weekly business review presentation

Free QBR and Business Review Templates

By Kate Eby | June 25, 2018 (updated October 20, 2022)

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Companies like Google and Intel use a form of goal planning and a business leadership process to identify OKRs, the objectives and key results that drive internal performance, build customer relationships, and deliver growth. The quarterly business review (QBR) meeting is the delivery platform to discuss and set OKRs and measure and grade performance as determined by a company’s overall mission and values. This article features an overview of QBR meetings, including expert business review planning and presentation techniques. You’ll find a variety of free QBR templates to use, so you can spend less time preparing for your presentations and more time managing your business.  

Customer QBR Meeting Preparation Checklist

Use this checklist to help you prepare a QBR meeting presentation that captures your customer’s attention and demonstrates your commitment to honor their valuable time.

‌ Download Customer QBR Meeting Preparation Checklist

Supplier QBR Template

QBR meetings provide a place and time for suppliers and customers to build a strategic relationship that benefits both parties. Use this supplier QBR template to measure the quantitative value that your managed service providers and vendor partners offer your business. If you’re the supplier, use this template at your next QBR to take a proactive role as a valuable business partner by establishing your customer’s return on investment.

‌   Download Excel Template Try Smartsheet Template   ‌

Annual Business Review Template

Use this annual business review template to compile the key results of your quarterly business review meetings and prepare your presentation. This template is designed as a formal presentation to discuss key business objectives and results. Customize the slides outlined to deliver a concise, impactful review of past performance and articulate future goals for the year ahead.

‌ Download Annual Business Review Template – PowerPoint

Small Business QBR Template

Running a small business requires the optimization of time and money — hold your suppliers to the same standard with this template. Use this form to organize information about the products and services your key vendors provide. Also use it to facilitate critical quarterly checkpoint meetings in order to grade the relationship based on results.

Download Small Business QBR Template

Excel | Word

Executive QBR Template

Use this customizable QBR slide deck to present to executive leadership. It is designed to present the most vital information up front and to summarize objectives and key results to busy executives with tight schedules. This template is perfect for remote online meetings that use video conferencing software. It’s also ideal for a less-than-captive audience.

‌ Download Executive QBR Template – PowerPoint

Sales QBR Template

Sales professionals need an effective QBR business planning process to execute quarterly sales goals and measure the results of their sales team’s efforts. Share this customizable QBR slide deck outline with your team to elevate performance and establish accountability. They can easily modify each slide to present essential information about their market or customers and plan next steps to be reviewed at the next QBR meeting. Adjust the slides and craft a QBR presentation for your customers.  

‌ Download Sales QBR Template – PowerPoint

What Is a QBR Meeting?

The purpose of a QBR meeting is to communicate business-related goals, determine OKRs to measure success, and build relationships with customers or employees. The meeting is most effective when conducted face to face, but technology, the growth of global business, and the increase in geographically distributed teams make remote QBR meetings a popular option.

Internal QBR meetings happen at every level, from executive leadership to product teams. As an external communication tool, the QBR meeting is an opportunity for customer success managers (or related sales and marketing professionals using strategic account management) to discuss KPIs and return on investment (ROI), sign sales contracts, or negotiate service renewal agreements with customers.

What to Include in a Sales QBR

Determining business goals and using key customers to identify the desired results of your efforts are just the beginning of effective QBR planning. Resist the urge to think in a vacuum when creating your slide deck. Consider the customer. Don’t treat the QBR meeting like any other sales call by focusing on complaints, reviewing past performance, etc. Instead, create a customer-oriented agenda and share it with them prior to the meeting.

The agenda of your sales quarterly business review might include the following topics:

Status of outstanding business from previous meeting

Review of program objectives

Performance results and improvement

News and updates on products and services

Future business opportunities

Items from last meeting

Sales and marketing program metrics

Scorecard review (Customer Health Index or Net Promoter Score)

Support ticket review and resolution metrics review

Benchmarking

Customer support desk review

Onboarding and training

Product roadmap and feature development

License renewals and service contracts

Summary of meeting and commitments

Scheduling of next QBR

Guide to Effective Customer QBR Meetings

Nancy Duarte  is Principal at  Duarte, Inc ., a company that helps “write, design, and deliver groundbreaking stories and visual presentations for every occasion.” The following tips were inspired by Duarte’s experience and recommendations from her book  Harvard Business Review Guide to Persuasive Presentations . Use them to plan and deliver a compelling presentation to your customer at the next QBR meeting.

Audience over Ambitions : Duarte points out that your audience has the power, not you. Look past your ambitions for the meeting and prepare a presentation that takes into account who is in attendance, their valuable and limited time, and what each individual customer needs from the QBR meeting. Duarte recommends giving your customer a gift in the form of unique insight or information, providing them with a new skill or mindset to achieve their business goals, and seeking opportunities to get “unstuck” with a solution if there is a problem with their products, services, or operations.   

Filter Big Ideas : As the name suggests, the QBR is about reviewing past performance, but most customer QBR meetings are scheduled for one hour. That doesn’t mean you shouldn’t take the opportunity to present ideas for how to build future business with your customers and add value to the discussion. Duarte is a proponent of filtering big ideas. “If you don’t filter your presentation, the audience will have to, and people will resent you for making them work too hard to identify the most important points,” she writes. This advice is especially relevant for QBR meetings that can quickly devolve into problem solving and complaint resolution sessions before you have time to present your ideas.

