Quarterly Business Review (QBR)
A quarterly business review (QBR) is a structured meeting held every three months between a company and a customer to review results achieved, share progress against goals and agree on priorities for the next quarter.
Definition
A QBR is a regular meeting, usually every quarter, between a supplier and a key customer. It is not a sales pitch or a support call: its purpose is to check that the customer is getting the value they expected and to agree on what comes next. It typically involves the customer success manager and, on the customer side, a decision-maker or sponsor as well as day-to-day users.
A good QBR follows a simple structure. Start by recalling the customer's goals, then show results against those goals using their own measures, then review what worked and what did not, including open issues. Move on to the next quarter's priorities and agree on concrete actions with owners and dates. Send the preparation in advance, keep to about an hour, and leave plenty of time for the customer to speak.
QBRs are usually reserved for strategic accounts, since they take preparation. Their value is in strengthening the relationship with the people who decide on renewal, and in catching dissatisfaction early. Common mistakes are turning the meeting into a list of product features, presenting your own figures instead of the customer's outcomes, and not following up the agreed actions.
Key points
- It is a quarterly meeting to review value delivered and plan the next quarter.
- Start from the customer's own goals, not from your product features.
- Agree on concrete actions with an owner and a date, then follow up.
- Include a decision-maker from the customer side, not only daily users.
- Keep it for strategic accounts and ask customers to speak as much as you do.
Example
A customer success manager prepares a QBR with a logistics customer. Their goal was to cut order errors; the review shows that the error count went from 60 to 35 per month, but adoption in one site is low. The meeting ends with three actions: training for that site within a month, a review of two recurring issues, and a short check-in at six weeks.
Frequently asked questions
Who should attend a QBR?
On your side, the customer success manager and, if useful, someone from product or support. On the customer side, a decision-maker or sponsor and the people who use the product daily. The aim is to have those who care about results and those who can act on them.
How long should a QBR last?
About an hour is enough for most accounts. Send an agenda and key figures beforehand, so the time is spent discussing what the figures mean and what to do, not reading slides.
Is a QBR the same as a customer check-in?
No. A regular check-in handles day-to-day matters, while a QBR looks back at results over the quarter and forward to priorities. It is more strategic and involves people with decision power.
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