#bant lead generation

[prospectprecise]

Intent data can be used in various ways in B2B marketing, such as:

Lead generation: Identifying potential customers who are actively researching products or services similar to what a business offers, and reaching out to them with relevant messaging.

Account-based marketing: Using intent data to identify target accounts that are actively researching products or services in the company’s category and tailoring marketing efforts to those specific accounts.

Content marketing: Analysing intent data to identify popular topics and trends among the target audience, and creating content that addresses those interests.

Overall, intent data can help B2B marketers improve their targeting, relevance, and engagement, ultimately leading to better ROI and revenue growth.

[thinkermediagroup]

Utilize Cutting-Edge BANT Lead Generation Techniques to Unlock Your Business Potential | Thinker Media Group

At Thinker Media Group, our customized BANT lead generation services can help you improve your business chances. By utilizing cutting-edge techniques, we guarantee qualified leads that optimize ROI and spur growth. Join forces with us to receive customized solutions that will help your company reach its greatest potential. To know more - https://thinkermediagroup.com/services/market-research/

[abhibaj]

How To Use the BANT Framework to Qualify B2B Leads in 2025?

In 2025, as businesses continue to seek high-quality leads that yield meaningful conversions, the BANT framework (Budget, Authority, Need, and Timeline) remains a cornerstone for effective lead qualification. However, the approach to BANT has evolved, particularly within the digital B2B landscape, which is now more data-driven and customer-centric than ever. This guide will cover how to leverage the BANT framework for better lead qualification, focusing on how to align it with your ideal customer profile (ICP), ensuring efficient lead generation that drives results.

What is the BANT Framework, and Why is it Relevant in 2025?

The BANT framework is a widely recognized methodology for assessing whether a potential lead is a good fit for a sales engagement.

Get full insights@ https://itechseries.com/blog/leverage-bant-framework-lead-qualification-2025/

Originally developed by IBM, BANT helps sales and marketing teams assess leads based on:

Budget – Does the prospect have the financial resources to invest?

Authority – Is the contact in a position to make purchasing decisions?

Need – Does the prospect have a pressing need that the product or service can fulfill?

Timeline – When does the prospect intend to make a purchase?

In 2025, lead qualification is essential for companies aiming to maintain a high conversion rate. The BANT framework allows for a structured approach to pinpointing which leads have genuine buying intent, thereby enabling sales teams to focus on qualified leads who align with the ideal customer profile (ICP).

How Do You Align the BANT Framework with Your Ideal Customer Profile?

Before diving into lead qualification, it's crucial to establish a clear ideal customer profile (ICP). This profile represents your target audience, defined by specific demographic, behavioral, and situational characteristics, such as industry, company size, and annual revenue. Once the ICP is defined, BANT can be applied to filter and qualify leads who match this profile.

Using BANT within the ICP context allows sales teams to understand where each lead fits within the ICP’s boundaries. This alignment provides a foundation for assessing a lead’s potential while ensuring that marketing and sales efforts are directed at accounts likely to convert.

For instance, if your ICP includes small businesses with a need for automated scheduling tools, BANT will help determine if a lead has the budget, authority, need, and timeline that align with your goals, providing a clear roadmap for the engagement.

How Can You Effectively Assess Budget in Lead Qualification?

Assessing budget is often the first step in the BANT framework. Knowing if a lead can realistically afford your product or service is essential in determining if they’re worth pursuing. While budget conversations may seem daunting, they can often be framed as a way to align expectations.

Get the latest marketing and tech insights@ https://itechseries.com/gtm-library/

In 2025, data is key in understanding a lead’s budget. Sales teams can leverage tools such as customer relationship management (CRM) software to review historical budget trends for similar businesses. Additionally, publicly available information, such as annual revenue and funding status, can provide insight into a prospect's purchasing potential.

Who Holds the Decision-Making Authority, and How Do You Identify It?

Understanding authority is critical to lead qualification. The goal is to confirm that the lead has the power to make purchasing decisions or, at the very least, significant influence over the decision-making process.

In 2025, identifying authority may involve researching company hierarchies and analyzing LinkedIn profiles to determine the appropriate point of contact. Additionally, sales and marketing automation tools can help track interactions within an organization to see if the lead engages with high-level discussions or is delegated to lower-level stakeholders.

To ascertain authority, a question like, “Who else will be involved in the decision-making process for this purchase?” can help establish the lead's role within the buying process. This allows you to either pursue the lead directly or ask for an introduction to the relevant decision-makers.

What’s the Importance of Timeline, and How Do You Evaluate It?

Understanding a lead’s purchasing timeline helps in prioritizing follow-up actions. Knowing when a prospect plans to buy is essential to nurturing leads without over-investing in those who are months away from making a decision.

In the context of B2B, where sales cycles are typically longer, the timeline can reveal how quickly the lead might progress toward closing. In 2025, businesses can utilize predictive analytics to assess a lead’s purchase intent based on similar past data. For example, a prospect’s readiness may be inferred if they are actively seeking vendor information and attending industry webinars.

A useful question might be, “What’s your ideal timeframe for implementing a solution like this?” This provides the sales team with a clear understanding of whether they need to engage immediately or nurture the lead until they’re ready to buy.

How Does BANT Complement the Lead Generation Process?

Lead generation is about finding leads, but lead qualification through BANT ensures those leads are worth the effort. By using BANT, sales and marketing teams can focus on leads that not only fit the ICP but also show a strong likelihood of converting.

Implementing BANT alongside lead generation helps you identify where prospects fall within the customer journey. It allows teams to identify the exact stage each lead is at, and how likely they are to progress to conversion. This fine-tuned approach aligns sales and marketing efforts, minimizing wasted resources and maximizing conversion opportunities.

Get your business boost, visit now@ https://itechseries.com/contact-us/

Conclusion

The BANT framework, when combined with a robust understanding of the ICP and enhanced by data analytics, remains a powerful tool for lead qualification. In an era where efficiency is paramount, BANT allows businesses to prioritize high-potential leads, align with ideal customer profiles, and better understand the customer journey.

[bbindemand]

Unveiling the Power of BANT Leads: Your Path to High-Quality Conversions

Unveiling the Power of BANT Leads: Your Path to High-Quality Conversions

In the dynamic landscape of lead generation, where various types of leads vie for attention, one stands out as the beacon of quality and conversion potential: BANT leads. In this article, we delve into why BANT-style leads shine brilliantly among their counterparts, setting the gold standard for modern businesses seeking effective and efficient lead acquisition strategies.

The BANT Advantage: Quality Meets Conversion

BANT, which stands for Budget, Authority, Need, and Timeline, represents a comprehensive approach to lead qualification. Let's uncover why BANT leads are the crème de la crème when it comes to forging successful client relationships:

Targeted Precision: BANT leads encapsulate crucial aspects that define a high-potential prospect. By evaluating their budget, authority to make decisions, identified need, and timeline for action, BANT ensures that your efforts are directed towards prospects who align with your offerings.

Enhanced Conversion Odds: The BANT framework reduces the risk of investing time and resources in leads that might not be ready for engagement. By identifying those who possess the necessary resources, decision-making capacity, urgency, and alignment with your solution, you significantly increase your chances of converting them into loyal clients.

Streamlined Sales Process: BANT leads pave the way for a streamlined sales process. Armed with essential information from the get-go, your sales team can tailor their approach, addressing the specific pain points and requirements of each prospect. This personalized touch resonates strongly and expedites the journey from lead to customer.

Time and Resource Efficiency: In the fast-paced world of business, efficiency is paramount. BANT leads save your team's valuable time and resources by focusing efforts on prospects that are most likely to convert. This optimization translates into a more productive and cost-effective lead generation strategy.

Long-Term Relationship Building: BANT leads aren't just about quick wins. By identifying prospects with genuine needs and alignment with your solution, you lay the foundation for nurturing enduring client relationships. This results in repeat business, referrals, and a positive brand reputation.

Measurable ROI: BANT leads bring a quantifiable return on investment. With a higher conversion rate, lower resource wastage, and a faster sales cycle, you can measure the impact of BANT-style lead acquisition on your bottom line.

Conclusion: Elevate Your Lead Generation Strategy with BANT Leads

In a world where lead quality trumps quantity, BANT leads emerge as the North Star guiding businesses to success. By aligning your efforts with prospects that exhibit budgetary capability, decision-making authority, genuine need, and a defined timeline, you unlock a pathway to enhanced conversions, efficient resource utilization, and lasting partnerships.

