Gainsight's Quarterly Business Review (QBR)

Prepare for an impressive customer QBR using Gainsight's template

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TEMPLATE BY
Nick Mehta
CEO
at
Gainsight

Executive Business Review and Purpose 

Outline the purpose of the meeting and briefly go over the topics you will be covering as well as your goals for the next quarter. Make sure to emphasize ROI during your introduction. 

Specific elements of a QBR that may become a standard part of your delivery:

Last Quarter Review

If done regularly, the output of a QBR should include the stated goals for the next 90 days with the intention of reviewing and comparing results against those goals at the next QBR. So the starting point for preparing for a QBR is to review and assess the goals and results for the past quarter.

Support review

  • How many cases were opened and closed
  • Breakout by type and severity
  • Average time to resolution
  • Any currently outstanding

Health scorecard

  • Overall health score
  • Scorecard methodology and results
  • Health score trends

Lifecycle stage

  • Where is the customer today
  • Where were they 90 and 180 days ago
  • What will it take to get to the next stage

Benchmarking

  • How does this customer compare to others
  • Where are they falling short and what needs to happen to get them up to, or past, the benchmark

Product usage

  • What does usage look like along with trends
  • Which features are being used, which aren’t
  • Most active users
  • License deployment and value received

Goals and Recommendations

Outline the goals and recommendations you have for the next quarter and open them up for discussion and approval. Have a concrete plan in place for achieving these goals. 

Summary and Next Steps 

  • Summarize the key priorities and next steps for the upcoming quarter

How to use this template for your next 

Gainsight's Quarterly Business Review (QBR)

One of the most important activities your Customer Success Managers (CSMs) will perform is the Quarterly Business Review. They are the perfect time to show exactly how big of an impact you’ve had on your customer's business. A QBR should be a strategic event, not a tactical one. This is not the time to discuss the details of a particular issue or how you are going to train the new admin. Those kinds of meetings can happen without executives in the room.

The kinds of topics that are appropriate for a QBR might include:

  • Return on Investment (ROI) in your product
  • Expansion of the value proposition from their perspective
  • Additional use cases they’re exploring or you’ve noticed
  • Phase 2 (or 3 or 4) of the implementation
  • New products or features they might be interested in
  • Results from the previous 90 days
  • Major roadblocks or obstacles to success (and how to get back on track)

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