How to create a chain of understanding, empathy, and action with DevRel? Recommendations for a marketing approach that focuses on who to communicate and what to communicate
Focus on getting the other person to take action, not just understand. Marketing is about driving behavioral change.
Understand who your target audience is and what messaging will resonate with them to drive action. Avoid talking purely about technical specifications.
Set clear objectives and winning conditions. Don't try to achieve too many unrelated goals.
Use community to amplify your message. People are more likely to take action when they see peers doing it first.
Connect marketing activities into a flywheel to gain momentum. Community can provide success stories and use cases to support awareness and adoption.
Let me know if you would like me to elaborate on any of these points further. I've avoided reproducing large sections of verbatim transcript to respect copyright.
(00:01) [music] [applause] Hi everyone, I've been working offline for a few years now, and I'm very happy to be the first one up today, but I'd like to talk about levels. I'm a sheep, so I've been working on the level of marketing, and the level is one of the activities of marketing, but I think you are doing some activities that you can see with a marking approach to encourage people to look back, empathise and take action. But if you use this method to break things down, you can see what you're doing well and what you want to strengthen.
(The goal is for everyone to change their behaviour in such a way that their selling activities will be more scalable, starting tomorrow or today. I'll be talking for about 35 minutes in the first half of the session, and we'll have about 10 minutes for a quick QA session, but the first 35 minutes will be the prelude to the QA session. I'd like to introduce myself, but my name is Kojima, and I've been calling myself "Parallel Markets" because it's hard to describe which island I'm on, but I'm here to support the marketing of various companies at the same time, so I'd like to make a parallel. I think the user community is supporting today's j-bug backlog.
(02:10) I'm also involved in supporting homegrown events, and I've written a book on community maps and co-authored a book with Mr Nakatsugawa. The first thing to do is to make sure that the people in the community are aware of the importance of the event and the importance of the event to them. The first time I saw the company was in 1991, on the eve of the Internet, before the Internet and product technology had been introduced to the world, and my first job was in the ITB2B field. I'm not sure if it's a good idea to have a community or not, but I think it's a good idea to have a community or an organisation that is not only a community, but also an organisation.
(03:14) management recently, b2c and D2C other than B3 and the name IT, the way of thinking about marketing is actually quite universal and can be used in many different areas, so if you look at your career alone, you have a strong image of an IT B2B person. I think that's what I'm trying to talk about today, but I've been with AWS for a long time and I was the first employee of AWS in Japan. I was the first AWS employee in Japan, so I was able to experience many things in a wide range of areas. I'm often asked how many companies I work with, and I usually work with 6 to 8 companies.
(04:19) When I'm a manager, it's very close to the number of 1-on-1s I can do, and it breaks down. The AWS UGG is a large organization, and I'm sure some of you have experience with it, but I graduated in 2016 from the AWS UGG, and I've been working on the basic design of how to make it bigger. The first thing to do is to make sure that you have a good understanding of what you're doing and how you're doing it.
(05:23) I think that marketing is actually a techno-technology to change behavior, not a technology to make people know about it, but a technology to make them act on it. The first thing to do is to make sure that you have a good understanding of what you're doing and how you're doing it, and then you can make the right decisions. I'd like to talk about how many of you who are here today are working on the fender side, or the service side, or the level, or the developer side, and how many of you who are participating can use today's ideas to increase the number of people who agree with what you're thinking, and to increase the number of people who are working with you. The most important thing is to make an effort to create a chain of actions, like dominoes falling.
The point is whether the other person will understand and act if you say the right things. The information and the way it is conveyed that makes the target want to move is very important. It's not okay to say things that aren't right.
(07:32) The most important thing to remember is that you can't just say whatever you want if it makes people want to move, but you can say the right things and package the information in a way that makes them want to move without moving. The first time I joined AWS, in 2009, it was not about how delicious it was, but about how it would never succeed, because that was the thinking of the general enterprise IP community. The cloud is the most effective BCP solution when you think about it, and the second data BCP solution is not technically a big deal. (08:37) Put the same asset in a different location.