When the goal is not just to acquire leads but to foster relationships that flourish into profitable collaborations, BANT leads stand tall as the optimal choice. Embrace the BANT approach and embark on a journey where every lead has the potential to become a valued and loyal client.

[8milessolution]

BANT is a sales framework that stands for Budget, Authority, Need, and Timeline. It helps sales teams quickly identify and prioritize leads based on their readiness to make a purchase.

By using BANT, sales reps can streamline lead generation, focus on leads who are more likely to convert into paying customers, and avoid wasting time on leads who may not have the budget, authority, need, or timeline to make a purchase.

However, it's important to note that BANT should not be used in isolation and should be combined with other lead generation and qualification methods. Read More

[0h0possum]

A Codywan and How to Train Your Dragon crossover that turned into a the Mandalorians factions are dragons AU, because I can never just do something simple and for the heck of it.

If you’re not interested the AU lore, leave now or suffer my rambling lol.

Basically, the idea is that Mandalorians started as a race that could shift into dragons. The Mand’alor line and those of most influence were notably ‘Fury’s (for example Mand’alor Tarre Viszla was a Nightfury and so is his generational line). But over time most Mandolorians who could shift were killed off or just lost the ability as more non-shifter Mandolorians married in. Eventually only a few of the Fury’s were around, and when Mandalore split most chose factions lead by the remaining Fury lines. AKA: the New Mandalorians/Lightfury’s, the Haat Mando'ade or True Mandalorians/Duskfury’s, and the Kyr’tsad or Death Watch/Nightfury’s.

Basically this also helps explain (in my head) why Mandalorians would follow Death Watch (terrorists) or the New Mandalorians (Intense Pacifist). It’s because they see those lines that can still shift as chosen leaders or a physical embodiment of the Ka’ra’s will.

How is Obi-Wan a shifter though? Well in this AU he’s the son of Tor Viszla. Long story short, early on when Obi-Wan was born he displayed being force sensitive, and Obi-WAN’s mom (Tor’s wife??? Idk it’s not important to the story) basically went ‘Aw hell naw’ and tried to drown Obi-Wan. Only to be stopped by a traveling Jedi who stole Obi-Wan and saved him. Totally unaware that this baby was Mandalorian, the son one of the biggest Mandalorian factions, AND also one of the last few existing Mandalorian dragon shifters. (Also Obi-Wan’s mom doesn’t want to admit that she lost Obi-Wan to a Jedi and just tells Tor that he was force sensitive and she succeeded in drowning him).

Maybe I’ll get into it later but basically Obi-Wan grows up as normal in the Temple, but obviously at some point he shifts and has the biggest panic of his life. But with help from friends (Quinlan, Garen, Siri, and Bant) he figures out shifting (enough to control it) and helps keep it a secret (Mandalorians and Jedi still don’t have best relations and Obi-Wan is paranoid about being kicked out of the Order anyways *cough cough Brandomeer cough cough Melinda/Daan*). To be clear, Obi-Wan isn’t like ashamed of what he is. He just doesn’t want the judgments of coming from CLEAR Mandalorian roots, and Death Watch at that. Plus he kinda just decides to not think about how he’s pretty much definitely related to well known terrorist Tar and Pre Viszla, because then he doesn’t have to address it. Besides he’s happy as a Jedi.

Anyways, NOW CODY-

So without getting to detailed (mission failed lol) all the clones ARE shifters (Duskfury’s just like Jango Fett), but they have it suppressed by the Kaminoans (probably part of their chips? I haven’t thought it fully out yet). BUT THINGS HAPPEN, probably Cody and Obi-Wan get stranded alone somewhere for a long time and Cody gets his chipped fucked up somehow, and now he’s shifting into a dragon???? And scaring the shit out of both him and Obi-Wan. But Obi-Wan exposes himself as a dragon shifter as well to comfort Cody and show that he will keep his secret. Plus he clearly understands him. (At this point they both are under the impression the clones aren’t shifters, and think Cody is just an outlier and “late bloomer” so to speak). Cue them learning how to be dragons together and be comfortable in their other form.

And eventually they get rescued and find out somehow all the clones are shifters, and therefore find the chips and discover Palpatine’s plan, SO THE GALAXY IS SAVED!

(Additionally the clones get rights and go to form their own society/group (Obi-Wan comes with to be with other dragons, but mostly to be with Cody), and they form an alliance with the New Mandalorians and accidentally unit Mandalore purely by the three Fury types (Nightfury/Obi-Wan, Duskfury/Cody, Lightfury/Satine) being around each other lol.

[macgyvermedical]

Do you know how our understanding and treatment of diabetes has changed through history?

Oooh good question, anon!

As you may guess, diabetes mellitus is not new.

We've known about it since at least the Ebers Papyrus (1550 BCE) when the disease and a treatment was first described. This treatment was: "a liquid extract of bones, grain, grit, wheat, green lead and earth." I did not look these up, but I would guess they did not do a whole lot for the treatment of diabetes.

Later during the 6th century BCE it was first given a name when it was described by Hindu physician Sushruta as madhumeh or "honey urine."

Honey urine is a very apt descriptor for diabetes. In any type, one of the most measurable symptoms is that the person urinates a lot, and the urine tastes sweet (or, if one didn't feel like tasting, that it ferments, or that it attracts ants). This was also the first test for diabetes.

The reason for the sweetness of the urine (as well as a lot of other general info about diabetes) is spelled out more clearly in my "Don't Be That Guy Who Wrote Hansel and Gretel: Witch Hunters" post.

A Greek physician Apolonius of Memphis named it Diabetes, meaning "to siphon" (referring to the large amount of urine lost).

Roman physician Aretaeus later made the first precise description of diabetes. This included the classic symptoms of incessant thirst, copious urination, and constant hunger leading to emaciation and death. He also notes that if deprived of water, the patient will continue to urinate until they become so dehydrated that they die.

The term "Mellitus" was not added until the 1600s by an English physician Thomas Willis. This was again due to the sweetness of the expressed urine. Willis prescribed a diet of "slimy vegetables, rice, and white starch. He also suggested a milk drink which was distilled with cypress tops and egg whites, two powders (a mixture of gum arabic and gum dragant), rhubarb and cinnamon". Supposedly his patients improved if they kept to this diet, though few managed it long term. I honestly don't know how it would have worked, even temporarily.

A major breakthrough came in 1889 when it was discovered that if you removed the pancreas from a dog, the dog would become diabetic (particularly, that it would urinate large quantities of sweet urine). Up until this point it was thought that diabetes stemmed from the kidneys and bladder, or perhaps the lungs. This was the first time it had been shown experimentally that the pancreas was the problem.

Speaking of this, this was also part of a series of experiments where an English physician named Merkowski implanted a small amount of pancreas in the pancreas-less dog's fat, which reversed the diabetes temporarily. This proved that the pancreas was making something that helped regulate blood (and thus urine) sugar.

What this was wasn't figured out until 1921, when Canadian scientists Banting and Best (with help from McLeod and Collip) isolated something they called insletin (after the islets of langerhans, where the substance was being produced). It's important to note that all of these scientists hated each other so much they almost refused a Nobel Prize over it. Later, Collip would refine the substance and McLeod would rename it insulin.

Prior to insulin existing there was basically 1 vaguely useful treatment for diabetes. Unfortunately, that was starvation. So you could either die a slow and painful death by diabetes or you could die a slightly less slow but still painful death due to eating about 500 calories per day. Either way, diabetes was fatal, usually within a couple of years of diagnosis.

By 1923, the first commercial insulin product, Iletin, had been developed. Iletin was a U10 insulin (10 units per 1 milliliter- less potent than today's U100 and U500 insulins) and was made from pork pancreases. It took nearly a ton of pork pancreas to make 1oz of insulin. Fortunately, as a byproduct of the meat industry, pancreases were readily available.

Now, you might be thinking- no one has mentioned type 1 or type 2 yet in this entire post!

Well, you would be right, because diabetes wouldn't be split into 2 forms (insulin-dependent and non-insulin dependent) until 1979, and wouldn't be classified as types 1 and 2 until 1995. That's right- some of you were alive when there was only one kind of diabetes out there.

