# Quarterly Business Review: [Customer name], [YYYY-QN]

> An outline and pre-read for a quarterly business review (QBR) with a
> customer's sponsors: value delivered against the agreed outcomes,
> usage and adoption, support experience, the roadmap that matters to
> them, and the decisions and asks for next quarter. Based on common
> customer success practice. Replace every `[bracketed]` value and
> every row marked *Example*.

<!--
Guidance: How to use this template
- Send sections 1 to 5 as a pre-read two working days before the
  meeting and spend the meeting on sections 6 and 7 (roadmap, asks and
  decisions). A QBR that reads slides aloud wastes the sponsor's time.
- Pull outcomes and adoption targets from the success plan
  (`customer-success/success-plan`) so that the review measures what
  was agreed, not what happens to look good.
- Keep it to about one third looking back and two thirds looking
  forward.
- Common pitfall: a product demo disguised as a review. Show the
  customer's results first; mention new features only where they serve
  an outcome.
-->

## Document control

<!-- Guidance: One copy per customer per quarter. Store it with the success plan so that the next QBR can compare. -->

| Field | Value |
|---|---|
| Review ID | [QBR-YYYY-QN-customer] |
| Customer | [Customer name] |
| Period covered | YYYY-MM-DD to YYYY-MM-DD |
| Meeting date | YYYY-MM-DD, [location or video link held in the invite] |
| Prepared by | [@csm] |
| Reviewed by | [@account-executive], [@cs-manager] |
| Version | [1.0] |
| Classification | [Confidential, shared with customer] |

### Revision history

| Version | Date | Author | Change |
|---|---|---|---|
| 1.0 *(Example)* | 2026-10-30 | CSM | Pre-read sent to customer |

## Agenda

<!-- Guidance: 60 minutes is enough for most accounts. Put decisions on the agenda by name so the right people attend. -->

| Time | Item | Lead | Section |
|---|---|---|---|
| 5 min | Objectives and changes on both sides | Customer sponsor | 1 |
| 15 min | Value delivered and outcomes | CSM | 2, 3 |
| 10 min | Support and service | CSM | 4, 5 |
| 15 min | Roadmap that matters to you | Product or solutions lead | 6 |
| 15 min | Asks, decisions and next quarter plan | Both sponsors | 7, 8 |

## 1. Objectives and context

<!-- Guidance: Restate the customer's priorities, then what changed this quarter on their side (reorganisation, new targets, budget) and on yours (team, pricing, product). Ask the sponsor to correct this before the meeting. -->

| Item | Value |
|---|---|
| Customer priorities this year | [From the success plan, section 1] |
| Changes at the customer this quarter | [*Example:* new head of operations, two depots acquired (counted in the 12 depots of OUT-03)] |
| Changes on our side | [*Example:* new support hours for Asia-Pacific] |
| Purpose of this QBR | [*Example:* agree the plan to bring acquired depots onto the product] |

## 2. Value delivered

<!-- Guidance: Report each agreed outcome with the baseline, the target and the actual value, and say where the number came from. Quote the customer's own data where possible. -->

| Outcome | Baseline | Target | This quarter | Trend | Source |
|---|---|---|---|---|---|
| OUT-01 Late deliveries *(Example)* | 9% | 4% | 6% | Improving | Customer delivery report |
| OUT-02 Weekly planning hours *(Example)* | 14 h | 4 h | 7 h | Improving | Customer time log |
| OUT-03 Depots on the product *(Example)* | 0 of 12 | 12 of 12 | 7 of 12 | On track | Usage report |

Highlights in the customer's words (with permission):

- *Example:* "Monday planning now finishes before lunch." (planning
  lead, depot North)
- [Quote or result]

## 3. Usage and adoption

<!-- Guidance: Show three to five adoption metrics with a target. Explain any drop before the customer asks. -->

| Metric | Last quarter | This quarter | Target |
|---|---|---|---|
| Licensed seats *(Example)* | 250 | 250 | n/a |
| Weekly active users *(Example)* | 160 | 190 (76% of seats) | 85% of seats |
| Plans built from route rules *(Example)* | 22% | 41% | 70% |
| [Metric] | [Value] | [Value] | [Value] |

*Example* note: the two acquired depots (40 users, on seats
reassigned from inactive accounts) joined this quarter; 34 of 40 are
already active (85%).

