← All Playbooks
Walk 4–6 weeks
Operationalize QBR/EBR Cadence
Establish a structured business review program that demonstrates value, surfaces risk, and identifies expansion opportunities.
Why This Matters
QBRs and EBRs are the highest-leverage touchpoints in enterprise CS, but walk-stage teams often run them inconsistently — some CSMs do them religiously, others skip them. When done well, business reviews are where you prove ROI, align on goals, and plant seeds for expansion. When done poorly (or not at all), renewals become negotiations instead of formalities.
Action Plan
- 01 Define which customer tiers get QBRs (quarterly) vs. EBRs (executive, semi-annual) — not every customer needs both
- 02 Create a standardized QBR template: outcomes achieved, usage trends, open issues, goals for next quarter, expansion opportunities
- 03 Build an EBR template for strategic accounts: executive summary, ROI analysis, strategic alignment, multi-year roadmap
- 04 Set scheduling targets: 80%+ of eligible accounts should have a completed QBR each quarter
- 05 Train CSMs on running effective business reviews — focus on outcomes and business impact, not feature updates
- 06 Create a QBR follow-up process: action items documented, shared with stakeholders, tracked to completion
- 07 Track QBR completion rate and correlate with renewal rates and expansion to prove ROI of the program
Metrics to Watch
Common Pitfalls
- Turning QBRs into product demos instead of business value discussions — customers want to see ROI, not roadmaps
- Running QBRs with operational contacts only — executive alignment requires executive participation
- Not tracking follow-up actions — a QBR that generates action items nobody completes is worse than no QBR