Now, there's more about the types in the Hansel and Gretel post, but essentially type 1 diabetes occurs when the pancreas itself stops producing insulin, usually in childhood. When this happens, the body stops being able to use sugar (insulin, a hormone, acts as a "key" to let sugar into cells for use). Without replacing that insulin, the person dies because their cells starve.

Type 2 diabetes occurs when the pancreas still produces insulin, but the cells stop responding to it correctly. This causes high sugar levels in the blood, which causes longer-term complications (infections, ulcers, blindness, neuropathy, heart and kidney disease, hyperosmolar syndrome, etc..) which eventually lead to death.

We started discovering oral drugs that worked on what would later become type 2 in the 1950s. Particularly those that worked by increasing the insulin output of the pancreas, but only when the pancreas was still producing some insulin.

Predicting which diabetics would benefit from oral therapies was challenging, but it was recognized that when the onset of diabetes was slow and came on in adulthood, the oral agents would work, while if it came on suddenly in childhood, the oral agents wouldn't. Terms like "adult onset" and "maturity onset" were common:

(Side note: if you have ever read Alas, Babylon (1955) there is a diabetic character who by today's standards clearly has type 1 diabetes, but wants to switch to the "new oral pill" (called "orinase" in the book, though they are likely referring to diabinese pictured above).)

From 1923 into the 1980s, insulin was given once or twice per day, and not particularly titrated to blood sugar. This was probably just because we didn't have a great way to measure blood sugar in real time. Pre-1970s, there was no way to test blood sugar outside of a lab setting.

Urine testing was common starting in the 1940s, but was cumbersome as it required a flame for heating the urine. By the 1950s, a test had been developed that didn't require a flame, but was still not practical for home use. In the 1960s, paper strips were developed that changed color for different amounts of sugar in the urine. The problem with this was that the strips couldn't change color until there was sugar in the urine- a blood sugar level of over 200 by today's measurements. Low blood sugar readings were impossible at this time, and had to be treated based on symptoms.

In the 1970s, blood sugar could finally be measured by putting a drop of blood on a test strip, wiping it off, and matching the color of the test strip to a chart. While less cumbersome than urine tests, this was still something that would generally only be done at a doctor's office.

In 1983, the first home blood glucometer is developed. Finally, it was practical to take one's sugar multiple times per day, and it becomes possible to experiment with "sliding scale" insulin injections that keep tighter control of blood sugar. By the late 90s, continuous glucose monitors became available- though unlike today's CGMs that allow readings in real time on a smartphone or monitor, these had to be downloaded to a computer at regular intervals.

The 1980s were the first decade where insulin pumps become widely available. The very first pump was large and had to be carried in a backpack, but it represented a huge step forward in glucose control, as it more closely mimicked the function of a working pancreas than once-daily injections.

For the next 30 or so years you really had to work to qualify for an insulin pump, but recently it's been found that pumps greatly improve compliance with blood glucose control whether or not the person had good compliance before getting the pumps, and insurance has gotten better about covering them (though CGMs are still a pain to get insurance to cover).

The 1980s was also the decade that recombinant human insulin (insulin made by genetically modified bacteria) was first used. Up until that point the only insulins were pork and beef insulins, which some people had allergic reactions to. Recombinant insulin was closer to regular human insulin than beef or pork, and represented a big change in how insulin was made.

Today for people who take insulin to manage their diabetes, insulin is usually given as a single injection of a long-acting basal insulin, coupled with smaller doses of ultra-short-acting insulins with meals or snacks. This is the closest we've gotten to mimicking the way a pancreas would work in the wild, and keeps very tight control of blood sugar. This can be done by fingerstick blood sugar tests and individual injections of insulin, or it can be done with a CGM and pump- it just depends on the resources available to the person and their personal preference.

[halfagonyandhope]

when the skies catch fire │ch. 40

first chapter (x); previous chapter (x)

“Remind me again why it has to be this planet?”

Obi-Wan turns to Wrecker. Easily twice Obi-Wan’s weight and a head taller than him, Wrecker occupies a considerable portion of the VCX-100 light freighter’s cockpit. But despite his normal bravado, Wrecker seems uneasy.

Obi-Wan can’t blame him. Dathomir tends to have that effect on most people.

But before Obi-Wan can speak, Ahsoka answers the clone trooper’s question. “If we want to get Cody back, we need to face Dooku. If we have any chance of surviving that encounter with Dooku, we need to chat with his former apprentice.”

Hunter puts a hand on the backrest of Ahsoka’s seat. “You sure she’ll feel up for a chat?” he asks. “Look, the Batch didn’t become successful by recklessly disregarding our limits. And I’m pretty sure Dathomirian witches are one of them.”

“Ventress’ bark is worse than her bite,” says Obi-Wan as he helps Ahsoka navigate the Ghost through the atmosphere.

Wrecker chuckles nervously. “How bad is her bite?”

Obi-Wan grimaces and shares a look with Ahsoka. Then Ahsoka looks back out into the atmosphere, and Obi-Wan follows her gaze.

As they move through the clouds, a red haze surrounds them, a byproduct of Domir, the nearby sun. Obi-Wan leans back slightly, noticing how uncomfortable the rest of the occupants of the cockpit look. Even those who aren’t Force-sensitive can feel the Dark side on Dathomir, he knows.

He shakes off the nagging worry in the back of his mind. He doesn’t have time to dwell on the fact that he can’t feel the Dark side here. He’ll dissect that with Satine when he gets back to Phoenix Base.

Before he’d left, she’d reiterated her promise to begin searching for Bant and Siri. He’d hugged her, grateful beyond words, and she’d pressed his lightsaber into his hand.

“Take it,” Satine had urged him. “If only to keep my worry at bay.”

To his surprise, he’d been able to hold the saber steady as he’d examined it, a feat he hadn’t been able to manage since before his abduction.

So he’d clipped it to his belt, and then boarded the ship, knowing that Phoenix Base was in no better hands than with Satine leading the charge.

“Any idea of where to start, Obi-Wan?” asks Ahsoka as they dip below the clouds.

He shakes his head. “If she’s indeed here as intelligence has indicated, she’ll find us.”

Mountains begin to come into view, as do what appears to be the remnants of burnt trees.

“What happened here?” asks Echo from the back of the cockpit, surveying the damage.

Tech speaks up from his place beside Echo. “A massacre toward the end of the Clone Wars,” he supplies. “Led by General Grievous. Because Dathomir is relatively uninhabited, news of the massacre did not become common knowledge.”

Obi-Wan’s pulse increases at the mention of Grievous. For the past few months, Obi-Wan had been able to focus solely on his recovery, relatively unaware of the progress of the fighting outside Phoenix Base. And progressed it had - both Dooku and Grievous are still alive, and Obi-Wan knows the fledgling Rebel Alliance must face them eventually.

He returns his attention to the cockpit.

“It doesn’t help that Dathomir’s Indigenous inhabitants are viewed with disdain and fear by many in the galaxy,” says Obi-Wan. “You’d be surprised how easy it is to kill news of a slaughter, if the group targeted was already discriminated against.” He breathes in. “The Jedi didn’t know of it until I crossed paths with Ventress soon after and she told me,” he adds, unable to keep the regret from his voice.

Silence descends upon them as they sink closer to land, and strewn droid parts and humanoid skeletal remains are visible amidst the burnt tree trunks. Eventually, they come across what appears to be a recently dug cemetery, with several rows of disturbed dirt.

“There,” says Obi-Wan. “Land just beyond there.”

He sighs.

“Before we lost contact with Quinlan,” he says to Ahsoka, “he said Ventress had taken him to Dathomir for training. They’d reburied many of her sisters while here. If she really is back on Dathomir - and him with her - I’d imagine they’ll be close.”

As the freighter touches down and Obi-Wan begins the post-flight sequence, Ahsoka glances at him out of the corner of her eye. “Why take Master Vos here to train?” she asks.

Obi-Wan swallows, thinking of Quinlan and how risky the mission had been, of the sense of foreboding he’d felt the last time Quinlan had briefed him on progress.

“Probably exactly the reason you’d think,” he finally says as the engines shut down.

Ahsoka’s eyes narrow. “If she brought him here to teach him about the Dark side…”

Obi-Wan stands. “I know,” he says. “And I’ve come to terms with what that likely means for him.” He scratches his beard. “A few days ago I thought Quin was dead. It’s not going to hurt much worse if I find out he’s alive yet…” he trails off.