## 4. Support and service

<!-- Guidance: Be open about problems. Present ticket trends, major incidents and service levels against the contract, and what you changed as a result. -->

| Measure | This quarter | Previous quarter | Contract target |
|---|---|---|---|
| Tickets opened | [ ] | [ ] | n/a |
| P1 and P2 incidents | [ ] | [ ] | n/a |
| First response within target | [ ]% | [ ]% | [ ]% |
| Satisfaction with support | [ ] | [ ] | n/a |
| Availability | [ ]% | [ ]% | [ ]% |

Major incidents and follow-up: [incident reference, impact, root cause,
action taken]. Complaints, if any, follow the complaints process
(`compliance/iso-10002-complaints`).

## 5. Open actions from last QBR

<!-- Guidance: Close the loop. Every action from last quarter is listed with its result. -->

| ID | Action | Owner | Due | Result |
|---|---|---|---|---|
| QA-01 *(Example)* | Run route-rule training for depot leads | CSM | 2026-09-30 | Done, 18 attended |
| QA-02 *(Example)* | Share telematics API access | Customer IT | 2026-08-31 | Late, now due 2026-11-15 |
| [ID] | [Action] | [Owner] | YYYY-MM-DD | [Result] |

## 6. Roadmap that matters to you

<!-- Guidance: Only items that serve this customer's outcomes, each tied to one. Say clearly which items are committed and which are plans that may change. Follow your company's rules on forward-looking statements. -->

| Item | Serves | Status | Expected | Note |
|---|---|---|---|---|
| *Example:* Multi-depot load balancing | OUT-01 | Committed | 2027-Q1 | Beta places available |
| *Example:* Planner mobile view | OUT-02 | Planned, not committed | 2027-Q2 | Feedback session requested |
| [Item] | [Outcome] | [Status] | [Quarter] | [Note] |

Roadmap items are plans, not commitments, unless the contract says
otherwise.

## 7. Asks and decisions

<!-- Guidance: Both sides make asks. Each ask has a reason and a decision owner. A QBR without asks is a status report. -->

| ID | Ask | From | To | Why | Decision |
|---|---|---|---|---|---|
| ASK-01 *(Example)* | Name a project owner for the two acquired depots | Supplier | Customer sponsor | Needed to reach OUT-03 by 2027-03-31 | [Agreed / Declined / Pending] |
| ASK-02 *(Example)* | Join the load-balancing beta | Supplier | Customer operations | Early feedback, faster progress on OUT-01 | [ ] |
| ASK-03 *(Example)* | Weekend support for peak season | Customer | Supplier | Peak December volume | [ ] |
| ASK-[NN] | [Ask] | [Side] | [Person] | [Reason] | [ ] |

## 8. Next quarter plan

<!-- Guidance: Three to five priorities with owners and dates. These become the open actions reviewed at the next QBR. -->

| ID | Priority | Owner | Due |
|---|---|---|---|
| QA-03 *(Example)* | Bring remaining 5 depots onto the product | Customer operations manager, CSM | 2027-03-31 |
| QA-04 *(Example)* | Lift rule-based plans from 41% to 60% | Planning lead | 2027-01-31 |
| [ID] | [Priority] | [Owner] | YYYY-MM-DD |

Next QBR: YYYY-MM-DD.

## 9. Meeting notes

<!-- Guidance: Fill during or right after the meeting and send within one working day. Record decisions, not discussion. -->

| Item | Note |
|---|---|
| Attendees | [Names and roles, both sides] |
| Decisions | [ASK IDs and results] |
| New risks | [Move serious ones into the renewal risk plan, `customer-success/renewal-churn-risk-plan`] |
| Health score after the meeting | [Band and reason, `customer-success/health-score-model`] |

## Standard and licence note

Based on common customer success practice for quarterly business
reviews. No standard governs this document. All text and the fictional
example figures are original. Template licence: MIT.