(08:37) Let's put the same asset in a different location. If you take a snapshot of a data centre, for example a photograph, and you put it in a data centre in the US in Singapore, and if something happens, you can use a script to start the server and create a snapshot of the environment within at least an hour of the thing happening. It doesn't cost a thousand dollars to cold standby the LINE data centre. The cloud is the best option to create a second data centre for BCP.
(09:40) I've been talking a lot about how our cloud technology is self-serving, but there are a lot of people who have used hypervisors like this or chips like this, and I'm sure there are some people who have seen that in the past. The most important thing to remember is that the PCB is the main concern of the enterprise community at this time, so there are a lot of people who are interested in this topic.
(10:42) I'd like to say this out loud, that there are very few customers who can relate to their own issues just by listening to the specs, but there are actually customers who can talk about the technology and say, "Wow, that's great, we can do this with this, we can do that with that. We have a lot of early adopters, or early customers, who have good intuition. I think that if you get to the early adopters, unfortunately, you get to those customers early on, and they assume that the customers understand this kind of thing, but they are a very small minority, especially after the majority if you go to the cascade theory, the number of people who understand this kind of technology is rapidly decreasing. I think that's what I really felt when I went to AWS in 2009, '10, '11, '12, '13, '14, '15, '16, '17, '18, '19.
(11:48) And I'm a quick learner, I'm a first-class person and the customer understands 10 I've often said that I can do this, this and that. I'm not sure if the customers are not understanding us, but if we say it in the wrong way, it could be said that the customers have lowered their level. The most important thing to remember is that the cloud is not only a technology, but it is also a service that is used by the majority of the population. The most important thing to remember is that the cloud is not just a service, it's a technology, and I'm sure you're involved or participating in a lot of services and technologies, but you yourself, for example, are an Aryan adaptor.
(12:52) I'd like to thank the people who are coming in because they're Aryan adapters, but there's an overwhelming majority of people in this group, so it's really important to communicate in a way that they can understand. The more focus and resolution you have, the easier it will be to make an offer to your customers. If you know that the customer is concerned about the BCP measures, then you can create a BCP story, right? The next most important thing is to make sure that you have enough time to get to the end of the day.
(The next important thing is to make sure that the game is over in eight hours. You don't have to have a perfect game, you don't have to be 0, there's no time limit... 9 alternating attacks... similar but different... 90 minutes, as long as you score at least one goal at the end, there's a time limit... so you have a lot of time left, the pollution rate changes, and without this victory condition... you can't invest your resources properly. You can't invest your resources properly.
(The game is still competitive, but you can suddenly throw in a good player with 5 minutes to go, and at first glance, you can get away with it. The first time I saw him, I thought he was a good player, but he was a little bit too slow. The first thing you need to do is to make sure that you have a good team and that you have a good team. So, the victory condition is what I call the objective, the object-objective, the victory condition, which is your first and foremost document, right?
(The first thing that you have to do, and the way to achieve it, is to factorise with WHO, right? I'm not very good at maths, but I do know how to factorise and multiply. The most important thing is to think in terms of multiplication, who do you have to deal with to fulfil this win-win condition?
(The first thing you need to think about is who you're dealing with to fulfill the win condition, and what kind of offerings are going to resonate with this person to get them to make a move. I've heard that when you do this, you can do this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this, and this. I've heard it said that even if something doesn't go well, if you do something about it, it's written down in order to make it go well. I don't recommend it when you're doing business, because there's a lot of ideas and plans.
(18:10) I can't do everything, so I have to decide what I won't do. The most important thing to remember is that the best way to get the most out of your business is to be a good businessman. The trail freezer is a great way to mix and match the two, and we're very conscious of how we present the customer's use case to the future customer, to be clear. We're very conscious of how we're going to show the use cases to the future customers before they use our products.
