A quarterly business review (QBR) is a meeting where a vendor and a customer check whether last quarter's goals were met and agree on what happens next. The agenda should cover the goals set at the last QBR with results, usage and adoption, open support issues, the customer's priorities for next quarter, your recommendations, and a joint action plan with owners on both sides. Spend more of the time on their priorities than on your slides.
Best forCustomer success managers and account managers with ongoing B2B customers
Meeting length45 to 60 minutes, once a quarter
SectionsGoals and results, usage and adoption, support and open issues, their priorities, recommendations, renewal, joint action plan
CustomerQuarter reviewedDateAttendees (customer)Name, roleAttendees (us)ContractSeats or plan, renewal dateNotes by
Goals from last quarter
Goal
Target
Result
Status
Met / Partly met / Not met
Usage and adoption
Number, compared with last quarter, and what it means for their goals
Support and open issues
Tickets this quarter, open issues with fix date or next step
Their priorities for next quarter
In their words
Our recommendations
Recommendation, which goal or priority it supports, agreed or not
Goals for next quarter
Goal
Target
Owner (customer side)
Renewal and commercial
Renewal date, who signs, anything that needs a separate conversation
Open items
Anything unresolved, who will resolve it, by when
Joint action plan
Item
Owner
Side
Due
Done looks like
Us / Customer
Word MarkdownPastes into Google Docs, Word or Notion with headings and tables intact. Copied. Paste it into your document.
Ledgerline QBR with Marlow Home Health, Q3 2026
Filled-in example
Ledgerline QBR with Marlow Home Health, Q3 2026
CustomerMarlow Home Health (home health agency, 3 branches)Quarter reviewedQ3 2026 (July to September)DateThursday, November 5, 2026, 2:00 pm, 60 min, videoAttendees (customer)Diane Kessler, CFO (first 30 min). Mei Chen, controller. Trevor Banks, accounts payable manager.Attendees (us)Owen Patel (CSM), Carla Mendez (account manager)Contract50 seats, renews February 1, 2027Notes byOwen Patel
Goals from last quarter
Goal
Target
Result
Status
Cut average invoice approval time
From 9 days to 4 days
5.5 days in September
Partly met
Move all branches to automated approvals
3 of 3 by Sept 30
2 of 3. Eastside still approves by email.
Not met
Capture early-payment discounts
$10,000 in Q3
$12,400
Met
Usage and adoption
38 of 50 seats active in the last 30 days.
4,210 invoices processed in Q3, up from 3,650 in Q2.
Eastside: 4 of 11 approvers have logged in. Trevor says their branch manager still forwards invoices by email out of habit.
Support and open issues
6 tickets in Q3, 5 closed.
Open since Sept 22: duplicate vendor records after the nightly sync with their accounting system. A fix is planned for the November release. Release date not confirmed yet.
Their priorities for next quarter
Year-end close in December without the usual backlog of unapproved invoices (Mei).
Auditors arrive in February and will want approval history by invoice (Diane).
A fourth branch opens in January and needs to be set up before its first invoices arrive (Diane).
Our recommendations
Train the Eastside approvers in one live session. Agreed.
Turn on automatic reminders for invoices waiting more than 3 days. Agreed for all branches.
Use the approval history export for the audit. Trevor will test it in December. Only offered because it's already live.
Goals for next quarter
Goal
Target
Owner (customer side)
Average invoice approval time
4 days by December 31
Trevor Banks
Eastside approvals in the system
All 11 approvers by November 30
Trevor Banks
Audit-ready approval history
Export tested before January 15
Mei Chen
Renewal and commercial
Renewal on February 1, 2027. Diane signs. The new branch may need about 8 more seats, but Diane wants to see Eastside's numbers improve before adding any. Carla will send a quote with and without the extra seats and won't push before then.
Open items
Fourth branch setup: nobody on Marlow's side owns it yet. Diane said she'd decide who after their leadership meeting. No date given.
Duplicate vendor records fix: release date needs confirming with our engineering team.
Joint action plan
Item
Owner
Side
Due
Done looks like
Book a training date with the Eastside approvers
Trevor
Customer
Nov 10
Date on the calendar with all 11 invited
Run the Eastside training
Owen
Us
Nov 18
Session held, logins checked two weeks later
Turn on 3-day approval reminders
Owen
Us
Nov 9
Reminders live in all three branches
Confirm the release date for the sync fix
Owen
Us
Nov 12
Date sent to Trevor in writing
Send renewal quote with and without 8 extra seats
Carla
Us
Dec 1
Both quotes with Diane
Book the Q4 QBR
Owen
Us
Nov 13
Invite accepted by Diane for late January
Ledgerline, Marlow Home Health and everyone in this example are a fictional sample.
Best forCustomer success managers and account managers with ongoing B2B customers
Meeting length45 to 60 minutes, once a quarter
SectionsGoals and results, usage and adoption, support and open issues, their priorities, recommendations, renewal, joint action plan
FormatsGoogle Docs, Word, Notion, Markdown
When to use this template
A customer renews in the next two quarters and their executive sponsor hasn't joined a call since the project kickoff.
Your QBRs have turned into a long usage report and the customer stopped asking questions.
Goals from the last review were never written down, so nobody can say whether they were met.
Questions people ask
Who should attend a QBR?
On the customer side: the executive sponsor for at least part of it, the day-to-day admin, and someone who leads the people using the product. On your side: the CSM, plus the account manager if renewal is within about six months. Try to bring fewer people than the customer does.
What is the difference between a QBR and an EBR?
An executive business review (EBR) is usually aimed at senior leaders and happens less often, such as twice a year. It spends more time on strategy and less on usage. Some companies use the two names for the same meeting, so agree on what the customer expects before you send the invite.
What if the customer missed most of last quarter's goals?
Say so on the goals slide and ask why before you explain. Often the reason is on their side, like a staff change or a branch that never switched over, and the fix becomes a customer-side action item with a name on it.