Customer Education

Chapter 5: Leverage real activity data in your QBRs

Chapter 5: Leverage real activity data in your QBRs

The objective of the Quarterly Business Reviews (QBRs) is to allow individual sales reps, managers, teams, and leadership to demonstrate what they’ve accomplished in the past quarter, and more importantly, to share what are the actions, priorities, and areas of focus in the quarter to come. As Carly Fiorina, former chair of Hewlett-Packard stated, “The goal is to turn data into information, and information into insight.” Good QBRs help ensure that consistent results are delivered quarter over quarter.

Effective QBRs evaluate the overall quarter’s performance (not taking a deep dive on specific deals) and use consistent data and metrics to determine what happened, where the team is today, and what areas to prioritize and focus on for the next quarter. QBRs should align with your company’s and sales team’s goals, emphasize successful behaviors, and accelerate sales performance going forward.

When preparing for your QBR, can help you focus in these areas:

  • Past: Understand what really happened last quarter
  • Current: Evaluate and qualify the team’s and/or rep’s current pipeline
  • Future: What lessons were learned? How can these be utilized in the future to drive success for the quarter?

Where are we spending our time?  “Action expresses priorities.”― Mahatma Gandhi

As a Sales Manager, it is first important to understand what was the intended focus of the quarter. Reviewing individuals, teams, and departments demonstrates the efforts and emphasis on the right activities.

When reviewing time spent and count of activities in preparation for your QBR, the data you’ll find in will allow you to better address questions such as:

  • Was emphasis on new logos? Expansions? Renewals? Does your team’s or reps’ actions accurately reflect the goals and objectives of the organization?
  • Was time and energy appropriately spent on key accounts or segments of the market?  Did a rep spend too much time on an account without an opportunity? Or did the team focus on urgent matters and not have important, non-urgent matters take precedence?
  • How do top-performing reps spend their time? How does an individual rep compare against their team and sales organization as a whole?
  • Are new reps ramping appropriately?
  • When looking at opportunities, was time and energy spent in the right stages?

After reviewing and analyzing the data, you will understand trends and areas for new opportunity and growth. This information will help emphasize what activities and behaviors to focus on next quarter.

How did deals progress? “It is not your customer’s job to remember you. It is your obligation and responsibility to make sure they don’t have the chance to forget you.” – Patricia Fripp Looking at deals and how they progressed is paramount for coaching as a Sales Manager. Understand how the pipeline funnels from initial contact to deal close, and where deals succeed or drop off will help you find areas of improvement and discover where time is best spent.  Take a deep dive to understand if the sales rep is developing and engaging champions early enough in the deal cycle.

Questions about deal progression that will be helpful for the QBR are:

  • What deals were closed?
  • What meetings were booked?
  • What meetings progressed? What is the conversion rate?
  • What is the conversion ratio from stages?
  • What personas are involved at different parts of the deal?

What to focus on going forward/how do we win? “Never Mistake Motion for Action” -Earnest Hemingway

Now that you have the data and the insights and understand what happened, the focus turns to the future and execution. assists with looking forward, and provides teammates and leaders with information to help strategize on how to close deals.