* FOREWORD - by a recognized industry personality e.g. Guy Kawasaki
* Introduction
* Part I: Developing a Common Understanding
There is a lack of definition & detailed understanding of what DevRel actually is. Part 1 of the book sets out a clear definition which identifies and analyzes the constituent parts, looks at how DevRel differs to traditional marketing, where it sits inside the organization and explore how DevRel practitioners need to be equally adept at engaging both inside their organization and outside in their developer communities.
o What is Developer Relations
o The Key Differentiators of Developer Relations
o The Core Components of Developer Relations
Developer Marketing
Developer Experience
Developer Success
Developer Relations
Community
o Where does Developer Relations Fit
o Inside and Outside
o Developer Relations Test
* Part II: The Keystones of DevRel
Now the reader understands the topic, we move on to discuss the foundational pieces of DevRel. We start with a short history lesson to set the context, moving on to look at the target audience - software developers, the business models of DevRel and the typical DevRel roles.
o The History of Modern Developer Relations
The Apple Didn't Fall Far From The Tree
Developer Relations Traps
The Rise of SaaS
The Rise of APIs
The Arrival of Developer First Companies
The Rise of Developer tools
Why now?
Case Study: Mobile Apps - Those that didn't believe
o The Audience: Developers
Millions and Growing
Developer Characteristics
Still a Novice Group that Self Learns
Developers lack diversity
Developers are a technical crowd and don't like to be 'marketed to'
Developers are creative (mostly)
What Drives Developers?
Developers as Decision Makers
How are Decisions Made? The Decision Making Unit
o The Business Model: B2D
Developer First
Developer Plus
Adoption and Value
Types of B2D business models
B2D model for APIs
How many companies practice Developer Relations?
o The Role and Activities
* Part III: The Strategic Alignment of Your Program
With the DevRel Primer covered in parts 1 & 2, we move on to look at the strategic alignment of your program inside your organisation. This section provides the strategic framework for a DevRel leader to be successful.
o Get to Know Your Product
o Developer Products
o Your Value Proposition
o Corporate Alignment
o Corporate Commitment
o Program Goals
* Part IV: Activating your Strategy
Having covered the strategic elements in Part III, we transition into the tactical side of DevRel for Part IV. This section is based on our proprietary Developer Journey. We walk the reader through the touch points with developers, the developer experience, the questions any program needs to be able to answer, and then discuss defining the target developer, and how to craft compelling marketing messaging and tactics that will appeal to that audience.
o The Developer Journey
What is a Developer Journey?
Developer Experience Journey
Who owns/Uses the Journey?
How it works - Using the Journey to Map your Program
Discover - the start of the journey: Is this of use to me?
Evaluate: Will this meet my needs?
Learn: How does this work?
Build: How easy is a proof-of-concept build?
Scale: Can I deploy this commercially?
How to find out if your Journey is working
The Developer Journey and the Funnel
o Developer Journey Friction Logging
How to analyze your Developer Experience to ensure you don't lose the developer
o Where to Focus - Determine your Target Audience with Segmentation
Why is Segmentation Important?
Segmentation Framework for Developer Relations
Pulling it All Together
Developing Personas
o Developer Messaging
Chapter headings to be developed
o Developer Marketing Tactics
Inbound Demand Gen (Marketing External)
Inbound Demand Gen (Marketing Internal)
Product Marketing and Support
Nurture Marketing
o Communities and Engagement
* Part V: Metrics - Measuring the Effectiveness of Your Developer Program
Defining and achieving your metrics are the key to the success of any DevRel program. Metrics are the most discussed and perhaps the most controversial topic amongst DevRel practitioners. The authors thesis is often DevRel practitioners do not want to be labelled as sales & marketing, and therefore find it hard to resist creating novel sets of metrics which are not understood by their stakeholders, and often do not clearly illustrate how the success of the DevRel program contributes to the overall priorities of the company.
o Program Metrics
o Activity and Community Metrics
o What do good metrics look like?
o Metrics in Action
o Metric Challenges
* Part VI: Growing your Program
Having laid out how to think strategically about your program, how to implement your strategy, and how to measure your impact in Parts 1 through V, we close by looking at how you scale your program over time and maintain the support and confidence of your stakeholders. We also look at how & when to use the tools and frameworks contained in the book mapped to the maturity stage of your program - this is in reaction to early market testing of the book content with practitioners - some of which were concerned they had to figure out and implement all of this when they were the only DevRel practitioner in their company.
o Growing your Program
Asking for more budget
Getting feedback to your product team (making friends)
Internal Antibodies
Don't hit the iceberg
o Growing The DevRel Team
Reporting Structure
Team Structure
Interdepartmental Collaboration
DevRel Demographics
Hiring DevRel
o Mapping the Book to Your Program Maturity
Chapter headings to be developed
* Part VII: Next Steps
We are proposing to close out with a summary of what we have covered in the book, featuring a call to action the DevRel practitioner community to get involved with the onward development of the theory, tools and frameworks provided in the book presenting an opportunity for a future revision of the book. We intend to provide key elements - like The Developer Journey - under a Creative Commons BY:SA license via the website for the book - DevRelBook.com. We believe this is vital to demonstrate the book is for the community, and that the authors understand the dynamics of the community, necessary for the book to adopted as a reference text for DevRel. Depending on the publication date, we may also have a DevRel practitioners Training Academy live for practical training based on the book material.
o Chapter headings to be developed
* Appendices - Developer Relations Resource Lists
o DevRelBook.com resources
o Developer Relations websites, newsletters & communities
o Developer Relations Books
o Developer Relations Podcasts
