Frankly512
QBR Template
4
Google?
Hi everyone! I need a QBR template to present for a sales job interview in FinTech. I don’t have access to my last QBR bc I left that company 6 months ago. Anyone have a template or recs on where to get one? Thanks!
That’s an odd interview request. Usually you see them asking for a sales plan, not a QBR template.
But as stated above - google it.
But as stated above - google it.
Here ya go via a 2 second google search : https://www.clari.com/blog/sales-qbr-how-to-prepare/
<3 +1
Step 1: Start With the Big Picture.Take a 5,000-foot view of the data and encourage participants to agree on the most important trends, common struggles, and the overall health of your revenue operations. At this point, you’re not doing a deep dive. You’re merely setting the stage and beginning to prioritize. Starting off the meeting from a united front shows that all participants are there to work together and succeed.View key performance indicators of past, current, and future quarters: Review closed deals, average sales cycle, and slipped deals. See how much business your SDRs have closed against their quotas, and what they’re calling in hard commit for this quarter.
Questions to ask: What trends are we noticing? What are people struggling with most this quarter?
Step 2: Evaluate the Last Quarter.Now you can play the role of investigator or researcher and drill into last quarter’s performance: what your sales reps committed, what they closed week over week, and if they hit their quotas. The numbers are a starting point for understanding what happened, but it’s critical to go beyond the scoreboard. Ask probing questions that produce clear answers. For example: “Why?” “How?” “Can you give an example?”In this step, having a company culture that embraces transparency and collaboration makes a big difference in prompting people to open up. Encourage your sales reps to share both their successes and failures so that everybody can learn from them. Facilitating the QBR as a safe space will help you hold your team accountable, as well as uncover problems you may not have known existed.The QBR also helps sales managers understand the sales reps on a deeper level, which can be especially valuable if you have a large or distributed team.Every participant, regardless of their position on the totem pole, has an important perspective that can enrich the diagnosis and next steps. For example, if your hard commits slipped, why did that happen? Was it a result of not forecasting correctly? Were there external challenges on the prospect side that pushed the close date back? How could you have commanded control of the situation to guide the deal to commit?
Questions to ask: What happened and why? What are the key learnings? What went wrong? What could you have done differently? What went right? What motivated the customer to buy?
Step 3: Assess the Current Quarter and Determine What’s Truly Winnable.Now that participants have exercised their hindsight muscles picking apart the previous quarter, they’re in a better position to inspect the current quarter. The “aha” moments that surfaced in the last step have enriched everyone’s perspectives as you examine the current quarter.It’s time to get tactical about current pipeline opportunities. Your sales leaders and reps need more than a basic instruction to review the pipeline.What exactly are you looking for? Here are 5 different lenses to look through as you engage in a sales pipeline review: Volume. Do we have enough pipeline coverage to be able to hit the number? Look at the deals that have already closed this quarter and see how much more you need to accomplish. Mix. Do we have the right mix of deals? Determine which opportunities are higher-probability small and medium deals and which ones are lower-probability elephants. Health. Diagnose deals that are at risk and those you might be able to pull in this quarter to make your number. You and your sales leadership team must be able to validate activity on an opportunity — not simply rely on updates from the rep. Timing. Have we been setting up and nurturing opportunities evenly, so that deals are spaced out regularly throughout the quarter in a way that you can hit sales linearity goals? Prioritization. Identify the key make-or-break deals for the current quarter so you can coach your reps to focus on the right opportunities — the low-hanging fruit. Get the entire team spending time on the right opportunities. As you make the various sweeps of your pipeline, seek input from other go-to-market leaders outside of sales as well.
Questions to ask: Can we win? Is there enough coverage to hit the number? Do we have the right mix of higher-probability small and medium deals and lower-probability whales? Are we set up for next quarter?
Step 4: Develop a Plan to Execute Next Steps.In the grand finale of the QBR, the best minds combine strategic and tactical thinking to answer the question, “How will we win?” At this point, you’ve already begun to answer that question in the previous step. The last part of the QBR focuses primarily on action steps for the next 90 days.Review with your team the likely commits in the pipeline and devise a plan for turning commits into executed deals. In the final stage of the QBR, it’s also important to think more broadly about the sales process. Did the teams learn something new today that they might consider testing out?Process drives consistency, and consistent action helps keep pipelines full. Reinforce the message that reps should constantly prioritize new business development alongside closing out existing deals (or deals that have slipped from the previous quarter). Work closely with your sales reps to make certain they have a business plan as “CEO” of their territories, and have a plan to stay accountable to the sales process and methodology they have committed to delivering.This is the time to emphasize the importance of methodology and sales process rigor in the upcoming quarter. Set specific goals — whether that means assigning training as homework, shortening the sales cycle, making 40 calls per week for the next 90 days, or developing an email sequence for new leads.
Your QBR time is limited, so be sure to prioritize carefully. While some organizations may benefit from hammering out specific tasks and deadlines for the next 90 days, others may prefer to schedule follow-up meetings in smaller groups for the tactical planning.
Questions to ask: How will we win? Are we set up for next quarter? How can we optimize results for next quarter? What company resources (e.g., training) can we use to help each rep succeed? What training do certain reps need?