“Not himself anymore,” supplies Ahsoka gently.

He nods tersely. “We’re going to assume the worst and hope for the best,” he says, turning around to glance at Hunter, Wrecker, Echo, and Tech. “That means monitoring for any approaching lifeforms but from the safety of the ship. If Quinlan indeed tapped into the Dark side of the Force while trying to complete his last mission, we may not be welcome here.”

Echo chuckles nervously. “I don’t think we’re welcome here regardless,” he says.

Obi-Wan can’t help but agree with him.

---

While most of the team eventually heads to their cabins to sleep that evening, Obi-Wan takes the first watch. He sits in the cockpit, monitoring the surrounding area for lifeforms. He wears the beskar’gam given to him by Satine, his lightsaber hanging at his hip, and his eyes follow the mist outside as it twists around the freighter.

The red haze hadn’t disappeared with the sun; rather, its four moons reflect the light from Domir at night, albeit more softly.

He wishes he could call Satine, but it’s also the middle of the night on her part of Dantooine, and he won’t risk waking her if both she and Léa are actually asleep.

The mist shifts suddenly. The dashboard of the cockpit beeps, and Obi-Wan sucks in a breath.

Standing in front of the ship, just before the burnt trees, mist parting around her, is Asajj Ventress. 

And what’s more - she’s staring directly at him.

Obi-Wan blinks.

He takes in her short blonde hair, undercut on one side, so different from the bald head he was expecting. And on her hip is one lightsaber hilt.

Quinlan’s saber.

His heart stops and then sinks.

Obi-Wan raises his wrist to speak into his comlink. “Ahsoka,” he says. “Get everyone up. I’m headed outside.”

And so a minute later, he’s walking down the boarding ramp, each step taking him closer to Ventress. He can’t feel the eyes on Ahsoka and the 99s on him, but he knows they’re ready to spring into action if need be. Though he’d asked them to wait in the ship so as to not spook Ventress, he has a feeling very little has actually ever scared the woman before him.

Ventress watches him with cautious and confused eyes. “Can it truly be you?” she says lowly, her voice as raspy as he remembers.

Obi-Wan tosses his saber to her as he approaches, knowing if Ventress wanted him dead, he’d already be so. Ventress examines the saber, one eyebrow rising, and then she flings it back to him.

“Why can’t I feel you in the Force?” she says as he moves to stand in front of her.

“There’s much we have to catch up on,” Obi-Wan says, and the fog of his breath joins the mist passing around them.

Ventress smirks. “Evidently,” she agrees.

“My connection to the Force has been severed,” admits Obi-Wan.

Ventress’ brow furrows. “I was unaware that that was possible,” she says. Then she takes in the beskar’gam he is wearing. “Explains the iron skin, I suppose,” she adds, crossing her arms against her chest.

Then she looks closer at the beskar’gam.

“I know those clan colors,” she says, and then one eyebrow climbs higher in realization. “Ah,” she says. “We do have much to discuss, it seems. There were rumors you left the Order before it fell. And now I know why.”

Then there’s a flash of pain across her face, and Obi-Wan thinks he understands the implication. 

“Where’s Quinlan?” he asks, nodding to the saber at her hip.

“Invite me inside first, Kenobi. Where are your manners?” She reaches out to brush past him and then looks back at him again, clearly noticing for the first time how much muscle mass he has lost. “What happened to you?” she whispers.

Obi-Wan takes a deep breath. “You’re right,” he admits. “Let’s bring this conversation inside. I have a feeling I’ll want to be seated anyway.”

He steps back to allow her to pass him up the boarding ramp, and he shows her the way to the lounge. Ahsoka turns on the lights with the flick of her hand, and Ventress’ lip curls up.

“Ahsoka Tano,” she says in what must be the warmest tone Obi-Wan has ever heard her use. “So this is twice now we’ve found ourselves working together. Times sure have gotten stranger.”

“You could say that again,” says Ahsoka, moving to stand beside Obi-Wan, and he notices the slightly protective stance she’s taken as he eases himself into his seat, joints protesting.

Ventress seems to notice this, too, as she takes in the 99s, who have gathered in the lounge as well. She hands Quinlan’s lightsaber to Obi-Wan and then sits across the room from him. “So nobody thinks I’ve got the wrong idea,” she says. “You going to introduce me or what?” she adds, looking at Obi-Wan.

So Obi-Wan makes quick introductions, and he gives Ventress a high-level summary of the events of the past few months.

When he’s finished, Ventress leans forward, her elbows on her thighs. “So it’s true,” she says, and it’s half a whisper, half a snarl. “I’d heard rumors of Sidious’ new apprentice. I never would have guessed it would be Skywalker.”

“Welcome to the club,” murmurs Ahsoka.

Ventress sighs. “There seems to be something in the water with maverick Jedi,” she says, leaning back and crossing her arms over her chest again. “Vos, too.”

Obi-Wan had known this the moment he’d seen Quinlan’s lightsaber on Ventress’ hip, but he swears he still feels the air rush out of his lungs. He turns the lightsaber over in his hands. “What happened?” he asks.

Ventress clenches one hand into a fist. “We were so close,” she hisses, “to finishing the mission. Vos was captured by Dooku before we could assassinate him.” She looks over at Obi-Wan. “Later, I took a team of bounty hunters to break him out, but when we tried, I realized Vos had turned.”

Obi-Wan doesn’t think he’s ever seen this particular expression on Ventress’ face. It takes him a while to place it before he realizes it’s regret.

“When I was Dooku’s apprentice, I was ordered to kill a Jedi by the name of Tholme,” Ventress says lowly.

“Vos’ master,” says Ahsoka.

Ventress nods. “I…unwisely hid this from Vos during our partnership. He learned of my lie from Dooku during his captivity.” She looks down. “I couldn’t bring him back - figuratively from the Dark side or literally from his cell. I had to leave him there.” She pauses. “This was before the fall of the Republic. I’ve spent the last few months here on Dathomir, biding my time, reburying as many of my sisters as I can. Obviously I have a lot of work to do still.” She extends her fingers as though trying to get rid of some imaginary thing that has touched her. “I eventually tried to contact the Jedi Council, but soon after that, word made it here that the Jedi had been eliminated.”

Obi-Wan’s eyes narrow. “Word made it here? To Dathomir?”

“You banished a Zabrak named Maul from the Mandalore system,” says Ventress, looking at Ahsoka. “He is here. I’ve crossed paths with him once or twice.”

“All the more reason for us to leave quickly,” says Ahsoka under her breath.

Ventress chuckles. “He’s on the other side of the planet,” she says. “You’re safe from him. For now.” She takes a look at Obi-Wan’s face. “Though maybe I should be more concerned about his safety from you, Kenobi? Considering he tried to kill the Duchess of Mandalore? I may be a bit out of the loop, but that news was spread pretty widely across the galaxy.”

Obi-Wan forces himself to let go of the tension in his shoulders, to take a deep breath. “My fighting days are behind me,” he says honestly.

Ventress glances down at his now un-gloved hands, his beskar ring clearly on display. “Whipped,” she whispers, in an almost sing-song voice.

Obi-Wan hears Wrecker snicker, and then he hears the sound of what he suspects is Hunter elbowing the larger clone. He sighs, and Hunter rounds up the 99s, guiding them out of the lounge, clearly satisfied that Ventress isn’t an immediate threat.

As the doors to the cabins close, Obi-Wan says, “There were whips involved that led to my current condition, but certainly not the type you’re referring to.”

Ventress’ grin fades immediately. 

“Immediately after dealing with Anakin - what we thought was dealing with Anakin - Ahsoka and I went to Mandalore to smuggle Force-sensitive children off the planet,” says Obi-Wan. “Thanks to Maul, I didn’t make it out.”

Ventress’ spine straightens. “Maul did this to you.”

“It appears both Quinlan and I were captives for quite some time,” confirms Obi-Wan.

“How did you survive?”

Obi-Wan gestures to Ahsoka. “My grandpadawan. And Satine, my wife. They extracted me. That was a few months ago. The healing process has been…slow.”

It’s an understatement, but Ventress doesn’t need to know that.

Judging by her expression, she already does. She studies him, sizing him up. “So now you do more of the same? Smuggling Force-sensitive children away from harm?”

Obi-Wan nods. “A little of that, a little of this.”

“And you were looking for me because?”