Anticipate Adversity : According to Duarte, as a presenter, you’re frequently creating resistance to your message and ideas. QBR meetings are not an opportunity to troubleshoot customer service issues or the performance of your product and services. Duarte suggests preparing for different types of resistance (logical, emotional, practical) by anticipating and addressing your customer’s concerns before they become roadblocks to your meeting. Consider opening the meeting agenda with a statement acknowledging the issues and when they will be addressed during the presentation. “By showing that you’ve considered opposing points of view, you demonstrate an open mind — and invite your audience to respond in kind,” she writes.  

Golden Rule : The motto at Duarte, Inc. is, “Never deliver a presentation you wouldn’t want to sit through.” Rehearse your presentation before the QBR meeting. Have a colleague or manager analyze your slides and delivery and provide some feedback. Duarte recommends preparing a shorter version of your presentation in case something goes wrong and time is cut short by an interruption or technical glitches. Your customer can tell if you try to wing it, and they will feel slighted. “It sends the message that you don’t value them or their time,” she writes. “Perhaps most significantly, rehearsing frees you up to be more present in your talk and to fully engage with the people in front of you,” she continues. This creates more opportunities to build future business, ask for recommendations, and schedule your future meetings with the customer.

Quarterly Business Review FAQ

Preparing for and delivering an effective quarterly business review doesn’t have to be a daunting task. Here’s a look at some of the key questions about QBR meetings.

Does Every Customer Get a QBR?

QBR meetings foster relationships between you and your customers, reinforce the value of your products and services, and invite honest discussion about the ROI and the likelihood of renewing business agreements. Every customer that you want to provide this opportunity to is a candidate for regularly scheduled quarterly business reviews.

What Is the Best Strategy for Successful QBR Meetings?

Suppliers and vendors that operate under managed service provider (MSP) contracts leverage the QBR meeting as a strategy to manage expectations and learn how to improve, discuss the customer’s business goals and desired results, and understand the problems that customers try to solve in order to support future business plans. If you prepare and practice accordingly, your QBR meetings create a competitive advantage for you to transform customer relationships into win-win partnerships.

Where Do I Host a Customer QBR?

The likelihood of keeping a consistent, face-to-face QBR meeting on your customer’s calendar every 90 days is slim. Meetings get canceled, key customer contacts change, executives need flexibility to meet via video conference, etc. Plan your QBR presentation with the location in mind, and be flexible with where you host your meetings. Invite your best customers to meet on site at your office, and host the meeting over breakfast and coffee. Prepare a slide deck and online meeting agenda, so you can offer these elements as a hosting option for busy customers.

When Do I Schedule My First Customer QBR?

The answer depends on the product and service you provide. Schedule the first QBR after the customer is onboarded and has time to implement and assess your business and value. Coordinate the details for this meeting when you close the deal, and sign contractual agreements when you have the customer’s attention. This demonstrates that you are committed to delivering value and a return on the customer’s investment and will sit down with them every 90 days or so to review the results of this commitment.

Who Do I Invite to Participate in a Customer QBR?

Schedule your customer QBR meetings to include decision makers from both sides, including management and executive leadership when possible. Make sure you know who is attending each QBR meeting ahead of time, and plan your presentation based on the audience.

Does My QBR Presentation Need to Include Images and Charts?

According to Nancy Duarte, the most effective presenters think like designers. “Each slide should pass what I call the glance test: People should be able to comprehend it in three seconds,” says Duarte. “Think of your slides as billboards. When people drive, they only briefly take their eyes off their main focus — the road — to process billboard information,” she adds. Images and charts improve your audience’s cognitive response to your message. Use them in your QBR presentation to maximize your time and deliver crucial information your audience will remember. You can find free, ready-to-use drag-and-drop software, like the Onomics charting tool available from Priceonomics , to help you design a slide deck like a pro.

Improve Your QBR and Business Review Meetings with Real-Time Work Management in Smartsheet

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The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

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Weekly Business Reviews (WBRs)

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Weekly Business Reviews (WBRs) are a consistent meeting where you and your team can dive into your KPIs every week, ensuring you and your team are always on the same page. WBRs help you and your team make decisions with clarity, boost team collaboration, accelerate decision making, and steer your business confidently forward.

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In this training, you will

• Understand the core of WBRs as a consistent meeting to drive impactful business leadership.
• Delve into your KPIs every week, enabling data-driven decisions that set you apart.
• Strengthen team alignment and clarity in decision-making, ensuring everyone is on the same page.
• Recognize the power of consistency in WBRs, keeping you and your team in sync.
• Master effective scheduling to ensure participation from key stakeholders and maintain alignment.
• Learn to set focused objectives and agendas for each WBR, driving productivity.
• Embrace continuous improvement by valuing feedback and fine-tuning your strategies..

Skills that will be explored

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Unlocking Success with Weekly Business Reviews (WBRs)

Imagine this: A dedicated time each week where your team huddles, not just for the sake of meeting, but to genuinely dissect your company's key performance indicators (KPIs). It's a space where everyone collectively identifies trends, uncovers challenges, and plots the next big move. This isn't just any meeting; it's a WBR. Weekly Business Reviews (WBRs) help ensure you're not just keeping up but truly leading the way.

Why should you care? Well, consider the WBR as your business's pulse-check. In today's whirlwind of technological advancements and ever-shifting consumer demands, it's easy to get lost. But with WBRs, you gain a systematic approach to staying in tune with your business's heartbeat, ensuring you're always in sync with its rhythms and ready to dance to its beats.

The magic of WBRs:

• Stay Informed: Dive deep into data, understand what's working, and spot areas ripe for innovation.
• Collaborate Effectively: Foster a culture where teams rally together, share insights, and strategize for success.
• React Swiftly: With a weekly check-in, you can pivot and adapt faster than ever, ensuring you're always a step ahead of the curve.

In business, knowledge isn't just power—it's progress. By embedding WBRs into your routine, you're setting your team, your career, and your business up for the kind of success that's not just about numbers, but real, impactful growth.