(The sales source is different from the customer service team, where people who are starting to use the product are not allowed to drop out and share their best practices. The way you do it, it's like the best of community management, so you can't mix the two. I'm a firm believer that when you're doing marketing, you can't take on everyone, as I tell my team. But you've got to be careful who you start with and who you scale up the stairs with, because eventually, maybe you'll reach them all.
(20:16) So, it's a very important concept, but it's more complicated when you're doing Defrel, or you're involved in the level of Defrel, and it's a little bit difficult to think of a goal that you can sleep on, because you don't want to be dealing with everybody at the beginning. The company, the organization, the industry, what they want to do, there has to be a higher level of goal setting. The goal is to be the third or fifth station in a mountain climb, and if this linkage is not established, even if you create an oreo object, no one will admire it.
(21:20) No one agrees with you. I wrote this in a simple way, but it's the hardest thing to do, because there's no shared language like the goals of the organization, the industry, the community as a whole, so I think a lot of it starts with verbalizing this, and the numerical goals of the shaky projects that you're launching. The numbers are a very magical thing, and when you have numbers and you can track them, it's very tempting to explain everything in terms of numbers, but the numbers that you can get are just a part of it, and so is the business of the world phenomenon, so you can only see the numbers that you can get. The number of customers who are willing to talk to us about their business is a key factor in the success of our business.
(22:25) I've been doing this for a while now, and I've had a guest speaker at the BitUp Twitter space, and he talked about the KPIs for the community over the past four years, but first you have to have that base in place so that the number of participants continues to grow. In the third year or so, he started to recruit speakers who could speak about case studies and use cases from amongst the participants, and he was trying to make a score of five or ten. The goal was to create a score for the number of speakers who can speak about the use case, but the number of speakers who can speak about the use case is also important.
(The first thing to do is to make sure that you have a good idea of how many lines you need to multiply to meet this goal. The most important thing to remember is that the best way to get the most out of your car is to make sure that you have the right car. The most important thing to remember is that the best way to get the most out of your car is to make sure that it is a good one. If you're a sales person, how do you tell them that you're the customer service manager?
(24:34) If you can set this up, it's easy to get things done. I use this a lot at home, too, because when a couple becomes a wife, there's always a fixed point in time when they want a new bike. The first thing that comes to mind is when you are thinking about when to say this, and when to say it. The following is a list of the people who have been involved in the level activities that you are usually engaged in, and who you would like to include in the group and who you would like to train. I have to think about it carefully, because if we don't get the developers to understand the yeses and the goodness of this kind of thing, then we're not going to be able to achieve our goal.
(25:38) It's not just about who you want to understand as a developer, it's about what kind of organization and what kind of state you want the developer to be in. The most important thing to remember is that the best way to market your product is to make sure that you have a way to say it in a way that will resonate with that person. I've heard a lot of stories in the early AWS workshops about how engineers who used to manage physical data centres are now moving to the cloud and saying how much they've benefited from it.
(26:41) He's saying that he doesn't have to have it anymore, that he doesn't get called into the data centre anymore, that he can come in and work remotely from the outside, which is great, and that some companies, if something happens, they have to go to the data centre, but they've decided where they live, I understand. The people who get the idea may be of the same generation, but I don't think they'd ever think of it now.
(27:45) You can't create words that resonate with people unless you know them, so the question is, how do you move them and how do you communicate in a way that makes it easy for them to take action? The community is a group of people who come together in Sleepy Hollow to talk about their customers and the conference, and they all share the same context, the same values, and they all want to spread those values. People who are interested in how to communicate things, like how to sleep, come to these sessions, so it's relatively easy for them to understand what I'm talking about. I'm talking about the same thing, so no one stops.
