“I wasn’t part of the decision to buy your product”. Whatever you call the quarterly business review (QBR/EBR etc…), the value of a QBR goes well beyond customer executives. It should engage all of your customer stakeholders - especially those who are using it on a daily basis and will have the most say in keeping you around. While it’s important to involve executives and to have an “executive summary” as part of your QBR, the message of the QBR needs to extend past the senior stakeholder level.
QBRs aren't just for customer executives
QBRs aren't just for customer executives
QBRs aren't just for customer executives
“I wasn’t part of the decision to buy your product”. Whatever you call the quarterly business review (QBR/EBR etc…), the value of a QBR goes well beyond customer executives. It should engage all of your customer stakeholders - especially those who are using it on a daily basis and will have the most say in keeping you around. While it’s important to involve executives and to have an “executive summary” as part of your QBR, the message of the QBR needs to extend past the senior stakeholder level.