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Why Your QBRs aren’t as Effective As They Could Be

Only 29% of B2B customers are fully engaged and the other 71% are at risk of defecting to the competition according to Gallup. They found a key element of customer engagement results when you have a positive impact that improves the customer’s bottom line. Key Account Managers (KAMs) are tasked with helping their customers accomplish those sorts of goals and Quarterly Business Reviews (QBRs) are an excellent way to stay on track with plans to reach these milestones.

QBRs can sometimes be dreaded by both reps and leadership. They may run too long, lack focus, and fail to uncover new insights, so it’s not surprising that you and your clients aren’t looking forward to them. A process that should be useful doesn’t need to feel like a pointless chore. Instead, QBRs should be anticipated by all involved, but first you need to start viewing and implementing them differently. So, here are some steps you can take to make your QBRs not only more productive, but more impactful.

Reinforce why they are done

First you have to start by understanding why QBRs are done. We sometimes get caught up in the process of something and forget the big picture. QBRs are periodic check-ins with your key accounts. The entire purpose of them is to make sure you and your company are staying on track while working with your client toward shared goals. It’s a chance to measure your progress, give and receive feedback, and establish next steps.

Leadership should sit together and create goals for the QBRs. Determine what you want to learn from the QBRs beyond what’s working and what’s not working. Create a list of questions to ask your client based on gaps in the information you know. This is your chance to improve your understanding of your key accounts while further cementing the bond that exists.

Treat the presentation less as a presentation

A QBR is not a reporting session where a Rep reads metrics off PowerPoint slides. Instead, it should be a conversation around what is working and what isn’t working, as well as exchanging feedback and establishing new goals. To this end, Reps need to send their decks to the client in PDF format 5-business days in advance.

This enables client Leadership to review the decks and write down every question they have for their rep. The basic stats and overview of wins or losses can be read ahead of time saving everyone precious time. The bulk of the presentation can be spent asking the rep more specific and strategic questions and exchanging feedback. This ensures the QBR is more like a conversation, as it should be, and not just the regurgitation of information from a PowerPoint.

Be clear about how you are measuring reps

Most leadership teams look at results, which is a lagging indicator of day-to-day performance. Make sure reps are following the process and doing the work. These are great leading indicators of their progress and development. They also reveal skill gaps to guide future coaching and training.

When coaching a rep on preparation for a QBR, you also need to remind them to highlight leading indicators and activities they have completed while pursuing customer goals. It’s an excellent way to show the customer what level of effort has been invested in helping them meet their targets and demonstrates value to them.

What tweaks, advice, and questions can you give reps?

Help your reps think two steps ahead in their account plans for next quarter by offering them advice and adjustments. One way to do this is to ask them thought-provoking questions, guiding them in the right direction. You are the strategic expert. QBR preparation time is an excellent opportunity to coach reps and offer them your expertise.

Conclusion

Quarterly Business Reviews are an excellent way to increase customer engagement, communication, and success. View them as the opportunity that they are. Then you and your clients will anxiously anticipate each of these mutually beneficial and productive meetings. Interested in making QBR preparation easier? Learn more in our KAMGenius online training course.

 

How to Prepare a Useful Quarterly Business Review

A Quarterly Business Review (QBR) could be one of the most important meetings on your agenda. It’s not the same as your average business report with a client, so you can’t expect to prepare for it the same way. When your next QBR rolls around for a key client, are you ready to set it up and host it properly?

Purpose of the QBR

To get in the right state of mind about hosting a QBR, you need to make sure you understand what the point of the meeting is in the first place. These meetings are a chance for you and your client to discuss the progress both parties have made towards mutual goals. QBRs are only done for key account clients that are given special priorities and attention, including an engagement plan that maps out the strategic partnership between your company and theirs.

Essential Parts to a QBR

What makes a QBR different from a general report meeting? The essential elements of QBRs vary significantly from normal business meetings. They’re not meant to be one-sided meetings. Instead, both your company and your client need to be heavily involved in the discussion. You should build a meeting that includes all or most of these elements if you for a higher chance of success:

  1. Complete Focus on the Client
  2. Detailed Feedback from the Client about the Partnership
  3. Listening and Understanding Client Issues and Concerns (Ask Open-ended Questions)
  4. Updating VOC Forms and Understanding
  5. Equal Participation from You and Your Client
  6. Narrow Meeting Focus
  7. Requests Made to the Client
  8. Feedback from Your Company
  9. Professional, Interactive Data Presentations

It may look like a long list of pieces, but it would be difficult to sacrifice any of these included things and still have an efficient, useful QBR meeting. These meetings are not supposed to be long and drawn-out, and they shouldn’t be a monologue from your side.