1. What is it

The task involves conducting Weekly Business Reviews (WBRs) - structured meetings dedicated to reviewing and discussing your company's key performance indicators (KPIs).

2. Why is it Important

Conducting WBRs empowers you to make data-driven decisions, swiftly address arising challenges, and formulate impactful business strategies. By consistently evaluating your KPIs, you ensure your business remains agile and competitive.

3. When and Where it Should be Done

You should conduct WBRs weekly. This consistent frequency enables you to stay attuned to your business's performance, enabling you to react promptly to any emerging trends or challenges.WBRs can be conducted in a dedicated conference room, an office space, or through virtual meeting platforms, depending on your organization's preferences and the availability of resources.

4. Who Should be Involved

Besides you, key stakeholders and relevant team members should be involved in WBRs. This includes department heads, team leaders, and any other personnel responsible for the KPIs being reviewed.

5. How You Do It

The difference in conducting WBRs is ensuring that the meeting is a powerful tool for business strategy and growth.

To conduct a WBR:

• Gather relevant data on your company's KPIs for the week.
• Organize and present the data in a comprehensible format.
• Convene the relevant stakeholders and team members.
• Discuss the findings by highlighting trends, achievements, and areas of concern.
• Formulate action plans or strategies based on the insights derived.
• Assign responsibilities for the implementation of the devised plans.
• Schedule the next WBR, with an action item to review the outcomes of the implemented strategies.

1: Gathering Data on Your Company's Weekly KPIs

For a successful Weekly Business Review (WBR), accurate and relevant data is the foundation. Gathering this data ensures that the discussions and decisions in subsequent steps are grounded in reality and not based on assumptions. Hence, the process should be methodical and comprehensive.

• Identify the KPIs: Start by listing down the key performance indicators (KPIs) that are crucial for your business. These KPIs should align with your company's goals and objectives. For instance, if revenue growth is a primary focus, then weekly sales data might be a key metric.
• Use Reliable Data Sources: Ensure the data comes from credible and reliable sources. This could be your company's internal databases, CRM system, sales platforms, or any other tool where performance data is recorded.
• Automate Data Retrieval: If possible, utilize automation tools or software that can extract the required data without manual intervention. Automation ensures efficiency and consistency in data collection.
• Check Data Integrity: Once the data is gathered, quickly review it to check for any discrepancies or anomalies. This step is crucial to ensure your WBR is based on accurate information.
• Compile the Data: Bring together the collected data in one centralized location, be it a spreadsheet, a dashboard, or any other data visualization tool. Consolidation aids in easy access and analysis during the WBR.

By meticulously gathering your company's weekly KPI data, you ensure that your WBR discussions are grounded in actual performance metrics. This accuracy is pivotal for making informed decisions that can propel your business forward. Furthermore, having a clear picture of your performance metrics allows your team to identify areas of excellence.

2: Organizing and Structuring Your Weekly KPI Data

Step 2 ensures that the data serves its purpose: to inform, enlighten, and guide strategic decision-making.

The crux of this step is to make the data both accessible and interpretable. The raw data, while crucial, might be overwhelming or confusing to many. By organizing it and presenting it in a digestible manner, you facilitate effective analysis, discussion, and decision-making in the subsequent steps of the WBR. The document will be used to provide specific guidance on the best practices and tools for this task.

• Data Organization: Begin by segmenting your data based on categories or departments. This ensures that similar metrics are grouped together, simplifying the analysis process. For instance, financial metrics can be grouped separately from customer feedback metrics.
• Choose Appropriate Visualization Tools: The document mentions the importance of using tools that can help visualize data effectively. Consider tools such as Excel, for basic visualizations, or more advanced platforms like Tableau or Microsoft Power BI for intricate data sets. The right tool can transform numbers into meaningful insights.
• Highlight Key Trends: Within your presentation, ensure that significant trends, whether positive or negative, are emphasized. This ensures that critical points are not lost in the sea of data.
• Use Descriptive Labels: To minimize ambiguity and make it easier for stakeholders to understand the data, ensure that every chart, graph, or table has clear and descriptive labels.
• Provide Context: Where relevant, provide context to the data. This could be in the form of annotations, historical comparisons, or industry benchmarks. Context can help stakeholders understand the significance of the data points.
• Interactive Dashboards: If using advanced tools, consider creating interactive dashboards that allow stakeholders to delve deeper into specific areas of interest, fostering a more engaged and proactive approach to data analysis.
• Practice Your Presentation: Before the WBR, familiarize yourself with the data presentation. Ensure that you can guide stakeholders through it smoothly, addressing questions and highlighting key points.

By organizing and presenting your data effectively, you set the stage for a productive WBR. Clear, comprehensible data presentations can lead to sharper insights, more informed discussions, and actionable strategies. For your business, this leads to decisions grounded in reality and ensures your strategies are both relevant and impactful. For your team, a clear understanding of the data fosters alignment by ensuring everyone is on the same page regarding the company's performance and direction.

3: Convening the relevant stakeholders and team members

Step 3 is geared towards not just having a meeting, but ensuring that the meeting is a powerful tool for business strategy and growth.

The effectiveness of a WBR hinges largely on the people present. Their insights, expertise, and feedback can transform raw data into actionable strategies. Thus, it's crucial to ensure the right people are in the room (or virtual meeting). The document will guide us on how to identify these individuals and ensure their participation.

