# B2B technology marketing for developers and economic buyers
> How to talk to the person who will implement the tool and the person who will sign, without making one page do both jobs.
- HTML: https://omentir.com/b2b-technology-marketing
- Markdown: https://omentir.com/b2b-technology-marketing.md

## Two readers who share a Slack channel

Technology marketing has a user who cares about APIs, failure modes, and time-to-first-call, and an economic buyer who cares about risk, cost, and whether this becomes another tool the company already paid for. They sit in the same thread. They do not want the same homepage paragraph.

A developer who hits a wall of brand adjectives will leave for docs on another domain. A VP who lands in a raw API reference will bounce and book a competitor who offered a security one-pager. You need both surfaces. You do not need both voices in the same hero.

**Developer versus economic buyer**

| Reader | They need |
| --- | --- |
| Developer | Docs, APIs, a sandbox |
| Economic buyer | Risk, cost, who else uses it |

## What the developer surface must do

Public docs, a working sandbox, status, changelog, and code samples in the languages you actually support. Community presence where they already ask questions, including [Stack Overflow](https://stackoverflow.com) if that is where the category lives. Pricing that does not hide the metered surprise until invoice three.

Developer marketing is closer to product than to campaigns. A conference swag drop will not fix an OAuth flow that takes 40 minutes. If you buy ads to GitHub-adjacent audiences, land them on a tutorial that completes, not on a demo form that asks for annual revenue.

## What the economic buyer surface must do

Security, SSO, audit logs, procurement, SLA, and a plain description of who else in the company will have to change their week. Comparison pages against the incumbent. A path to talk to a human without forcing the developer to become a salesperson.

The buyer's fear is lock-in and embarrassment. Address those with architecture diagrams, export paths, and named customers in the same industry. Do not address them with a 'digital transformation' film.

## Handoff inside the deal

The best tech deals have a champion who can run the tool and a buyer who can fund it. Marketing should give the champion a forwardable packet: what it costs, what it replaces, what can go wrong. Sales should not discover the product's limits in the security questionnaire. If engineering will not put limits on the website, marketing will put them in the packet anyway, or the champion will find them on a forum.

## Related

- [When a B2B content marketing agency is worth the retainer](https://omentir.com/b2b-content-marketing-agencies.md)
- [B2B event marketing: field, webinars, dinners, and what to measure](https://omentir.com/b2b-event-marketing.md)
- [B2B manufacturing marketing through distributors, SKUs, and plant visits](https://omentir.com/b2b-manufacturing-marketing.md)

## Common questions

**Should we run separate sites for docs and marketing?**

Separate templates, often yes. Separate domains, only if you can keep search and branding coherent. Developers will tolerate a docs subdomain. They will not tolerate a marketing site that contradicts the docs on features you do not have.

**Who owns developer marketing?**

DevRel or product marketing with engineering time, not a demand-gen team that only knows forms. Demand gen can still run the buyer campaigns. Mixing the KPIs (signups versus qualified opportunities) in one dashboard without splitting the audience will punish both.

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