figure out how to market to developers while also planning for how to market what developers create. (Tip: keep these functions aligned, splitting up marketing to and marketing of developers is one of the biggest reasons where I’ve seen developer marketing fail)

As you build out your developer marketing team and function, keep a healthy mix of technical people that can speak to the API details and coding work but don't forget about core marketers who can speak to decision maker personas and can layer in the business value of the developer platform. Over-indexing on one or another will yield an underwhelming program.

And while being scrappy is great, its easier and faster to bring in an agency to do market research to find the answer to that hard question than it is to hire a candidate who has done the specific thing you do in the specific way you want to do it. Gravitate to speed towards the answer you need rather than needle-in-a-haystack domain expertise. 

Lauren Craigie
Director of Product Marketing, dbt LabsSeptember 14

Get crystal clear on the developer persona, and establish a framework for regularly updating it. I don't think there's any better use of your time than talking to folks 1:1 and using the way they frame value to write your own messaging framworks. 

I would also take the time to clearly establish roles, boundries, and overlap with any DevRel or DevEx folks at your organization. What are the goals of each. Why are they different? In what ways are they the same? Ensure alignment with that group on core value, voice, and tone.

Indy Sen
VP Marketing, PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, SalesforceMay 18

The key to getting started imho is alignment. This is especially important in B2B/B2C organizations where developer marketing may exist alongside a traditional marketing organization that's focused on the customer/buyer persona.

Developer marketing, as mentioned in some of the answers above, is not your traditional marketing discipline in that it's more focused on adoption and advocacy than revenue. If you are being asked to have an impact on revenue, you'll just need to make sure you're resourced for that. 

Which underscores some of the other keys to getting started. Assuming alignment on goals, you'll also need to set your team up for success. That means a hiring plan and budget, as well as a handshake on what are shared resources and channels or not. Back to the point I made earlier about developer marketing requiring it's own verbal and visual identity, you'll want to make sure you can advocate for the cleanest developer experience as possible.

At Box, it took our team a bit of time to ensure that developer marketing was not just a hand-wavey thing. We all knew it was important, but no one in the organization had a clear sense of how to orchestrate it, so it was a hackathon here, a promo there at first. And that got us to some initial traction, but nothing to write home about. The biggest thing you can do as a developer marketing leader starting, is to draw up a plan that first focuses on alignment and then inspires with a vision for execution based on battle-tested programs and contents. Have fun with it. By the time we hit our 1 year mark and blew our API key growth goals out of the water, the entire team was rooting for us. I think most businesses, especialy in B2B, understand that the developer channel is existential to their business. What prevents them from reaching escape velocity is alignment and resourcing.  

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...