(28:50) It's easy to spread the word when you give information in a way that resonates with people in the community, especially in offline communities, and when people hear about it and try it, they're more likely to copy you. The good thing about a community is that it's easy to find people who are one step ahead of you in terms of collateral, and there are lots of role models, so it's easy to take a step forward and say, "I'm going to follow his example in this case," or "I'm going to trace her method when I get to this method. If you take a step forward, it's easy to find someone who is saying more and more, and then you go back here, and then you see someone who is saying more and more, and then you come back to do like that person, so it's very easy to create a chain of action. So, how do we understand this community as a chain of action, as well as a voice that reaches further afield, for example, if we have fans of a product or a service here, and each one of them is a fan of this product or that service?
(29:55) If you have fans of a product or a service, and they are all talking in different directions at different times, the power of the community is dispersed, and if you think of it as a mechanism to unite these voices and reach out to more people, what kind of people do you need to gather? If you gather and bundle people who are close to the method you are not eating, you can create a flow that attracts more and more people here without having to recruit people directly. The last thing I want to talk about is the growing community of sharing.
(30:58) I often categorise communities on the vertical axis as being those where you live, or those where you belong to an organisation that determines whether you are in or out of a community, and on the horizontal axis, whether you are interested in it or not. I'm talking about the lighting on the top right here, where people are gathering around an issue of interest, and if you can see that people are coming more and more, then new people will be drawn to it, and as a result, you'll have more and more people who support and understand the ideas that you want to spread. I'm talking about the audience type and the community type, and I've recently been listening to a talk about this, and it's really clarified things for me.
(32:02) I've heard that there are people who are doing online salons and they want to know how to expand their online salons, and I don't really feel comfortable doing that here. I think it's important to have a good understanding of what you're doing and how you're doing it, so that you can make the best use of it. The community type, on the other hand, does not have a person at the centre, but rather a semi-confident group of people, and the connection between the people gathered here is huge. The reason why I don't make the left side more difficult is that it's very difficult to reproduce.
(The idea is not to bring in arrests, but to find your own role model who can network with the other participants and whose interests you want to gather. The sales model is that the conversation develops amongst these people, and within that community, for example, the conversation about how it's better to use this side of technology rather than that. The sales model is that in the community, people talk about how it's better to use this side than this technology, for example.
(34:13) I'm going to talk about backlogs, because I'm doing some external work and supporting the community, so it's easy to use that as an example. I don't want you to know the name of the product, Backlog, but I want you to know how to do project management well, so that you'll be reminded of it when you have a problem with a complicated email, and that's always early on, rather than the vendor telling you how hard the murabos are working. So, you know, people want to be successful, they don't want to use the technology, they don't want to use the product, they want to be successful, so they trace the stories of people who have been successful, they copy them, they spread the Seiko story, and through that community, awareness is spread. And then to scale it up, we're going to have to have this community, right?
(35:18) So, if you do this alone, if you just add it all up, you end up with a community that's nice, it's nice, it's kind of nice, but if you add it to the overall business, it's not enough for the people who are looking at the overall business. The panel diagram may seem like a bit of a lose-lose situation, but it's a common panel diagram, and once people know about it, they can start using it in this way and eventually increase the trapezoid at the bottom. The bottom part is where you want to cross-slap-sell without having to start using the trapezoid at the bottom. If the community is the one that binds the voices of these fans, then, as I said earlier in the good work, the use cases will be communicated to people in the future, and in order to handle a model that reminds people of crayon boarding, the community will have to be involved.
(36:22) If you can speak well, as Wing Arc said earlier, if you can speak very well, you can be a speaker at marketing events, and if you can be a speaker at customer visits, you can be a speaker at marketing events, and if you can be a speaker at customer visits, you can be a speaker at customer visits, and if you can be a speaker at customer visits, you can be a speaker at customer visits. If you have a place where you can learn best practice from the people who have been there before you, you can reduce the number of things you have to do and increase the enthusiasm for speaking, which can lead to company-wide adoption. In the world of marks, I'm talking about circulatory panels, where the panel is usually set up from the top down. The same displacement can produce more power, which is very easy to understand for people who like cars.