Obi-Wan takes a deep breath. “We received intelligence that my former lieutenant is being held by Dooku on Serenno. It’s obviously a trap to lure me there. I wanted to speak to you regarding what you know about Dooku before we attempt to break Cody out.” He clears his throat. “This was before we were aware that Quinlan is also being held there,” he admits. He looks at Ahsoka, who nods. Obi-Wan breathes out deeply. “I wonder if we could help do what your bounty hunter group could not - for Quinlan. If we got him out, could we help you bring him back?”

Ventress gives him a pitying look, but Obi-Wan has the feeling it’s directed more so at herself than at him. “You’re asking me how far gone I think he is.”

Obi-Wan nods again.

“I don’t know,” Ventress admits. “Not so far gone as I once was, and look how I ended up. Maybe there’s hope for him yet.”

The red haze of sunlight begins to sneak through the transparisteel of the ship, and Obi-Wan suddenly understands. “You loved him,” he murmurs, his voice gentle and unaccusing. “You love him still.”

Ventress holds his gaze, and Obi-Wan hands Quinlan’s saber back to her.

She takes the saber and hooks it back on her belt.

“Yes,” Ventress says simply.

[merrinla]

BioWare comments on Dragon Age II

Source: Dragon Age II Collector's Edition: The Complete Official Guide

In this section, members of the writing, cinematic design, QA and editing teams at BioWare offer illuminating insights into the creative processes behind Dragon Age II.

WRITING AS A CORNERSTONE

Jennifer Hepler, Writer: At BioWare, we have a rather unique structure that involves a lot of back and forth between the various departments of the team. The writers begin by designing a story, with space for combat and interesting challenges. This is refined by our technical designers to suit the gameplay needs. Once they approve, the writers begin work on the dialogue. When this is complete, the tech designers implement the plot, and it is tested and reviewed by a wide range of disciplines on the project.

Because many departments are dependent on having finished writing before work can begin - technical designers can't implement unwritten plots, cinematic designers can't stage unwritten dialogue, voice-over and audio can't work on unwritten, unrecorded dialogue, and so forth - the writing often takes place before much of the combat or systems are working in the game. So, while we know there will be tactical combat and we always aim to implement bos fights and fun gameplay, we often don't get to see it in action untill well after the writing has been locked down and recorded.

Though Dragon Age II is a sequel, nothing from this project was known or planned when we were working on Dragon Age: Origins. While we always hoped the game would be successful enough to launch a franchise, that's never a guarantee until it happens. Developing Origins was such a long process and went through so many changes of leadership that we were able to start DAII with a pretty fresh slate. We'd already told our "ancient evil rising" story, so by the end of the Origins project we were able to discuss what the most intersting parts of the world had turned out to be and how to turn those into more central game elements. For example, it was rather confinig to have all mages locked in the Circle tower, so in DAII mage freedom became a central part of the conflict to make their unique situation a broader part of the game.

There are no "big secrets" among the writers as to where the main story is going, and nothing is set in stone. So, while we have general ideas of which stories we want to tell - we'd definitely like to do more with Tevinter, the Qunari, Orlais and the Fade, for instance - exactly what will happen in each game isn't set until it goes into production.

At the beginig of a project, we usually have a list of main character concepts (like "human male rebel mage") that are put together by the lead writer and lead designer. Then all writers het to say who the're interested in. We've generally been very lucky in that our different personal interests have led all of us to focus in on defferent profiles, so there wasn't much competition who has custody of which characters. After that, those basic character concepts get fleshed out by the individual writer and the team. If someone feels strongly about an idea, they're usually allowed to run with it. For example, for Anders in DAII, I really wanted to try doing a cursed Angel-Buffy-style romance, which we hadn't done at BioWare before. We settled on using Anders and Justice from Awekening for this purpose.

It is each writer's responsibility to make sure that their characters have a consistent voice by reading all related lines in all other writers' conversation files, attending their voice-over sessions to work with the actor/actress and writing any non-plot dialogue for that character. One of my custody characters in DAII was Hawke's mother, so I made sure that I reviewed her dialogue and character development from her first appearance in the Prologue through to her final voice-over session. We also discuss communally how major game characters, like companions, feel about each other. This allows our banter to demonstrate a consistent relationship between NPCs and makes them feel like real people.

As writers, we're involved in changing systems that affect character relationships, such as companion approval. Were always looking for ways to use in-game systems to increase the verisimilitude of our protagonists, so something like lessening the impact of gifts compared to Origins was an obvious low-hanging fruit for us. It just didn't feel right that these people who were otherwise defined by the strength of their convictions could be convinced to like you if you gave them enough bottles of cheap wine. We attempted to correct that with the Friendship/Rivalry system in Dragon Age II.

I'd say that the relationships between characters is precisely what makes our series so roleplaying-friendly. In Dragon Age, we made characters who got under people's skins. For example, many players felt sincerely bad when ending a romance with Leliana in Origins, not because it had any effect on their own character's advancement in the game, but because they had come to care about her as a real person and hated making her cry. To me, that's the ultimate achievement as a game writer - to make a player willing to make a disadvantageous decision in a game just to keep a fictional character from suffering.

THE CINEMATIC EXPERIENCE

Frank Gordon, Cinematic Designer: A camera in a videogame has incredible freedom of movement and can be placed anywhere. This is actually a bit of a double-edged sword for us - it allows the creation of some truly spectacular moments, but it is very easy to create an unnatural looking shot. We study film techniques extensively and employ many of the same principles, but we have just as much fun breaking the rules as following them when it comes to composition and movement choices.

Every camera that we place is sending a subtle message to the player, and little things like the angle of a shot can convey a lot of information without the character having to say a word. These types of techniques generally go hand-in-hand with the narrative as they have to support one another or it will feel weird to watch. Ultimately, we conform to the tenets of cinematography in the same way as film, and that is one of the ways that we contribute to furthering our medium as an art as much as entertainment.

John Epler, Cinematic Designer: Technical limitations meant that early videogame cinematics had to be more skilled in the delivery of visual storytelling. Now that voice-over is expected, we have to find a new balance between image and dialogue. For writers, I think there's a bit of a tendency to "play it safe" and write whatever they think might be needed. And that's completely understandable - we don't always manage to hit every line, and so what you thought might be carried by cinematic design could be missed due to time constraints. While the writers sometimes give us a little more than we need, they're extremely accommodating when we ask them to rewrite or remove something, because they believe in the saying "show, don't tell" every bit as much as we do. So if a line (or even a series of lines) can be replaced with a meaningful look or a well-placed gesture, theyre always on board.

Frank Gordon: Cool scenes, especially ones with dragons, are the best parts of our job. They are just as fun to build as they are to watch. We are very open to suggestions and feedback from the whole development team, and when we get a great idea for a scene, we don't mind crunching a little extra to get it done. Having said that, our use of resources is a constant concern and we don't always have time to do everything that we would like to do.

Kaelin Lavallee, Technical Designer: Assessing the value versus cost is important. Good value for reasonable time and effort means the asset will probably make it into the game. Lots of work for a minor detail is not usually worth it. Sometimes, ideas are good on paper but aren't realistic or don't translate well to gameplay. If we don't think that a certain encounter or experience would be enjoyable - or if we do, and it doesn't test well - we discard it and focus on the things that are fun.

For instance, the "gang" quests are a great addition. They provide some relatively inexpensive, yet fun gameplay to the somewhat spacious night-time areas. This gives the player exploration, combat, XP, items and coin and fills out the world at the same time. The letter system works well for quest delivery or reactivity and saves a lot of unnecessary dialogue and cinematics, which made room to work on other areas of the game. These are two examples of win-win situations for developers and players.

John Epler: We'd rather the other departments in the team ask too much than too little, though. When someone says, "I want this awesome thing to happen," there's usually a scramble as everyone tries to claim it for their own. The big scenes are almost always the most fun to do, even if they're the most work, and you end up learning a lot more about both the toolset and your own abilities when you push out of your comfort zone.

Geordie Moffatt, Technical Artist: On Dragon Age II, we tried not to draw any creative lines. We know we can achieve outstanding animation and effects in-house. Several scenes required the creation of custom tools and a lot of R&D across multiple departments, but it was worth it to get that extra "Wow!" factor. For example, the Chantry explosion cutscene was challenging and went through many iterations, but the final version really makkes you sit back in your seat with your jaw open.

