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Are you an avid advocate for QBRs? Or do you think they're irrelevant? 🤔 Whichever side you're on, we'll be discussing their place in the CS landscape in our upcoming session on May 2nd. Join our panel of experts as we delve into topics including: ⚖️ The pros and cons of conducting QBRs 🗺 Alternate strategies for engaging with customers 🔢 The role of data in personalizing customer interactions Spaces are limited, so sign up today 👇 #customersuccess

Let's talk about QBRs/EBRs in the world of Customer Success.   From my experience, I've seen and heard CS leadership across different companies pushing CSMs to schedule QBRs/EBRs when CSMs need clarification on the importance of one and the context of what should be covered. Customers, more often than not, aren't interested in doing it, partially because dozens of other CSMs are asking for the same thing across dozens of different solutions in the customer's tech stack. So the question becomes, when and why does a QBR/EBR make sense?   Let's start with the "why?" From the perspective of CS, a QBR/EBR should communicate two things. First, what accomplishments did we achieve in a specific timeframe, and what "strategic value" has been documented and quantified back to the business (show them with $)? If you can't answer the question "How has the product impacted business objectives?" then you shouldn't have a QBR/EBR. Second, what future use cases and opportunities should the customer consider that they haven't before, and how does it align with their business objectives? Answering the questions shows that the CSM understands the customer's business and knows where "strategic value" is overlooked. Decision-makers are more interested in partnering with those who can articulate the company's needs and outline the right solutions.   Next is "when" to do a QBR/EBR. When you shouldn't do one, it is a last-ditch effort to save a renewal. By that time, it's too late. CSMs should typically schedule these conversations 90 days before the renewal due date. A QBR/EBR makes the most sense when any milestones are accomplished, and the customer needs to reevaluate their priorities/objectives. If the customer cannot articulate the goals, then the CSM has the right to ask, "Who would know the answer to that question?" which can get you direct contact with decision-makers. Once you've established a relationship with the decision maker and understand their needs, scheduling a QBR/EBR makes sense.   In conclusion, QBRs/EBRs are optional for every customer interaction, and CSMs shouldn't be obligated to give them.   What thoughts or ideas should CS Leadership consider regarding QBRs/EBRs? #customersuccess #qbr #ebr #businessvalue  

Quarterly business reviews are essential for building trust with customers, but they can often be time-consuming and less engaging than they should be. To improve the QBR process and deliver a more impactful experience, it’s important to approach these reviews from your customer’s perspective. By focusing on the data they care about most and streamlining internal processes, QBRs can boost retention, reduce churn, and build stronger customer relationships. ⬇ Here are five common QBR mistakes to avoid: Lack of Proof - Customers want to see data that aligns with their goals—whether it’s account data during onboarding or ROI data at renewal. Use Matik's Hierarchy of Data to map out key metrics at each stage. Complexity - Keep your presentations concise and engaging. Use clear data visualizations and stick to a simple agenda. Not Involving the Right People - Ensure key stakeholders have visibility into the QBR, even if they don’t attend the meeting. Inconsistency - Standardize your QBR process with templates to ensure consistent, high-quality presentations every quarter. Lack of Personalization - Tailor each QBR to your customer’s unique goals and lifecycle stage. Prove you understand their challenges and focus on their needs, not just your product. #customersuccess #csm #revenueoperations #revops

What preparing for a QBR should really look like... PART III ⬇⬇ Reps are spending hours pulling together usage stats, crafting slides, and piecing together data that likely doesn't even resonate with customers. Meetings feel like a box-checking exercise rather than a meaningful conversation... If you've been reading my last two posts, you know it's time to rethink how we do QBRs entirely. We call this process a Value Review, and here's the new way to prepare for the most engaging customer experience exercise you'll ever provide: — ➡ Engage Your Customer First: Don’t prep in a vacuum. Ask your customer to fill out a brief Value Assessment or answer targeted questions about their business priorities and pain points. This ensures the conversation is tailored to what matters most to them. ➡ Focus on Outcomes, Not Features: Your customer doesn’t care about how much they’re using your product—they care about whether it’s driving results. Prep with their business outcomes in mind, not your internal metrics. ➡ Leverage Your Expertise: Use insights from working with similar companies to share relevant best practices and success stories. This positions you as a trusted advisor, not just another vendor. The results? ✳ Higher Executive Engagement: Execs show up when the conversation revolves around solving their business challenges. ✳ Growth Opportunities: By identifying unmet needs, you naturally open the door to upsell discussions. ✳ Retention and Expansion, because when you focus on outcomes, deliver value, and make an impact, customers recognize it immediately and will reward you for it. Check out our latest blog in the comments below for more on how to do this ⬇ While you do, enjoy this picture of Nigel and I preparing for our first ever customer Value Review in Foresight's first office - a room above his garage that we had just painted 😉 THROWBACK #CustomerSuccess #ValueRealization #ValueReviews #QBRs

Absolutely agree! Effective QBRs hinge on being customer-centric. By treating these sessions like discovery, and bringing what we know about the customer's goals and challenges into every conversation, we transform QBRs into strategic, genuinely valued sessions rather than just another routine presentation.