(37:31) Fuel economy is also a turbocharger. The community is a very important part of the turbocharger and it's a very core part of the turbocharger. The most important thing to remember is that the community is a special kind of marketing world, and when it comes to Bill and Ray? I'm sure you'll be able to use it to accelerate your activities.
(38:34) I'd like you to factorise your activities with a marking approach, and I'd like to tell you a great story, but it's not you who are useful and helpful for early invitations, it's the customer, and by using the community, you can sell by using the charge, so I'd like you to implement multiplication. The most important thing to remember is that the best way to get the most out of the community is to use the community to get the most out of the community, and that's what the community is all about. I'm sure you'll find it interesting to learn about the case of AWS on the 24th of March, and how they brewed and modified a community of organizations for the enterprise based on this. If you want to learn about Denmark after listening to today's talk, please come and join us.
(I hope you can give us a lot of cushions because we're in the beginning, but if you have any, the microphone is wireless now, so it's okay. We've been doing a lot of community marketing and customer service for our users, but now we've decided to open up our events to the community and have a little bit of a sales pitch. I'm thinking of opening up the community events and using it for sales purposes, but I was wondering if that wouldn't be a good idea as it would mean we would have two objectives, but it looks like we've found them.
(40:44) I think that the objectivity in that case is to raise the trapezoidal figure below here in the end, and I think that's the objectivity, the method, the play-on-boarding, the approach from now on, as one of the winds, from now on [music] is not the purpose, but the company as a whole. I think that if you can achieve the numbers you're looking for by just supporting existing customers, then one line is probably enough, but if you need another line, then you need two or something like that. The other is that the number of customers who are not involved in the project is not so high, and the number of customers who are not involved in the project is not so high.
(41:47) There are two groups that need to be involved, so there are two measures [music] I'm F5HX Matsumoto from the front, thank you very much. I'm very thankful for your English, but I'm going to start tomorrow with peace of mind. I think it's a good advice to say that stakeholders should create a customer
(42:51) Be the person who's creating the team and the marketing leads, and the company doesn't get it. The people who are doing it don't understand the company as a whole, but if the use cases come out of the community and the speakers come out and help, then they're halfway there. I think we need to talk more about the market and the customer... and I think we need to talk more about the customer... and I think we need to talk more about the customer... and I think we need to talk more about the customer... and I think we need to talk more about the customer... and I think we need to talk more about the customer... and I think we need to talk more about the customer. It's a lot easier.
(43:56) I'd like to have more speakers like this who are appreciated and needed, but if they meet our goals, they're indispensable, and we'll talk about them. [music] I can see your face. [music] We've already got two communities with similar products, and we've already got a vendor that's ahead of us, and we've got a nice community, and we're trying to figure out how we're going to fight this.
(45:01) I'm wondering how I can compete with that, and the pinpoint is advice [music] but advice would be to define more who your customers are, because I've been trained a lot, and I've been told that looking at your competition is a lot like looking at your customers. You can't control what kind of community you're going to build or what kind of pizza video you're going to put out, so you have to decide who you need to engage and how you can get them to look at you in the right way. The first thing we have to do is to decide who is the seal for our head office, and then make an attractive offer to that person.
(46:04) If you look at the competition too much, if they offer pizza, we'll offer hamburgers. I'm a project management tool agency, and one other thing is that I'm an agency member of a project management tool, and one of the best examples right now is a company called Class Methods, which I've heard of, which is now the top siere of AWS. The first thing they did was to create a position for people who could touch and report on AWS, the market's fastest service.
(47:10) I don't want to talk about what I've done because if I talk about it in words, it takes the knowledge out of the company, and people catch on too quickly. I think it's very important to be generous with the information, so that the market can be like your company when they are in trouble. I've been on the Sleeping J.P. hashtag for five hours now, and I'm a musician or something, and I'll be sure to answer all your questions, and if you don't have any questions, I'm sure I'll get a lot of comments.
(48:15) I'd love to have a lot of comments, and I think we're probably running out of time, so I'd like to end here, thank you so much [applause] [music].
