# Quarterly Business Review (QBR) — Standard Operating Procedure > Source: https://b2bprocess.com/quarterly-business-review > Last updated: 2026-07-08. Adapt owners, tools, and thresholds to your organization. ## 1. Purpose A quarterly business review is a structured, recurring meeting between a vendor's account team and a customer's stakeholders — ideally including the economic buyer — that reviews the value delivered in the previous period against the customer's stated goals, surfaces risks and opportunities, and agrees a concrete plan for the next period. Despite the name, the right cadence varies: quarterly for strategic accounts, semi-annual or annual for smaller ones. ## 2. Scope & prerequisites Run true executive QBRs for accounts that justify the preparation cost — typically the top revenue tier and strategic logos (often ~20% of accounts, 80% of ARR). Mid-tier accounts get lighter semi-annual reviews; long-tail accounts get automated value recaps. Prerequisite: documented success criteria per account — without them a QBR has nothing to review. ## 3. Roles & responsibilities | Role | Responsibility | | --- | --- | | Customer Success Manager | Owns preparation, agenda, facilitation, summary, and follow-through. | | Account Executive / Account Manager | Owns commercial threads: renewal positioning, expansion motions surfaced by the QBR. | | Customer champion | Co-designs the agenda, secures executive attendance, validates the value story beforehand. | | Economic buyer (customer) | Attends, confirms priorities, unblocks organizational obstacles. | | Vendor executive sponsor | Attends top-tier QBRs; provides exec-to-exec continuity and escalation authority. | | Product (as needed) | Presents roadmap items relevant to the account's goals; collects structured feedback. | ## 4. Procedure ### Step 1: Tier accounts and set cadence **Owner:** CS leadership Decide which accounts get live executive QBRs, which get lighter reviews, and which get automated value summaries, based on ARR, strategic value, and growth potential. Publish the tiering so preparation effort is spent deliberately. - [ ] Define tiers with cadence and format per tier - [ ] Set exec-attendance expectations on both sides per tier - [ ] Calendar the year's QBRs at onboarding, not ad hoc ### Step 2: Prepare: outcomes data and internal alignment **Owner:** CSM Two weeks out: assemble the value story (progress against success criteria, usage translated into business terms, benchmark comparisons), review open risks and tickets, and align internally with the AE and product on what to raise — including the expansion or renewal motion the QBR should set up. - [ ] Score each success criterion: achieved / on track / at risk, with evidence - [ ] Translate usage into the customer's business language and numbers - [ ] Pre-brief internal attendees; agree the one decision the meeting should produce ### Step 3: Align the agenda with the customer champion **Owner:** CSM Send the draft agenda to the champion a week ahead and ask what their leadership wants from the session. This surfaces political shifts, budget changes, and new initiatives before the meeting — and guarantees the agenda contains something the executives came for. ### Step 4: Secure the right attendees **Owner:** CSM + Account Executive The QBR earns its 'executive' label from the economic buyer's presence. If executives repeatedly skip, the QBR has become a status meeting — fix the content (business outcomes, industry benchmarks, roadmap) rather than accepting the demotion. ### Step 5: Run the meeting: review, align, decide **Owner:** CSM A working structure for 60 minutes: business context changes (customer speaks first, 10 min); value delivered vs. goals (15); honest review of gaps and risks (10); what's next — roadmap, new use cases, expansion opportunities (15); agreed actions and owners (10). Spend the minutes on discussion, not slide narration. - [ ] Open with the customer's business, not your product - [ ] Show wins with evidence; name misses before the customer does - [ ] Close with explicit decisions, owners, and dates ### Step 6: Handle risk and expansion signals live **Owner:** CSM + Account Executive The QBR is where health-score concerns become executive commitments ('we'll re-run enablement for the Denver team by March') and where expansion appetite is tested openly. Both belong on the agenda as agenda items, not as ambushes. ### Step 7: Send the summary within 48 hours **Owner:** CSM A one-page summary: wins, gaps, decisions, action items with owners and dates, and the agreed focus for next quarter. This document is the connective tissue to the next QBR — it is next quarter's opening slide. ### Step 8: Track actions and feed the account plan **Owner:** CSM Log QBR outcomes in the success platform: actions tracked to completion, risks updated in the health model, expansion signals handed to sales with context. QBR action completion is itself a health signal — customers disengage from vendors who don't follow through. - [ ] Actions get owners, dates, and follow-up in the success plan - [ ] Update renewal forecast and expansion pipeline from QBR intelligence - [ ] Score the QBR internally: exec attendance, decisions made, actions closed ## 5. Metrics to monitor | Metric | Definition | Formula | Target | | --- | --- | --- | --- | | QBR coverage | Share of tier-1 accounts that received their scheduled QBR. | QBRs held ÷ QBRs scheduled (tier 1) | > 90% | | Executive attendance rate | QBRs with the economic buyer or a director+ present — the leading indicator of QBR health. | QBRs with exec present ÷ QBRs held | > 70% for tier 1 | | Action completion rate | QBR action items closed before the next review. | Actions completed ÷ actions agreed | > 85% | | Net revenue retention of QBR'd accounts | NRR of accounts receiving regular QBRs vs. comparable accounts without — the business case for the program. | Cohort NRR comparison | measurable positive gap | | Success-criteria attainment | Share of documented success criteria scored 'achieved' or 'on track' at review. | Criteria on track ÷ criteria tracked | > 75%; below that, escalate | ## 6. Known failure modes | Failure | Symptom | Corrective action | | --- | --- | --- | | The usage-report QBR | Slides of logins and feature adoption; executives stop attending after the second one. | Lead with business outcomes against the customer's goals; usage appears only as evidence for an outcome. | | No documented success criteria | The review has nothing to review; the meeting drifts into a roadmap pitch. | Fix upstream: success criteria are captured at handoff and maintained in the success plan; the QBR scores them. | | Vendor monologue | 45 slides, 5 minutes of discussion; the customer's actual priorities never surface. | Customer speaks first; cap the deck; design the agenda around decisions, not presentation. | | Same meeting for every account | CSMs drown in prep for accounts that don't need it while top accounts get shallow decks. | Tier the program; automate value recaps for the long tail; invest live prep where revenue is. | | Surprises in the room | Renewal risk or a price increase raised for the first time in front of executives; trust damaged. | Pre-wire hard topics with the champion; the QBR ratifies and resources solutions, it doesn't unveil problems. | | Actions evaporate | Next QBR opens with the same issues; the customer concludes the meeting is theater. | 48-hour summary, tracked owners and dates, and open the next QBR by scoring the last one's actions. | --- This SOP is maintained as part of the B2B process encyclopedia at https://b2bprocess.com. 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