Frank Gordon: The capacity for cutscenes completely rendered in real-time by the game engine has really changed the way cinematics are incorporated in games. It's one of the reasons why dialogue looks so different from last-gen titles. The ability to incorporate cutscenes into gameplay and dialogue leads to a more homogeneous, cinematic experience, and I think were just scratching the surface.

John Epler: Clearly, the job of cinematic designer is one that is still in its infancy. We have a role that's more akin to that of a director on a film set than anything else, and this is only possible given the improved visual fidelity of games in the past five years. Currently, there's a bit of a divide - dialogue feels connected but very separate. Eventually, conversations will happen parallel to the gameplay, allowing for a more integrated experience. I see cinematic design playing a huge part in making this happen.

BUILDING ON FEEDBACK

Mike Laidlaw, Lead Designer: We are certainly very aware of both player and critical feedback for Origins. We analyzed and compiled every magazine and internet review. We also highly value what fans think, so we try to take as much feedback as possible into consideration when we move forward with future projects. It's impossible to please everyone, but I think we've managed to hit a "sweet spot" with DAII. It stays true to its roots while improving on many existing systems. For instance, the art of Origins was gorgeous, but it didn't particularly stand out on its own. So our team "hot-rodded" the art. Now we have a bold, easily-identifiable style - a visual signature that is grim, bloody and sexy.

Combat is another example. People loved the action and combat in Origins, but the pace was a bit slow and the mages were highly overpowered. So in Dragon Age II, we kept the tactical elements, big boss battles and the plethora of ability and specializations while revamping gameplay. Now controls are more responsive, each class has a unique and powerful style of play and combat is actively engaging and faster-paced. We also built a strategic, offensive cross-class combo system.

The same applies to narration. In Origins, everyone enjoyed the tough choices and the memorable characters with their own agendas, but the narrative and story took a long time to see the results of your actions. DAII is still filled with interesting conflict and in-depth, realistic characters, but we improved the system by having a framed narrative with a tighter story that responds to your decisions throughout the game.

Gary Conrad, QA: The feedback from QA is also an important part of the design process. This is one of the things that sets BioWare apart from a lot of other developers: QA is there right at the start of a project, working to ensure that all systems are being tested for possible bugs and end-user experience. Being involved from the beginning also means that it is much easier for QA experts to keep up to date with their knowledge of the game. Instead of being thrown into the deep end near the final stage of a project, the testers expand their knowledge of the game in lockstep with its development. This ensures that QA is always up to speed on all the intricacies of a game's mechanics and allows for that extra level of polish.

Chad De Wolfe, QA: Being involved in the creative side of the project also means that we know who to talk to, and we can make suggestions to solve problems or bugs, which helps the other teams with their workload.

On first contact with the early versions of the game, testers didn't necessarily feel challenged. It's only when they got to the end, where they saw how many choices and checks the game made, that they got a sense of the size of their task.

Gary Conrad: There are tons of variables and dependencies in a game as large as Dragon Age II. Methodical testing for such a massive amount of parameters requires legions of spreadsheets detailing all the various combinations of events that have to be tested. These are the times when the testers sit down and work out the most absurd ways possible to break the game. When a title sells millions of copies, this is essential as you just know someone out there will be trying those very same crazy sequences of events.

THE EDITING MARATHON

Chris Corfe, Editor: Editors are an excellent point of contact and liaison between departments because we see so much of the game. We work with writing, technical design, localization, voice-over and cinematic design, and we must view the game through all of these lenses while editing.

Such multitasking has its risks as well as its benefits. This is not too complicated early on as we are focused mostly on story feedback, brainstorming and editing, For DAII, however, we sent the game for translation and voice-over while we were still writing it, so when localization started, we really had to step up. We went through dialogue editing, voice-over and non-voice-over lockdown, bug-fixing and finally the finishing touches: the manual, credits, last-minute text and dialogue tweaks and, of course, the guide!

It took a high-performance machine to pull off a complicated game of this scale that was in constant flux until the last day. This made the project demanding for the Dragon Age team and for external partners like Piggyback, but it was a rewarding experience. We were very fortunate to work with the most talented and dedicated people in the business.

[mayxthexforce]

Dynamic Tags

Decided to put the dynamic tags I've come up with so far in a single post cause Tumblr sucks at remembering my tags

General.

||dynamic: someone who loves you; han & leia||

||dynamic: I loved you; obi wan & vader||

||dynamic: if that means you have to die; quinlan & tholme||

||dynamic: wherever she needs him to go; sabé & tonra||

||dynamic: my hands are yours; sabé & padme||

||dynamic: blinded by affection; obi wan & anakin||

||dynamic: who am i and who are you; quinlan & aayla||

||dynamic: a sea of sand; luke & leia||

||dynamic: there's no need to apologize; obi wan & bant||

||dynamic: brother jedi; agen & quinlan||

@corruptedforce.

||dynamic: why would i be afraid; sabé & anakin||

||dynamic: the shadow's shadow; sabé & vader||

||dynamic: rattle the bones of our fathers; luke & vader||

||dynamic: you're different. you're special; jyl & anakin||

LEIA & VADER TAG TBA

CELESTE & VADER TAG TBA

MERRIN & VADER TAG TBA

@d4gangera.

||dynamic: no longer alone; cal & dagan||

DAGAN AND MERRIN TAG TBA

@foundjarin.

||dynamic: my heart; cal & din||

||dynamic: butting helmets; goran & din||

||dynamic: a home to call my own; luke & din||

GORAN & MEDRIT & DIN TAG TBA

@galaccias.

||dynamic: journey of the hunters; bossk & jango||

||dynamic: a lifetime together; myles & jango||

||dynamic: the right hand; goran & boba||

@kylo-wrecked.

||dynamic: what happens when we catch up; voe & kylo ren||

@mutatiio.

||dynamic: don't know how to die; obi wan & maul||

||dynamic: i will watch you; ferus & anakin||

||dynamic: tag you're it; drakka & maul||

||dynamic: more than anything; jyl & anakin||

||dynamic: you can have both; ferus & roan & anakin||

||dynamic: blood and gold; talon & dryden||

||dynamic: to be hungry; han & dryden||

||dynamic: a lucky child indeed; feemor & maul||

||dynamic: oh brother of mine; feral & maul||

RAJEEV AND ANAKIN TAG TBA

A'SHARAD AND ANAKIN TAG TBA

@nieithryn.

||dynamic: leading wherever I roam; ailyn & boba||

||dynamic: this path of destiny is all my own; mirta & boba||

||dynamic: I trust no one more; obi wan & bail||

||dynamic: free as a breeze; caij & cad bane||

||dynamic: angel of the morning; han & boba||

||dynamic: any way you want it; xasha & boba||

||dynamic: more than a feeling; goran & boba||

||dynamic: dignity and pride; leia & boba||

ROS LAI & QUINLAN TAG TBA

@sithisms

BAIL AND LEIA TAG TBA

@ofthestcrs.

||dynamic: story repeating itself; mirta & ben solo||

||dynamic: you were a friend; voe & ben solo||

||dynamic: my special boy; han & ben solo||

||dynamic: don't leave me; ulic & exar kun||

||dynamic: a whisper from the past; celeste & exar kun||

[thinkermediagroup]

The Essential Tools for Effective Account-Based Marketing

Begin with an overview of Account-Based Marketing (ABM), emphasizing its importance in aligning marketing and sales efforts towards the most lucrative accounts. Highlight how ABM differs from traditional marketing approaches by focusing on personalized and targeted strategies.

Understanding ABM Tools

Explain that ABM tools are designed to help in identifying prospects, engaging with them more effectively, and closing deals by nurturing key decision-makers within targeted companies. These tools integrate data analysis, customer relationship management, and marketing automation to deliver personalized marketing campaigns.

Key Features of ABM Tools

Account Identification: Tools that help in identifying and selecting accounts that are likely to convert. Discuss features like predictive analytics and AI capabilities which help in pinpointing high-value targets.

Data and Contact Management: Importance of clean, comprehensive data on target accounts. Tools should provide seamless integration with existing CRM systems to ensure that all account data is up-to-date and accessible.

Targeted Content Delivery: Tools must allow for the creation and management of personalized content tailored to the needs and interests of each account. Mention platforms that support dynamic content which adjusts based on the viewer’s profile.