For example, do you need to implement a formal pipeline management training program? What sales metrics to include in the QBR Sales Metrics to Include in Your QBR To run your QBR most efficiently, focus on the metrics that are most critical. Past Attainment Closed deals / win rate Slipped deals Lost deals that were in commit Average sales cycle Sales linearity Present Average sales cycle Slipped deals Engagement Future Pipeline coverage Commit Most Likely Best-case pipeline
<3 +1
Step 1: Start With the Big Picture.Take a 5,000-foot view of the data and encourage participants to agree on the most important trends, common struggles, and the overall health of your revenue operations. At this point, you’re not doing a deep dive. You’re merely setting the stage and beginning to prioritize. Starting off the meeting from a united front shows that all participants are there to work together and succeed.View key performance indicators of past, current, and future quarters: Review closed deals, average sales cycle, and slipped deals. See how much business your SDRs have closed against their quotas, and what they’re calling in hard commit for this quarter.
Questions to ask: What trends are we noticing? What are people struggling with most this quarter?
Step 2: Evaluate the Last Quarter.Now you can play the role of investigator or researcher and drill into last quarter’s performance: what your sales reps committed, what they closed week over week, and if they hit their quotas. The numbers are a starting point for understanding what happened, but it’s critical to go beyond the scoreboard. Ask probing questions that produce clear answers. For example: “Why?” “How?” “Can you give an example?”In this step, having a company culture that embraces transparency and collaboration makes a big difference in prompting people to open up. Encourage your sales reps to share both their successes and failures so that everybody can learn from them. Facilitating the QBR as a safe space will help you hold your team accountable, as well as uncover problems you may not have known existed.The QBR also helps sales managers understand the sales reps on a deeper level, which can be especially valuable if you have a large or distributed team.Every participant, regardless of their position on the totem pole, has an important perspective that can enrich the diagnosis and next steps. For example, if your hard commits slipped, why did that happen? Was it a result of not forecasting correctly? Were there external challenges on the prospect side that pushed the close date back? How could you have commanded control of the situation to guide the deal to commit?
Questions to ask: What happened and why? What are the key learnings? What went wrong? What could you have done differently? What went right? What motivated the customer to buy?
Step 3: Assess the Current Quarter and Determine What’s Truly Winnable.Now that participants have exercised their hindsight muscles picking apart the previous quarter, they’re in a better position to inspect the current quarter. The “aha” moments that surfaced in the last step have enriched everyone’s perspectives as you examine the current quarter.It’s time to get tactical about current pipeline opportunities. Your sales leaders and reps need more than a basic instruction to review the pipeline.What exactly are you looking for? Here are 5 different lenses to look through as you engage in a sales pipeline review: Volume. Do we have enough pipeline coverage to be able to hit the number? Look at the deals that have already closed this quarter and see how much more you need to accomplish. Mix. Do we have the right mix of deals? Determine which opportunities are higher-probability small and medium deals and which ones are lower-probability elephants. Health. Diagnose deals that are at risk and those you might be able to pull in this quarter to make your number. You and your sales leadership team must be able to validate activity on an opportunity — not simply rely on updates from the rep. Timing. Have we been setting up and nurturing opportunities evenly, so that deals are spaced out regularly throughout the quarter in a way that you can hit sales linearity goals? Prioritization. Identify the key make-or-break deals for the current quarter so you can coach your reps to focus on the right opportunities — the low-hanging fruit. Get the entire team spending time on the right opportunities. As you make the various sweeps of your pipeline, seek input from other go-to-market leaders outside of sales as well.
Questions to ask: Can we win? Is there enough coverage to hit the number? Do we have the right mix of higher-probability small and medium deals and lower-probability whales? Are we set up for next quarter?
Step 4: Develop a Plan to Execute Next Steps.In the grand finale of the QBR, the best minds combine strategic and tactical thinking to answer the question, “How will we win?” At this point, you’ve already begun to answer that question in the previous step. The last part of the QBR focuses primarily on action steps for the next 90 days.Review with your team the likely commits in the pipeline and devise a plan for turning commits into executed deals. In the final stage of the QBR, it’s also important to think more broadly about the sales process. Did the teams learn something new today that they might consider testing out?Process drives consistency, and consistent action helps keep pipelines full. Reinforce the message that reps should constantly prioritize new business development alongside closing out existing deals (or deals that have slipped from the previous quarter). Work closely with your sales reps to make certain they have a business plan as “CEO” of their territories, and have a plan to stay accountable to the sales process and methodology they have committed to delivering.This is the time to emphasize the importance of methodology and sales process rigor in the upcoming quarter. Set specific goals — whether that means assigning training as homework, shortening the sales cycle, making 40 calls per week for the next 90 days, or developing an email sequence for new leads.
Your QBR time is limited, so be sure to prioritize carefully. While some organizations may benefit from hammering out specific tasks and deadlines for the next 90 days, others may prefer to schedule follow-up meetings in smaller groups for the tactical planning.
Questions to ask: How will we win? Are we set up for next quarter? How can we optimize results for next quarter? What company resources (e.g., training) can we use to help each rep succeed? What training do certain reps need?
For example, do you need to implement a formal pipeline management training program? What sales metrics to include in the QBR Sales Metrics to Include in Your QBR To run your QBR most efficiently, focus on the metrics that are most critical. Past Attainment Closed deals / win rate Slipped deals Lost deals that were in commit Average sales cycle Sales linearity Present Average sales cycle Slipped deals Engagement Future Pipeline coverage Commit Most Likely Best-case pipeline
If they can't Google you think they'll put in the work?
no sir
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