• Identify the Key Participants: Before sending out invites, make a list of essential personnel. These are individuals directly linked to the KPIs being discussed. Typically, this would include department heads, team leaders, and specialists. The uploaded document may provide specifics on roles crucial for your organization's WBRs.
• Notify in Advance: Considering the packed schedules of executives and key team members, it's vital to notify them well in advance. This ensures they can block off time and come prepared.
• Set a Clear Agenda: Along with the invite, send out a clear agenda. Outline the key points of discussion, any preparatory work required, and the expected outcomes of the WBR. This helps attendees prepare and ensures the meeting is productive.
• Choose the Right Environment: Whether it's a physical meeting room or a virtual platform, ensure the environment is conducive to focused discussions. This means a quiet room, the necessary tech setup for presentations, and a comfortable seating arrangement.
• Encourage Active Participation: It's not enough for stakeholders to be present; they need to be active contributors. At the start of the WBR, set the expectation that everyone's input is valuable and that open, constructive discussions are encouraged.
• Set Ground Rules: Especially for larger WBRs, set some ground rules. This could include no interruptions when someone is speaking, sticking to the set agenda, and ensuring discussions remain constructive.

Convening the right stakeholders ensures that your WBR benefits from diverse insights and expertise. This collaborative approach means decisions are holistic, taking into account various facets of the business. For your product, this means strategies that are well-rounded and considerate of all relevant factors. For your team, it fosters a sense of collective ownership and alignment. And for your business, it ensures that decisions are made with a comprehensive understanding, driving more effective strategies and better outcomes.

4: Engaging in a Constructive Discussion on Weekly KPIs

Step 4 is designed to ensure that discussions are not just routine check-ins, but powerful strategy sessions that drive business growth.

The discussion phase is where raw data transforms into actionable insights. It's where the collective wisdom of the convened team dissects the presented data, identifies trends, celebrates successes, and flags concerns. The aim is to ensure that everyone is on the same page and that there's a clear understanding of the business's current standing.

• Begin with Achievements: Start the conversation on a positive note by first acknowledging what went well. Highlight any KPIs that exceeded expectations or notable achievements from specific departments or teams.
• Transition to Trends: Using the organized data, walk the team through noticeable trends. This could be patterns emerging over multiple weeks or sudden spikes and drops in specific metrics. The goal is to understand the 'why' behind these trends.
• Address Areas of Concern: With achievements and trends covered, it's time to delve into metrics that didn't meet expectations. Address any concerns or anomalies in the data, seeking insights from relevant stakeholders to understand the root causes.
• Promote Open Dialogue: Encourage all participants to share their perspectives. The more comprehensive the discussion, the richer the insights. Remember, the goal is collective understanding and problem-solving, not finger-pointing.
• Document Key Takeaways: As the discussion progresses, ensure someone is tasked with documenting key insights, action items, and concerns. This will be crucial for the subsequent steps of formulating action plans and assigning responsibilities.
• Summarize and Confirm Understanding: Before concluding the discussion, provide a brief summary of the main takeaways. This ensures that everyone leaves with a clear understanding and there are no ambiguities.

Engaging in a thorough discussion of your company's weekly KPIs ensures that every stakeholder is aligned and informed. It provides clarity on where the company stands, what's working, and what needs attention. For your product, this means strategies that are grounded in real-world performance data. For your team, it fosters alignment, ensuring everyone is working towards common goals. And for your business, these discussions drive informed and impactful decision-making, propelling your business towards its objectives.

5: Crafting Effective Action Plans from WBR Insights

Step 5 is where the rubber meets the road. It's the transition from understanding to action, and its effectiveness will determine the impact of the entire WBR process.

Post-discussion, the next critical phase is to turn insights into actionable plans. It's the bridge between understanding and execution. The strategies formulated here will guide the company's actions in the ensuing week(s) and will be pivotal in addressing concerns and leveraging strengths.

• Prioritize Insights: Not all insights will carry the same weight or urgency. Start by categorizing the insights derived from the discussion in terms of their impact and immediacy. This will help focus resources on the most pressing or impactful items first.
• Brainstorm Solutions: For each prioritized insight, brainstorm potential strategies or actions. This should be a collaborative effort, drawing on the expertise of the relevant stakeholders. Remember, diversity of thought often leads to the most innovative solutions.
• Evaluate Feasibility: Before finalizing any action plan, assess its feasibility in terms of resources, time, and potential risks. This ensures that the strategies are not just good on paper but are practical and executable.
• Set Clear Outcomes: For each action plan, define what success looks like. Whether it's achieving a specific metric, resolving a concern, or leveraging an opportunity, having a clear target ensures measurability and accountability.
• Seek Feedback: Before finalizing the strategies, seek feedback from the team. This not only refines the plan but also ensures buy-in, increasing the likelihood of successful execution.
• Document Everything: Ensure that every strategy or action plan is documented, including its rationale, expected outcome, and resources required. This serves as a reference point and ensures clarity in execution.

Crafting effective action plans ensures that insights from the WBR translate into tangible business outcomes. For your product, this means strategies that directly address its real-world performance, enhancing its strengths and mitigating its weaknesses. For your team, clear action plans provide direction, ensuring everyone knows their role in driving the business forward. And for your business, these plans, rooted in data and collaborative insights, set the stage for informed actions that drive growth and address challenges.

6: Assigning Responsibilities for Effective Implementation

Step 6 is about converting strategy into action. It's about ensuring that each action item has a steward, ensuring a systematic and organized approach to implementation.

Once strategies are in place, assigning clear responsibilities is paramount. This ensures that each action item has an owner, someone accountable for its execution. Without clear ownership, even the best-laid plans can fall by the wayside. The document will guide us on how to efficiently assign these responsibilities, ensuring successful implementation.