95% (estimate) of CSMs give terrible QBRs. At best you bore your customers. At worst you piss them off. Want to be in the other 5%? There are 2 reasons why your QBRs are a waste of time: 1. Your QBRs are one-sided presentations instead of a conversation 2. The customer does not care about the things you are talking about Put simply, your QBRs are not customer (value) -centric If you want to turn them into a strategic asset, you must make them all about your customers. Your customers bought your product because they want to - increase sales - reduce costs - save time - improve productivity - eliminate risks and achieve their related personal goals. Consequently, your QBR needs to address 3 things: 1. Reviewing the value they got so far --> Benchmarking between actual- and expected/projected results 2. Discussing what worked, what did not, and why --> Finding out where to double down and where you need to improve 3. Planning the next steps --> Adapting customer success plans and programs based on customer feedback If you are following this recipe, you will - make your customers' time a worthwhile investment - strengthen your relationships - substantially raise the odds of success Quarterly Business Review → Quarterly Value Review PS: Join 4.4k+ CS pros and sign up for my weekly newsletter if you like this post --> https://lnkd.in/dtC7MEjP #saas #customersuccess #customerledgrowth #customervalueledgrowth

📊 EBR vs. QBR in Customer Success 📊 Creating a strong customer success strategy means leveraging both Executive Business Reviews and Quarterly Business Reviews – each bringing a unique focus and value. 🔹 EBRs focus on ROI and executive engagement 🔹 QBRs focus on operational alignment With EBRs, we zoom out to connect with strategic decision-makers, showcasing the value and business outcomes our partnership brings to their organization. It’s about aligning on big-picture goals and demonstrating impact. QBRs, on the other hand, are about rolling up our sleeves and diving into the details with our clients' operational teams. Here, we explore usage data, tackle challenges, and map out actionable next steps. By balancing these perspectives, we can: ⭐ Highlight the value we bring to our customers ⭐ Uncover new opportunities ⭐ Drive outcomes that align with their goals Together, EBRs and QBRs ensure our customers experience value at every level, strengthening the partnership and paving the way for continued success. #CustomerSuccess #ExecutiveBusinessReviews #QuarterlyBusinessReviews

Are your QBRs feeling stale? It might be time for a refresh! ♻️ The traditional QBR is evolving into a more strategic, forward-looking conversation. Customer success leaders are shifting the focus from rehashing the past to co-creating a purposeful roadmap aligned with the customer's evolving goals. The future of QBRs? Well, they’re all about strategic checkpoints that increase customer value. It's time to rebrand these touchpoints as opportunities for collaborative innovation. The question is, are you in? Find out in our latest article: https://lnkd.in/e2AVjFCv #CustomerSuccess #QBRs

As a VP of Customer Success, ensuring key stakeholders are engaged and truly invested in your product goes beyond setting up QBRs/EBRs. Some questions to consider: * 𝐖𝐡𝐚𝐭 𝐦𝐞𝐭𝐫𝐢𝐜𝐬 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐭𝐫𝐚𝐜𝐤𝐢𝐧𝐠?  Are you looking at stakeholder engagement scores, NPS trends, or feature adoption rates to understand where your product is making an impact? * 𝐀𝐫𝐞 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞𝐬 𝐫𝐞𝐚𝐥𝐥𝐲 𝐢𝐧𝐯𝐨𝐥𝐯𝐞𝐝?  Despite many companies making QBRs/EBRs a routine practice, fewer than half of these meetings include true executive participation. This gap tells us something important—executive presence isn’t guaranteed, it’s earned. We need to make sure each QBR/EBR feels essential and aligned with their strategic goals. The real challenge? Turning these reviews from routine into critical touchpoints that executives want to attend. #CustomerSuccess #QBR #ExecutiveEngagement #MetricsMatter #CSM

"Have you heard the whispers? 'QBRs are dead,' they say, echoing across the Customer Success community. But amidst the chatter, what guidance do we offer our dedicated CSMs looking for a new path forward? First, what's the problem with QBRs? 1️⃣ Traditional QBRs often feel like a one-way street, monopolizing precious time from executive stakeholders without truly engaging them. As we drone through bullet points, the CFO's silent plea reverberates: 'This could have been an email.' 2️⃣ Too often, QBRs are mere templates, failing to resonate with the customer's strategic objectives. Your customer deserves tailored messages that truly speak to their goals. The solution lies in empowerment! Empower your champions to take the reins, delivering QBRs in their own style. By doing so, they can weave our message seamlessly into their relationships, elevating not just themselves but also our tool and the business at large. Here's how: 📊 Arm your champions with relevant metrics tied directly to the customer's needs and outcomes. At Velaris, for instance, if a customer's goals includes increasing expansions, we focus on metrics like expansion opportunities identified, closed-won expansion value, and changes in NRR over time. 🤝 Provide customizable resources, from slide decks to personalized videos, empowering champions to tailor their presentations to specific needs and preferences. 👋 Be present and accessible. Offer to join presentations to address questions and discuss the future of your partnership. Encourage direct contact, opening the door for fruitful conversations and even unexpected opportunities for growth. Through this approach, I have sparked interest in executives often leading to an email from an excited executive, leading to a cheeky cross-sell! ❓ What are some other ways you connect with your executive stakeholders? How is your CS team bypassing the archaic QBR model? ❓ #customersuccess #qbr #cs #ebr