Engagement Channels: Detail how ABM tools facilitate engagement across multiple channels (email, social media, web, etc.). Discuss how they provide cohesive communication strategies that are consistent and personalized.

Lead and Account Scoring: Importance of scoring leads and accounts based on their interaction with your content and their likelihood to convert. This helps in prioritizing efforts and resources effectively.

Analytics and Reporting: Emphasize tools that provide detailed analytics on campaign performance, account engagement, and ROI. Explain how these insights are crucial for refining strategies and proving the value of ABM.

Essential ABM Tools to Consider

CRM Integration: Salesforce, HubSpot

Marketing Automation Platforms: Marketo, Eloqua

Data and Analytics Tools: Google Analytics, Tableau

Content Personalization: Adobe Experience Manager, Optimizely

Communication Tools: MailChimp, SendGrid, LinkedIn Sales Navigator

Account Identification: Demandbase, InsideView

Implementing ABM Tools

Offer a step-by-step guide on how to implement these tools within a marketing strategy. Discuss the importance of staff training, tool integration, and setting up systems to monitor and analyze results.

Best Practices

Share some best practices for using ABM tools effectively:

Consistency Across Channels: Ensure that messaging and content are consistent across all touchpoints.

Alignment With Sales: Close collaboration with the sales team is essential to ensure that marketing and sales strategies are aligned.

Continuous Improvement: Regularly review the performance and adapt strategies based on what the data shows.

Conclusion

Conclude by reinforcing the importance of ABM tools in achieving a successful account based marketing strategies. Emphasize that while the right tools are critical, the key to ABM success lies in a strategic approach and flawless execution.

[finalexpensetelesalespro]

Mastering the Numbers Game: Filling Your Sales Pipeline for Success

In the competitive world of sales, success often comes down to a single concept—the numbers game. The more leads you generate, the more prospects you engage, and ultimately, the more sales you close. But how do you consistently fill your sales pipeline and ensure a steady flow of opportunities? That’s exactly what we’ll explore in this article, inspired by my latest YouTube video: "Mastering the Numbers Game: Filling Your Sales Pipeline" (Watch Here).

Why Your Sales Pipeline is the Key to Success

A strong sales pipeline is the backbone of any successful business. It allows you to track potential customers, nurture leads, and close deals efficiently. Without a well-maintained pipeline, even the best sales professionals struggle to meet their goals.

Steps to Effectively Fill Your Sales Pipeline

1. Lead Generation: The Lifeline of Sales

Generating high-quality leads is crucial. You can achieve this through various strategies, including:

Cold Calling & Outreach: Reach out to potential clients directly.

Social Media Marketing: Utilize platforms like LinkedIn, Facebook, and Instagram to attract prospects.

Content Marketing: Create valuable blog posts, videos, and infographics to establish authority.

Referrals: Encourage existing clients to refer new customers.

2. Qualifying Leads: Focus on the Right Prospects

Not all leads are created equal. Use the BANT (Budget, Authority, Need, Timing) framework to determine which leads are worth pursuing. By focusing on high-quality leads, you save time and increase conversion rates.

3. Engaging Prospects: Build Trust and Rapport

Engagement is key to moving leads through your pipeline. Some effective ways to engage potential clients include:

Personalized follow-ups

Email marketing campaigns

Webinars and live Q&A sessions

Offering free resources, such as e-books or whitepapers

4. Closing the Sale: Convert Prospects into Clients

Once you’ve built trust and provided value, it’s time to close the deal. Use proven techniques such as:

Creating a sense of urgency

Overcoming objections with clear solutions

Showcasing testimonials and case studies

5. Retaining Clients: The Power of Long-Term Relationships

A successful sales pipeline doesn’t just focus on new leads—it also nurtures existing clients. Provide ongoing value through excellent customer service, upsell opportunities, and loyalty programs.

Real Success in the Sales Industry

The sales industry is filled with examples of professionals who have mastered the numbers game. Many top insurance agents and financial advisors use these strategies to consistently earn six to seven figures annually. The key takeaway? Consistency, persistence, and a data-driven approach to sales yield the best results.

Watch the Full Video for Expert Insights

For a detailed breakdown of these strategies, watch my latest video "Mastering the Numbers Game: Filling Your Sales Pipeline" here: YouTube Video

Take Your Sales Career to the Next Level

If you're looking to boost your sales numbers, especially in the insurance industry, visit my website for valuable resources: Final Expense TeleSales Pro.

Final Thoughts

Success in sales is all about keeping your pipeline full and continuously improving your approach. By mastering the numbers game, you can turn more leads into paying customers and scale your business to new heights. Implement these strategies today and start seeing real results!

Stay Connected:

Watch my latest sales strategy videos: YouTube Channel

Explore high-income opportunities in sales: Website

[myindustrialspecialist]

23rd July 2024 Klang's history Klang’s history predates Malacca’s and can be considered one of the oldest cities in Malaysia, having been occupied for about 2,000 years. In the aftermath of a civil war between Raja Mahadi and Raja Abdullah, all that’s left of the former king’s empire is an archway. Many buildings from this era have been lost to time, with one source noting that Raja Mahadi's town was situated at the top of a hill with a tunnel that reached the Klang River. However, the tunnel has long been buried. Browse more industrial properties for sale in Klang Core Activities in Klang Separated by the Klang River, Klang is divided into North Klang and South Klang. North Klang is divided into three sub-districts: Kapar, Rantau Panjang, and Meru. Since 2008, more residential and commercial areas, as well as government offices, have been developed in South Klang. While North Klang used to be the main commercial centre, South Klang has now taken the lead. Major government and private healthcare facilities, such as Sri Kota Hospital, Pantai Hospital, and Klang General Hospital, are located in South Klang. South Klang is busier and has become the centre of social and recreational activity. This is supported by the growth of modern townships such as Bandar Botanic, Bandar Bukit Tinggi, Taman Sentosa Perdana, Taman Bayu Perdana, Glenmarie Cove, OM Hub Klang Jaya and Kota Bayuemas. Additionally, Malaysia’s business port, Port Klang, is situated in South Klang. Browse more industrial properties for sale in Klang North Klang, with its older residential areas such as Berkeley Garden, Taman Eng Ann, Bandar Baru Klang, and Taman Klang Utama, also boasts newer townships like Bandar Bukit Raja, Aman Perdana, and Klang Sentral. These areas feature numerous F&B restaurants, offices, and commercial activities. Industrial parks in Klang include Meru Industrial Park, Excellent Technology Parks I, II, and III, and Kapar Bestari, Sungai Kapar, Bukit Raja Industrial Park , Zone Innovation Park, among others. Economic Sectors Supported by Klang The economy of Klang is closely tied to the greater Klang Valley. Major industrial areas are found in Meru, Bukit Raja, Kapar, Taman Klang Utama, Sungai Buloh, Teluk Gong, and Pulau Indah. Initially, rubber and palm oil plantations played a significant role but were later converted for urban, residential, and industrial development. Port Klang is a crucial part of Klang’s economy, hosting numerous shipping companies, container storage centres, and freight and transportation companies. The Port Klang Free Trade Zone (PKFTZ), established in 2004, has transformed Port Klang into a regional distribution and storage hub as well as a trade and logistics centre. Unique Selling Points of Klang Klang boasts several shopping malls, which serve as landmarks in their respective locations, including AEON Bukit Tinggi Shopping Centre, AEON Bukit Raja Shopping Centre, AEON Big Hypermarket, Klang Parade, and Centro Mall. The town also has notable schools such as SJK(C)Taman Rashna, SMJK Kwang Hua, SMK(P) Bukit Kuda, and SMK (P) Kapar. Connectivity of Klang Klang is well-connected to the Klang Valley via the New Klang Valley Expressway (NKVE), South Klang Valley Expressway (SKVE), the Federal Highway, the North Klang Straits Bypass (New North Klang Straits Bypass), and the KESAS Highway. The under-construction West Coast Expressway (WCE), expected to be completed by the end of 2022, will run between Changkat Jering, Perak and Klang-Banting, Selangor. Klang is served by five commuter stations on the two Port Klang lines of the KTM Komuter system: Bukit Badak, Klang, Teluk Pulai, Kampung Raja Uda, and Teluk Gadong stations. By November 2023, Klang will also be connected to the LRT 3 rail line. How MyIndustrialSpecialist Can Help My Industrial Specialist has experienced property agents specialising in Klang who can help you find the most suitable factory or warehouse.