• Match Expertise with Tasks: Begin by aligning the action items with the expertise of team members. Assign tasks based on individuals' strengths, experience, and skill sets. This ensures that each task is handled by someone best equipped to execute it.
• Clear Communication: Once responsibilities are decided, communicate them clearly to each individual or team. Ensure they understand not just the 'what' but also the 'why' behind their assigned tasks.
• Provide Necessary Resources: Ensure that individuals or teams have the necessary resources – be it tools, budget, or manpower – to execute their tasks. This might involve coordinating with other departments or securing additional resources.
• Set Deadlines: Every task should have a clear deadline. This not only provides a timeframe for execution but also aids in tracking progress and ensures timely completion.
• Open Channels for Queries: Encourage team members to raise questions or seek clarifications on their responsibilities. This proactive approach ensures smoother execution and minimizes potential roadblocks.
• Document Assignments: Maintain a centralized document or platform where all responsibilities are listed, along with their respective owners and deadlines. This serves as a reference point and can be useful for tracking progress.

Assigning clear responsibilities ensures that each formulated strategy has a clear path to execution. For your product, this means that each facet of its performance is actively being addressed. For your team, clear responsibilities provide direction and a sense of ownership, boosting morale and accountability. For your business, this organized approach ensures that strategies are not just formulated but are actively implemented, driving tangible results.

7: Scheduling and Preparing for the Subsequent WBR

Step 7 is about cementing the WBR as a recurring strategic tool, ensuring the continuous evolution and refinement of business strategies.

The WBR is not a one-off event; it's a recurring strategic tool. By scheduling the next review, you're ensuring continuity in the process. This upcoming meeting serves as both a deadline and a checkpoint, ensuring strategies are implemented and their outcomes are evaluated. The document will guide us on how to effectively schedule and set the stage for the next WBR.

• Pick a Consistent Time: Consistency aids in planning. Try to schedule WBRs at the same time, be it every week, fortnight, or month. This helps stakeholders keep that slot free and sets a rhythm to the review process.
• Consider Stakeholders' Availability: Before finalizing a date and time, check the availability of key stakeholders. Their participation is crucial, so ensure the timing is convenient for them.
• Set Clear Objectives: Every WBR might have a slightly different focus based on current business needs. When scheduling the next WBR, set clear objectives. What are the key areas you wish to cover? Are there specific challenges or opportunities you want to address?
• Send a Reminder: As the date approaches, send out a reminder to all participants with the agenda, objectives, and any preparatory material they might need.
• Allocate Time for Strategy Review: Ensure a portion of the next WBR is dedicated to reviewing the outcomes of the strategies implemented post the current WBR. This ensures accountability and allows the team to learn from both successes and shortcomings.
• Encourage Feedback: After each WBR, seek feedback on the process. Was there adequate data? Was the discussion productive? Were the action items clear? This feedback can be used to refine and improve subsequent WBRs.

Scheduling the next WBR ensures there's a structured mechanism to review and recalibrate strategies. For your product, this means continuous attention to its performance and adaptability to changing circumstances. For your team, the regularity of WBRs provides clarity and direction, ensuring everyone is aligned and working towards shared objectives. For your business, the consistent review of strategies ensures agility, allowing your business to adapt, evolve, and grow in a dynamic market.

Related Training

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How to set up a Weekly Business Review

Getting your company and teams better at understanding and moving metrics.

Hi there, it’s Adam . 🤗 Welcome to my weekly newsletter. I started this newsletter to provide a no-bullshit, guided approach to solving some of the hardest problems for people and companies. That includes Growth, Product, company building and parenting while working. Subscribe and never miss an issue. I’ve got a podcast on fatherhood and startups - check out Startup Dad here . Questions? Ask them here .

Q: You’ve talked about the Weekly Business Review before—how do you set up and run them? Is it per team or across teams and how do we make them actionable?

I’ve written a few newsletters now on the importance of measurement and metrics in product work. Last week’s Motion vs. Progress Hot Take and Evaluating Product Investments are important reading to accompany this newsletter.

Much has been written about what happens at a Weekly Business Review (or WBR). The authors of Working Backwards , Colin Bryar and Bill Carr, have a chapter devoted to Amazon’s WBR in their book’s metrics section (“Managing Your Inputs, Not Your Outputs”). Google has a good summary of it here . Actually, there are about 316 million summaries of it and Google has organized them all. Unfortunately, I found that although it’s a great read it didn’t really give you a playbook that addresses the questions above.

So, this isn’t a regurgitation of Amazon’s WBR. Instead, I’ll answer the question about how to:

Set up and run a Weekly Business Review

Manage them within and across teams

Make them actionable

Why run a Weekly Business Review?

Before I dig into set up, management and results I want to briefly touch on why you should have one. This is important because you need to know the problem that WBRs solve so you know if it’s worth it to implement one.

Here are a few problems that a well-run WBR can help you solve:

My organization is not metrics oriented

We don’t know what levers move our business

Teams don’t feel accountable for results and moving metrics

Limited leadership visibility into business performance

We’re focused on the wrong things (lagging outputs rather than inputs)

We’re missing or beating our goals

We focus on metrics but are very reactionary to changes

The bottom line is that a WBR shines light on the important metrics of the business which forces attendees to understand what’s happening (and why) and manage the results. It helps you identify trends and aberrations in your business before they become systemic problems.

Sound great? Let’s talk about how to set up and run them.

Set up and Run a Weekly Business Review

The goal of your WBR should be to bring accountability and attention to the most important input metrics of the business and those who own them. 

An input metric is one that you or a team has influence on—for example, the number of high-quality signups, views of a product detail page or 7-day retention. An output metric is the corresponding, downstream impact of the fluctuations in that metric—transactions, revenue, or GMV to name a few.

