How to Set Up a Quarterly Business Review to Exceed Your 2016 Estimates

How a CEO can get it completely wrong. How a CEO can get it completely right.

The QBR is a powerful business tool. It’s a way to evaluate the success of your planning. Part historical study, part educated forecast, it charts a way forward.

So you’ve got your eye on the target. Now look beyond it to where you really want to be. The quarterly business review can help you get the organization’s moving parts working together. Efficiency and power are keys to surpassing your goal. Records are made to be broken and goals are set to be exceeded.

The QBR – Charting the Future From the Past:

A QBR covers all functional areas. Leaders in each department gather their metrics for the preceding quarter. The QBR’s purpose is not to look back at these, but ahead from them. Each quarter, it’s a springboard into the next quarter.

For this discussion, we’re interested in the QBR’s marketing strategy portion. You can probably make some projections for 2016. Even an educated forecast can help as you shape your approach to marketing.

Beat the Goal:

So get off to a solid start. Your QBR can help establish and maintain a positive tone for the year. Records are made to be broken and goals are set to be exceeded. Push past the expected.

Keep in mind that marketing strategy doesn’t occur in a vacuum. It must align with all other strategies, including corporate. And externally, market situations change. You’ll have to make decisions about the marketing channels that are worth your investment.

Prepare, for Clarity:

Preparation is the key to a great QBR. Determine what other functional leaders need to know about your marketing strategy. Pull that information together, with any appropriate documentation. You should walk in with a clear, concise, coherent presentation.

If you’re following SBI’s five-step marketing strategy methodology, you’ll cover:

1. Planning – from branding to budgeting to data
2. Engagement – prospect and customer interaction
3. Organizational structure – putting people in the proper places
4. Execution – from product marketing to lead management execution
5. Support – helping the sales team stay effective

You know your company, your peers and your program. You can decide how much detail you need to convey about these areas. But be sure to have copies of your marketing strategy available.

Welcome Discoveries:

Don’t just present your information. Evaluate it at the same time. An insight may emerge; or you might make a connection you hadn’t seen before.

Still, the QBR isn’t about marketing strategy, but how it fits with everything else. This is teamwork time. That’s how the company hits and exceeds the 2016 number.

A QBR should be communication-rich. You’re among functional leaders, but you’re the marketing strategy SME. Help others understand. Mine their thoughts. Get their buy-in. You’re all on the same side. If there are frictions, resolve them.

Let SBI Bring You a Workshop:

Part of a QBR is being open to responses from other company leaders. People outside of marketing operations may have fresh ideas you hadn’t considered.

For help developing your QBR – or anything related to hitting your number – we’re here. Register for an SBI workshop. We’ll get on the road or in the air and bring it to you.