Our research and expertise in analysing industrial property transactions can help you find the right property to suit your needs. Get in touch with us today!

[prospectprecise]

Top 5 Benefits of Using BANT Criteria in B2B Lead Generation

Introduction

In B2B lead generation, not every lead is a good lead. To focus on the most promising prospects, sales teams use lead qualification frameworks like BANT. Standing for Budget, Authority, Need, and Timing, BANT helps sales reps determine whether a lead has the potential to become a valuable customer. This framework has become essential for teams looking to save time, reduce costs, and maximize conversion rates.

1. Increased Sales Efficiency

Using BANT allows sales teams to quickly gauge a lead’s potential by asking targeted questions. By assessing a prospect's budget, authority, need, and timing, sales reps can prioritize high-quality leads, eliminating those unlikely to convert. This streamlined approach allows teams to focus on the most promising opportunities and dedicate their resources where they're most effective.

Example: A lead with a defined budget and authority to make decisions can quickly move into the pipeline, speeding up the sales process.

2. Better Lead Scoring and Prioritization

Not all leads are created equal. With BANT, you can implement a scoring system based on each criterion, making it easier to rank leads based on their readiness to buy. Leads with a high BANT score are more likely to convert, allowing sales teams to invest their time wisely. This organized lead prioritization can also boost morale, as reps spend more time closing deals and less time chasing cold leads.

Tip: Use a scoring system to assign points for each BANT factor, focusing efforts on high-scoring prospects.

3. Improved Sales Forecasting

Since BANT-qualified leads are highly likely to convert, they can provide a more accurate sales forecast. Sales managers can use this data to set realistic sales targets and anticipate revenue, leading to better resource planning and budget allocation. With reliable forecasting, businesses can reduce wasted effort and achieve more predictable growth.

Key Insight: BANT helps sales teams predict which leads will convert within a given timeframe, contributing to more dependable sales outcomes.

4. Enhanced Customer Experience

By focusing on the leads who are genuinely ready to purchase, sales teams can tailor their approach to meet each prospect’s unique needs. For instance, leads with urgent needs can receive quick responses, while those still researching can be nurtured over time. This personalized approach not only enhances the customer experience but also improves brand perception.

Pro Tip: Nurture leads at different stages with personalized content to address their specific BANT criteria and ensure they feel understood.

5. Higher ROI on Marketing and Sales Efforts

When marketing and sales teams collaborate using BANT, they can generate higher-quality leads, resulting in a more effective sales pipeline. By focusing on well-qualified prospects, businesses can increase their return on investment (ROI) for marketing campaigns, ultimately driving growth and profitability.

Example: Leads that meet all BANT criteria are more likely to result in successful deals, reducing the overall cost of customer acquisition.

Conclusion

The BANT framework is a powerful tool for B2B companies looking to refine their lead generation strategy. By helping sales teams prioritize leads based on budget, authority, need, and timing, BANT improves sales efficiency, enhances customer experience, and boosts ROI. For businesses looking to optimize their sales process, implementing BANT criteria can be a game-changer.

[advizuru]

Lead Generation Mistakes You Should Avoid in 2024

Lead generation is the lifeblood of any successful business. It’s the process of attracting and converting potential customers into prospects who are interested in your products or services. As we navigate through 2024, the landscape of lead generation continues to evolve with new technologies, strategies, and consumer behaviors. However, despite these advancements, many businesses still make common mistakes that can undermine their lead generation efforts. Avoiding these pitfalls can help you optimize your strategy and achieve better results.

1. Neglecting Target Audience Research

One of the biggest mistakes businesses make is failing to thoroughly understand their target audience. Without a clear picture of who your ideal customers are, your lead generation efforts can be unfocused and ineffective.

Solution: Invest time in researching and defining your target audience. Use data analytics, customer surveys, and market research to gain insights into their demographics, preferences, and pain points. Creating detailed buyer personas can guide your lead generation strategy and ensure your efforts are directed towards the right people.

2. Using Outdated or Ineffective Tools

In the rapidly changing digital landscape, relying on outdated or ineffective lead generation tools can hinder your success. Tools and platforms that were once effective may no longer provide the results you need, especially as new technologies emerge.

Solution: Regularly evaluate the tools and platforms you use for lead generation. Stay updated with the latest technologies and trends, and be open to adopting new tools that offer better functionality and results. Consider integrating a lead sharing platform to enhance your reach and efficiency.

3. Ignoring Lead Qualification

Generating leads is only the first step; properly qualifying them is crucial for converting them into customers. Ignoring the qualification process can lead to wasted time and resources on leads that are unlikely to convert.

Solution: Implement a lead qualification process to assess the quality and potential of each lead. Use criteria such as budget, authority, need, and timeline (BANT) to evaluate leads and prioritize those that are most likely to become customers. This ensures that your sales team focuses on high-value prospects.

4. Failing to Nurture Leads

Many businesses make the mistake of focusing solely on generating new leads while neglecting to nurture existing ones. Leads that are not immediately ready to purchase still need to be engaged and nurtured to stay interested.

Solution: Develop a lead nurturing strategy that includes follow-up emails, personalized content, and targeted offers. Use marketing automation to maintain consistent communication with leads and provide valuable information that moves them through the sales funnel.

5. Overlooking Mobile Optimization

With the increasing use of mobile devices, neglecting mobile optimization can significantly impact your lead generation efforts. Websites, landing pages, and emails that are not mobile-friendly can lead to a poor user experience and lost opportunities.

Solution: Ensure that all your lead generation assets are optimized for mobile devices. Test your website, landing pages, and emails on various screen sizes to ensure they load quickly and are easy to navigate. A seamless mobile experience can improve engagement and conversion rates.

6. Lacking Clear and Compelling CTAs

A common mistake in lead generation is failing to provide clear and compelling calls-to-action (CTAs). Without a strong CTA, potential leads may not know what steps to take next.

Solution: Create CTAs that are clear, concise, and action-oriented. Use compelling language that highlights the benefits of taking the desired action. Place CTAs prominently on your website, landing pages, and in your emails to guide leads towards conversion.

7. Not Tracking and Analyzing Metrics

Without tracking and analyzing lead generation metrics, you won’t have a clear understanding of what’s working and what’s not. This can lead to ineffective strategies and missed opportunities for improvement.

Solution: Implement a robust analytics system to track key metrics such as lead conversion rates, cost per lead, and lead source performance. Regularly review your data to identify trends, measure the effectiveness of your strategies, and make data-driven decisions to optimize your lead generation efforts.

8. Ignoring the Power of Content Marketing

Content marketing plays a crucial role in attracting and engaging potential leads. Ignoring the power of content can limit your ability to generate and nurture leads effectively.

Solution: Invest in creating high-quality, relevant content that addresses your target audience’s needs and interests. This can include blog posts, eBooks, whitepapers, and videos. Share your content through various channels to drive traffic and generate leads.

9. Inconsistent Follow-Up

Timely and consistent follow-up is essential for converting leads into customers. Inconsistent or delayed follow-up can result in lost opportunities and decreased chances of closing deals.

Solution: Develop a structured follow-up process to ensure timely responses to leads. Use CRM systems and marketing automation tools to manage and track follow-ups. Set reminders and automate follow-up sequences to maintain consistent communication with potential leads.

10. Neglecting Customer Feedback

Customer feedback can provide valuable insights into your lead generation efforts and overall customer experience. Neglecting this feedback can prevent you from identifying and addressing potential issues.

Solution: Actively seek and listen to feedback from customers and leads. Use surveys, interviews, and feedback forms to gather insights and understand their experiences. Analyze this feedback to make informed improvements to your lead generation strategy and overall approach.

Conclusion

Avoiding these common lead generation mistakes can significantly improve your efforts and help you achieve better results. By understanding your target audience, using the right tools, qualifying and nurturing leads, optimizing for mobile, and tracking metrics, you can enhance your lead generation strategy. Additionally, leveraging a lead sharing platform can expand your reach and boost efficiency.

Remember, lead generation is an ongoing process that requires continuous refinement and adaptation. Stay informed about industry trends, be open to new strategies, and always prioritize the needs and preferences of your audience. By implementing these best practices, you can build a more effective lead generation system and drive meaningful results for your business.

Also read, How to Leverage Social Media for Lead Generation Success