I’m going to assume that you have your data house in order and inputs are instrumented properly. If that’s not the case then I recommend taking a course like Data for Product Managers from Reforge or something similar. This newsletter won’t dive deep into that topic (maybe in a future one, but not today).

Build Qualitative and Quantitative Growth Models

If you don’t have a clue about how you grow then your first step is to build a qualitative and quantitative growth model for your business. Start by letting leaders in your company know that you think it’s important to build an actionable understanding of how you grow and ask for their help in getting there. You’ll want to assemble a small group of data-forward people to do this work and if your company culture isn’t data-oriented then you may have to do this work in the “swing shift” or in off hours to get started.

People you’ll want to recruit include: analyst(s), other PMs, finance, and marketing. When you bring this folks together the questions you want to answer are:

What macro business metrics does our leadership and board care about?

How do we acquire new customers; through what loops or channels?

How do we retain customers; what loops exist in our product that reinforce habits and keep customers around?

What other ways do people discover our product(s) even if they’re not “loops?” These are your linear investment channels.

All you need to do in this first step is identify and bullet out these different levers. Let’s use ResortPass as an example.

Here is a sample of the ResortPass Qualitative Growth model on the consumer side. If you’d like to play around with a template you can access that here .

Notice how simple and straightforward this is. No need to overcomplicate it at this stage because you’re optimizing for clarity. 

Once you’ve got your small group aligned on this visual of how you grow you should confirm it with other leaders—marketing, finance, product and data are good groups to start with. They may have some additional feedback that you hadn’t considered and you’ll want to incorporate it. Remember though, don’t take a kitchen sink approach here. Keep it simple!

Once you’ve got your Qualitative Growth Model you can start to build out the pieces of your Quantitative Growth Model. One of the best explanations I’ve seen for this is Phil Carter’s Reforge Artifact for Quizlet’s US-based Growth Model . 

The goal of the Quantitative model is to put metrics to the components that make up your various acquisition loops, retention loops and linear channels. These are the elements that you’ll focus on in the Weekly Business Review so it’s a good idea to get them all documented with their current and historical baselines.

Once you have a working Quantitative model that your small team can agree on, it's time for another roadshow. I’ve written before in Evaluating Product Investments that your Finance team or “FiF” (Friends in Finance as I call them) will be one of your best allies in moving to a more data-informed culture. 

This is because these are the people who report on the major output metrics of the business and they have a keen interest in understanding what drives fluctuations in those metrics because it makes them more accurate forecasters. And everyone loves an accurate forecast, especially your CEO.

So start with Finance and walk them through your quantitative model making sure to focus on how the pieces of the quantitative model lead to the outputs that the business cares about. Your marketing and product leader(s) are also good people to involve at this point. 

If you handle these conversations correctly, and you have historical data in your quant model, then you can point to specific changes that resulted in a downstream impact on your business. And this is where the eyes of the executives start to open. They’ll want to know how you can operationalize these insights. Checkmate. 

Once they want to operationalize it you’ve won the first battle of implementing the Weekly Business Review and you’re ready for the next phase.

Not quite an expert at WBRs yet? Subscribe and I’ll help you get there.

Managing them within and across teams: who attends and how to operationalize

One of the important aspects of the WBR is when you have it and who attends. I’ll cut through the crap and make two very specific recommendations – this assumes you have a normal business without any weird, weekly seasonality and you track Monday - Sunday as a week.

First, your WBR should be on Tuesday mornings. The reason for this is simple: on Monday teams can assemble and look at the WBR metrics from the prior week ending Sunday. They can comprehend and socialize (within the team) what’s going on and why. 

By discussing within an individual team the entire team develops expertise on the performance of their metrics and what drives them. This means that the delegates from the team come into the Tuesday WBR fully prepared to discuss any positive or negative aberrations and you don’t waste any time.

Second, your WBR should include the following at a minimum: Product Managers of your various teams, Marketing counterparts, Finance representative(s), Analysts, and a few critical C-level executives, or those who hold the highest positions in the following functions: product, marketing, finance and the CEO. 

You can also have a representative from Sales there (if you have a Sales team) but they’ll also likely have their own pipeline reviews and they won’t be influencing product and marketing metrics though as you’ll see below they could be a beneficiary of them.

So tell all of those people, starting with the leaders, that you’re going to run a Weekly Business Review and the goal is to establish a deep understanding of the individual metrics and levers that influence your business. Then schedule it. For Tuesday morning. 

Give yourself an hour (Note: sometimes this ends up being a longer meeting depending on how big your company is, but start with an hour). Make absolutely sure that if you’re scheduling for Tuesday morning the expectations of the meeting are known; especially that people need to show up prepared which means team-level review on Mondays.

So what are you assembling from a metrics perspective?

Take your Quantitative Growth Model and build historical trends for all of the key metrics you included in that model. It’s best to build these out in a tool that automatically refreshes and can show you different time periods. Visualizations (i.e. graphs / charts) are critical. They make it easy to instantly spot trends and you can also layer in targets on top of them to see if you’re approaching or receding from your goals. The time periods that you should consider are trailing 8-12 weeks and trailing 14 days. This gives you visibility into a zoomed-out view of the past quarter’s performance as well as a zoomed-in view of the last two weeks.

I’m generally agnostic on the display mechanism (spreadsheet, slide, analytics tool, etc.) but my recommendation is to use the one that requires the least amount of busywork to assemble. That tends to bias me towards 1) Cloud-based spreadsheet or 2) Analytics tool. I don’t really like slides; they feel performative. But if you’re a slide-oriented company; go forth! Better to do something than nothing.