Common QBR Mistakes

Although the list above mentions most of the pieces that should be included in a successful QBR, there are still other things you should keep in mind before the meeting. Here are a few of the mistakes many companies make during QBRs, so you can learn from their experiences instead of having these issues happen in your own meeting:

  • Talking about Your Company and Your Perspective Too Much
  • Using the QBR as a Place to Pitch Products and Services to Your Existing Clients
  • Show Up and Throw Up Salesman Presentations
  • Complete Focus on the Past Quarter without Looking at the Future
  • Canned Presentations with Too Much Unnecessary Data

This is not an exhaustive list of everything that can go wrong with a QBR, but it’s a good resource to help you understand the most commonly made mistakes for this type of meeting.

Preparing for a Productive QBR

To help your team get on the right track before the meeting, you should do a lot of prep work ahead of time. There are four things you should absolutely be doing when you’re preparing to a host an upcoming Quarterly Business Review with a key account client.

  1. Ask Your Client to Prepare for Their Part

Since you want equal participation in the meeting, you will need to notify your client that you want to hear from them, and give them some specific guidance about what they should prepare. This gives them the time to analyze the partnership and bring something useful to the table to discuss with you.

  1. Examine What’s Working in the Partnership

Do your own analysis to find out what’s going on between your companies that’s really working well. You can find evidence of these positive points by examining progress towards goals and any potential benefits that have come out of the partnership so far.

  1. Examine What’s Not Working in the Partnership

The focus of the meeting cannot be only on what’s going well. You need to also take a serious look at what’s not working out well, so you can discuss those issues with the client.

  1. Limit the Guest List to Essential Personnel Only

You should do this before you even plan the date and time of the QBR. Make sure you’re trimming down the guest list to include as few people as possible, only including those who have some sort of relevance to the meeting itself. No one should be there if they aren’t directly related to the partnership or topics discussed in the meeting. Include people who are critical of the partnership when possible.

Want to dive deeper into account management strategy?

QBRs are often not leveraged or conducted properly. Our online course for account managers walks you through the QBR process and downloadable exercises so that you can leverage this helpful account management tool.

 

5 Tips for Conducting More Powerful and Valuable QBRs

We’ve said it before and we’ll say it again: your QBRs suck and your clients think so too.

The problem with your lackluster quarterly business reviews is that they’re long, boring, and not perceived as valuable by the clients sitting through them. In fact, our own studies showed that only 28% of respondents found QBRs to be valuable. Ouch! Rather than seizing the opportunity to strengthen the relationship with a key account, you often demonstrate just how little you really know your client.

But your QBRs don’t have to be this way! They can be a powerful and effective way to demonstrate how valuable you are to a client’s business and show off the many ways you’re working to help them achieve unprecedented success.

Here’s how to make your QBRs more effective and valuable to your clients:

  1. Talk to your customers about their goals.

An easy, yet often forgotten, aspect of an effective QBR is simply asking a client about what they want to achieve in the next quarter. Goal setting (and achieving) is a critical part of the key account relationship, and it should be a critical part of any QBR.

Instead of presenting a QBR that focuses on your own goals for the account, focus on your client’s needs and what you can (and will) do to support them. Ask them questions and engage them in a meaningful and strategic conversation about what they’re looking to achieve with you. This brings us to our next point.

  1. Listen!

Most QBRs adopt a lecture-style presentation. This not only bores your customers, but it also keeps you from listening to them.

Try to limit your speaking time to under 10 minutes per presenter, if possible. Ask questions during your presentations, and actively write down the answers. Paying attention to detail and showing that you care enough to write those details down will go a long way toward showing that you are dedicated to understanding your client’s needs.

Furthermore, you may hear that your client wants you to check in with them more often than once every 90 days at the QBR. Showing that you will listen and respond to their needs will matter more than any PowerPoint presentation you come up with.

  1. Discuss your progress on the things that matter to them.

The best way to demonstrate your value to your customers is to show them what progress you’ve made toward their goals and the things they’ve identified as important.

Provide them with concrete details about what you have achieved together in the last quarter. If there are certain product features or new services that they’ve been promised, discuss where things stand and what steps you’ve taken to bring those to fruition. It’s also important to discuss the specific steps you will take to work toward goals in the next quarter.

  1. Implement a “Voice of Customer” ideology.

In a nutshell, VOC is a powerful approach to account management that allows you to map out the decision-makers within an organization and better understand how their individual interests influence the overall company goals.

As a key account manager working with multiple points of contact within an organization, it can be difficult to rank which goals should be worked towards first. VOC allows you to do just that, elevating you from an average key account manager to a great one.

  1. Don’t talk about your company—talk about the customer!

While tip number three says you need to prove your value, be careful about talking too much about your company and all the great things you’ve done for your customer. As a key account manager, the client wants and needs outweigh your own. Yes, you should mention what you are doing for them, but it needs to be framed in a way that highlights you as a strategic partner working toward their greater success. Everything should circle back to your client, always.

In order to craft a QBR that is both effective and valuable, you have to truly understand your client. This means understanding their needs, goals, successes, and even their failures. Utilizing these tips in your next QBR will help you strengthen your relationship with your key customers, thereby strengthening your own business.

 

 

Ready to learn more and take your QBRs to the next level? Download our QBR ebook for more practical tips!