Quarterly Business Reviews (QBRs) are meetings where sales teams discuss their past work — the good and the bad — and plan for the future. They aim to check if they are meeting goals, find ways to improve, and change plans as needed. The team usually holds them off-site, over a few days, and brings the entire team into one space. However, the current approach to these reviews does not align with the rapid changes in today's business environment.
Takeaways:
Quarterly Business Reviews (QBRs) are meetings where sales teams discuss their past work — the good and the bad — and plan for the future. They aim to check if they are meeting goals, find ways to improve, and change plans as needed. The team usually holds them off-site, over a few days, and brings the entire team into one space. However, the current approach to these reviews does not align with the rapid changes in today's business environment.
QBRs demand significant preparation time, which could be better spent engaging with prospects and customers. The costs associated with QBRs, including high salaries and travel expenses, often go unnoticed. Summing up these expenses reveals the true financial burden.
Focusing excessively on past performance, QBRs struggle to swiftly adapt to changes in the market or customer behavior. It's important to state the obvious: The sales process is no longer just a straight line. Customers can enter and exit the buying process at different times. Quarterly Business Reviews may fail to capture these dynamics, hindering real-time strategic adaptation.
Some people think QBRs help with planning and trust. However, being too rigid with plans can limit the exploration of new ideas when unexpected challenges arise. Moreover, the months-long wait to discuss successes and issues is too long. In today's hybrid environment, gathering physically for discussions is often unnecessary. Building trust and sharing ideas should be continuous, not restricted to periodic reviews.
For leaders, QBRs offer valuable insights into the deal pipeline and alignment with company objectives. However, assuming market stability between each review is unrealistic. Leaders would benefit more from a dynamic, ongoing analysis to stay ahead of market trends and operational challenges.
In the past, Quarterly Business Reviews were helpful. But now, they can restrict a sales team's ability to quickly respond, affecting their flexibility in meeting customer needs. It is crucial to maintain a balance in using QBRs so that they remain useful without impeding agility.
Regular, informal check-ins with teammates are also beneficial, helping teams adapt quickly and stay updated in the dynamic business landscape. With technology now capable of simulating business scenarios in minutes instead of months, traditionally run QBRs risk becoming as obsolete as legacy software.
Even fully remote companies like TigerEye value face-to-face teamwork. When meeting in person, it's crucial to tackle big, complex issues that don't translate well online. QBRs should adopt this approach, focusing on activities that are less effective over platforms like Zoom. This includes improving processes across departments such as Business Development, Sales, Technical Support, and Customer Success, and strengthening communication within teams.
QBRs aim to clarify and strategize, but their delays in addressing issues and adapting to market changes can be counterproductive. Using faster, ongoing reviews that use current data is more effective. This approach helps sales teams, managers, and leaders quickly adjust strategies and respond to new challenges and opportunities.
Anna Randall is a seasoned sales leader with 15 years of experience in manufacturing and tech. She has excelled in various roles, from inside sales to leading successful teams at companies like Autodesk, Eaton and Oracle. Anna's true passion lies in teamwork, whether it's collaborating cross-departmentally or mentoring others. Outside of work, she dedicates her energy to family, enjoys cold weather, and listens to Taylor Swift.