Most of the metrics gathering and display can be automated by a savvy analyst or data scientist as long as you’ve got your data house in order. At ResortPass we use an automated spreadsheet. At Imperfect Foods we used Google Sheets and trended data and at Patreon we used Amplitude and Mode. 

All of these are fine so long as you’re focused on the right metrics and seeking the truth. This brings me to my next point:

What should we be discussing?

For a majority of your metrics, you’re probably not discussing anything. You’re flashing past it on a screen and saying “Nothing to see here; trend is normal.” That’s because it’s not worth the cost of the meeting to discuss every single chart and graph. As I mentioned above, focus on aberrations. These can be negative OR positive aberrations, but they’re something that stands out from the historical trend.

When you spot one of these or ideally when a team brings it to the attention of the room the collective goal of the room is to get to the core truth of what’s happening. This means you pause at the aberration and talk about what you’re observing and what you believe is causing it (hypotheses).

For example, if one of your product teams is in charge of customer activation that could manifest in a metric like new trials activated and 7-day free to paid conversion (i.e. how many are still active from that cohort after 7 days). You might see that new free trials have spiked but 7 free to paid conversion has dropped. Maybe you’re running an experiment with a simplified onboarding flow and that has led to an increase in those new trial numbers but it was so simple that they didn’t reach an “aha moment” and thus aren’t as likely to be active after 7 days. This would be something to both callout and state your hypotheses for. You’d also identify the need to address this and an action to follow up with new, testable hypotheses outside of the WBR. 

For other attendees, this insight could be incredibly helpful. Remember above when I mentioned that Sales might be a beneficiary of another team’s metrics? Maybe the sales team has an assist group who reaches out to customers just before their trial expires and that team has been less successful over the last week. Now you know why. You’re getting to the truth.

Nowhere was this shared metrics understanding more important than during the start of the COVID pandemic.

Here are a couple sample charts from Patreon WBRs that illustrate the changes we were witnessing right at the start of the pandemic. Notice the huge spike in a few of our metrics. We were able to pinpoint and project the impact COVID was having on our business and weren’t surprised by it because we were running a WBR.

So you’ve set up and operationalized your WBR, but now how do you make it drive results?

How to make WBRs actionable

There’s no way around it: the WBR is an expensive meeting. If you’re not familiar with that term, let me explain. A meeting is “expensive” when the cost of the attendees (in salary, etc.) is high. Meetings that have many attendees or several senior attendees are therefore expensive. If you know me at all you’ll know that I hate wasting time in meetings. I had a mini rant on a similar topic about a month ago .

So if we’re going to have this really expensive meeting it had better be a good one.

At Patreon we had two goals and four principles for our WBRs and QBRs.

Goal 1: Discuss important trends that would benefit from higher visibility and discussion.

Goal 2: Provide a venue to review and ask questions about Patreon’s growth and performance against company objectives.

Principles:

Not duplicative of other meetings.

Relatively easy to compile and review material.

Efficient use of time (highest value: it feels fast, is organized and has a clear agenda).

Much of this stemmed from three of our core behaviors: achieve ambitious outcomes, respect your teammates' time and be candid and kind.

Aligning on goals and principles is a good start to an actionable meeting. 

The second way to make it actionable is to avoid discussion on areas that don’t need to be discussed. For example, as mentioned above, if you’re reviewing hundreds of metrics and there are no aberrations in many of them then don’t discuss those. Skip them. You want to exert your energy on the metrics that are bucking the trends (good or bad) because those are the ones that need fixing or further investment. 

The third way to make it actionable is for metric owners to do their homework ahead of time. If everyone knows what’s going on in their respective areas then they can come prepared to explain and discuss hypotheses. If this isn’t happening then it’s a good point of feedback from a manager (or peer) to a team member. 

The fourth way to make it actionable is to avoid wasting time on solutions. This meeting shouldn’t be performative, it should be about curiosity and discovery. That’s why I don’t recommend slides. Time should be spent on hypothesis generation, follow-ups and owners. 

A fifth and final way to make this actionable is to iterate and evolve the metrics reviewed. Just as a growth model evolves over time, so does a WBR. If you realize that a particular metric or set of metrics trending in a certain direction doesn’t actually have any bearing on the outputs you care about (customers, revenue growth, etc.) then own up to that and make a change. You’re only helping the people in that room if every metric you discuss is one that matters to the business.

Finally, I’d be remiss if I didn’t also include some pitfalls to avoid in a WBR as I wrap up.

Conclusions and what to watch out for

One of the common criticisms of a Weekly Business Review is it is intensely focused on the near-term, week-to-week machinations of the business. Most product building, people will argue, needs to take a long-term view and may not have short-term implications. Others will argue that a ruthless focus on metrics ignores the customer feedback that, if addressed, will make customers lives better but may not necessarily move a metric.

Both of these can be true and are exactly why you have a Weekly Business Review. 

Most long-term work has short-term manifestations: experiments, fixes, iterative releases. Those will have an impact on the metrics you track in a WBR. The only type of product work that may not appear in a WBR is product market fit expansion work. Those that are truly zero to one initiatives. But once launched, they should be incorporated into your existing metrics dashboards as quickly as possible. Otherwise, you’re not operating at the intersection o f solving customer problems and business value creation. 

The second point I’ll make on this is that not every team will need to be part of the WBR. Product work is a portfolio and not everything will have an in-quarter, metrics-based result. But if you have key results that impact the growth model then you should be there. 

The Weekly Business Review is a fantastic tool for fostering a metrics-oriented culture and one that indexes highly on solving problems and holding each other accountable. I’m hopeful that today’s newsletter helped you understand:

Why you should have a Weekly Business Review

How to set up and run one

How to manage them within and across teams

How to make your WBR a good use of time, actionable and what sort of actions you can take

If you’ve successfully or unsuccessfully implemented a Weekly Business Review at your company I’d love to hear from you. Write back and tell me about it!

