All related (10)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSignJuly 13

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 community, surface back real-time feedback and help developers that are building an integration to actually get it live. Think of it as DevRel is a little closer to the customer and a little later in the funnel than where Dev Marketing sits. 

Lauren Craigie
Director of Product Marketing, dbt LabsSeptember 14

Great question. We actually have a third unit – Developer Experience.

I'm sure it differs at other organizations, but at dbt Labs...

Developer Relations is focused on growing the community (measured by Slack members and weekly active projects in the open source product), building lasting relationships with members, enforcing community guidelines, elevating diverse and marginalized voices, and highlighting the contributing work of members around the world. They build trust.

Developer Experience is focused on creating content for developers that aid in their day-to-day work. Think playbooks, best practices, technical how-to guides etc. They create value by authoring self-serve educational materials, and encouraging developers to create and share their own. They accelerate engagement.

Developer Product Marketing both underpins and feeds off of the above work. DevPMM shapes messaging and overarching narrative, informs product roadmap, and even sets pricing and packaging for paid products. DevPMM works with the above two groups by ensuring the way we talk about product use and value is consistent with core messaging, and focuses on extending conversations on core topics in the form of blogs, interviews, and even long-form guides. We also learn a great deal more about our core personas from DevEx and DevRel. We build narrative consistency.

Pranav Deshpande
Head of Product Marketing, Modern Treasury | Formerly TwilioSeptember 26

I think it's important to discuss the objective of investing in marketing to developers before answering this question directly. At Twilio, the Developer Marketing team described their mission as 'inspiring and equipping today's developers to build the next generation of communications'. Their goal was to make Twilio APIs an integral part of the toolkit of any developers, regardless of whether they had an immediate need from them or not. The thesis (which prove to be spectacularly correct) was that if individual developers know and trust Twilio products and use them in their side projects or during hackathons at work, they would advocate for Twilio when it was time to sign an enterprise contract. Content and community participation was core to this strategy. Twilio was at every single developer event, whether large ones like PyCon and even smaller local events or those focused on upcoming languages and technologies. They churned out a steady stream of developer guides, blog posts and viral Twilio apps like the Santa phone.

With this objective in mind, I think Developer Relations can be thought of as a distinct function under Developer Marketing that focuses more on the community relations side. It involves building relationships with individual developers, especially those with influence in a certain language or technology, as well as managing your presence at relevant developer events. It can also include your social media presence as well as virtual events like Twitch or YouTube livestreams. Dev Rel works with the Developer Education function (responsible for developer guides, reference apps and other content) to distribute content to the right developer audiences. 

In my experience, most companies do not have this level of specialization until they are a lot bigger. It's usually the same people responsible for both Dev Rel and Dev Ed. However explicitly recongizing this distinction can help with specialization down the line.

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

I'd say Developer Marketing + Developer Relations = Developer GTM. You'll want to pair these two functions as much as possible, and the way I've always thought about it is that Dev Marketing structures and provides the overall air cover (awareness, channel and content strategy, program management, measurement) and Dev Rel parachutes in for the high-touch stuff: enablement, evangelization, content production. 

Dev Rel are the true subject matter experts, the most authentic voices behind your product who can speak and directly enable a developer and with whom she can relate. Ideally you reserve Dev Rel for high-touch engagements whether it's 1:1 clinics, meetups, or sessions where they present to your audience at conferences. 

Dev Marketing is then the orchestration layer. You figure out what the goals are with Dev Rel (broader organization too depending on your size) but then prioritize and build activites according to your developer marketing funnel, which is very similar to your typical marketing funnel for ToFU and MoFu but where BoFu is about driving adoption, and not necessarily sales. That last part is actually important. You're not going to be very successful if Dev Rel/Dev Marketing is being goaled on sales vs enablement and reach. That's why it's really critical that Dev Marketing be set up as a dedicated function whose job it is to support Dev Rel. 

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
How I described developer marketing in new hire onboarding at a previous company is that a developer platform gives someone the ability to customize their needs in a particular software product. And there’s both a business and consumer opportunity to this. For example, at a previous company we were buying email delivery software and I met with two market leaders. Both did about 80% of what I wanted, because they were built for common use cases, but my organization had our own way of doing things. So neither product completely solved our needs. A developer platform on top of either would ...