Discussion about this post

Ready for more?

Business review presentation: The all-in-one guide

Learn how to create and deliver effective business review presentations with this comprehensive guide.

Raja Bothra

Building presentations

Table of contents

Welcome to the all-in-one guide on business review presentations, your go-to resource for mastering this crucial aspect of corporate communication.

This guide will walk you through everything you need to know about creating impactful business review presentations, including quarterly business review presentation (QBRs).

What is a business review presentation?

A business review presentation is a comprehensive overview of a company's performance during a defined period, often spanning a quarter or a year. Its primary purpose is to keep stakeholders, including shareholders, investors, and board members, well-informed about the company's advancements toward its goals and objectives. This presentation acts as a strategic compass, guiding stakeholders through the company's journey and ensuring transparency in its progress.

Types of business review presentations

Business review presentations come in various forms, each designed to serve a distinct purpose and cater to specific audiences. Understanding these different types is pivotal for tailoring your presentation to meet your audience's unique needs. Here are some common variations:

Quarterly business review (QBR):

The QBR presentation hones in on your company's performance over the previous quarterly report. It delves into key accomplishments, challenges, and strategic goals, making it a vital update for shareholders, investors, and board members.

Annual business review (ABR):

The ABR presentation offers a comprehensive, year-long perspective on your company's performance. It encompasses financial summaries, strategic plans, and provides a broader overview suitable for the same stakeholders as a QBR but may also include employees and other interested parties.

Sales review presentation:

Geared towards sales managers and the sales team, this presentation offers an in-depth analysis of the company's sales performance over a specific timeframe.

Product review presentation:

Product managers and the product team benefit from product review presentations, which provide insights into a company's product performance over a specified period.

Marketing review presentation:

Marketing managers and the marketing team rely on marketing review presentations to gain a comprehensive understanding of the company's marketing performance over a set timeframe.

Project updates presentation :

These presentations deck provide updates on specific projects, detailing progress, challenges, and future plans.

Financial reviews presentation :

Focused on financial data, these presentations ppt cover topics like cash flow statements, balance sheets, and key financial ratios.

Competitor analysis presentation :

A comparative analysis of your company's performance against competitors in the market.

Stakeholder meetings presentation :

Tailored presentations for specific stakeholders, addressing their concerns and interests.

In addition to these specific types, various other presentations can be employed to review different aspects of a company's performance. For instance, presentations might focus on financial performance, customer satisfaction rates, or employee engagement levels.

Regardless of the specific presentation type, the ultimate objective of a business review presentation remains consistent: to deliver a concise, transparent overview of the company's performance and its future plans. The presentation should be finely tuned to the audience, emphasizing key takeaways while being prepared to address any questions or inquiries that may arise.

How to structure an effective business review presentation

Creating a structured and engaging presentation is crucial for capturing your audience's attention and delivering your message effectively. Here's a step-by-step guide on how to structure your business review presentation:

• Opening statement : Begin with a concise and impactful introduction that sets the tone for your presentation.
• Agenda : Provide an overview of what you will cover in your presentation to give your audience a roadmap.
• Review period : Clearly define the period you're reviewing, whether it's a quarter, year, or a specific project timeline.
• Key performance indicators (KPIs) : Highlight the most important metrics that demonstrate your company's performance.
• Challenges and opportunities : Discuss challenges your company faced and opportunities for improvement.
• Strategy and roadmap : Share your company's strategic plan and roadmap for the future.
• Financial summary : Include financial statements and analyses, such as cash flow, balance sheets, and key financial ratios.
• Competitor analysis : Compare your performance to competitors in the market.
• Stakeholder engagement : Address the concerns and interests of your stakeholders.
• Q&A : Allow time for questions and discussions.

Do’s and don'ts on a business review presentation

To create a successful business review presentation, keep these do's and don'ts in mind:

Do's :

• Be clear and concise : Avoid jargon and complex language. Use simple words to convey your message effectively.
• Engage Your audience : Use storytelling techniques to make your presentation relatable and engaging.
• Include visuals : Incorporate charts, graphs, and infographics to illustrate data and key points.

Don'ts :

• Overload with information : Avoid overwhelming your audience with too much data. Focus on the most critical information.
• Use excessive jargon : Keep your language accessible to all stakeholders, including non-experts.
• Neglect design : Poor design can detract from your message. Use Prezent's design features to create visually appealing slides.
• Forget the human element : Connect with your audience on a personal level. Share anecdotes or examples to make your points relatable.

Summarizing key takeaways

In this comprehensive guide, we've explored the world of business review presentations. We've discussed the types, structure, do's and don'ts, and the importance of engaging your audience.

Remember, the key to a successful presentation lies in your ability to communicate effectively. With powerpoint template editable and slides, you can create stunning and informative presentations that captivate your audience and convey your message with clarity.

Mastering the art of business review presentations is essential for effective corporate communication. Use this guide as your roadmap to success, you'll deliver presentations that resonate with your audience and drive your message home.

1. What elements should be included in a business review presentation?

A business review presentation should encompass critical components. Start with key developments and initiatives taken during the past quarter. Include financial summaries, such as cash flow statements, balance sheets, and key financial ratios. Highlight your top customers and debtors, as well as any roadblocks your company has encountered. Share a scorecard to gauge your progress toward goals, and don't forget to address stakeholder concerns and interests. Professionalism is key; use templates for PowerPoint or Google Slides to maintain a consistent and polished look.

2. How can I engage my audience during a business review presentation?

Engaging your audience during a Business Review Presentation is essential for effective communication. Use storytelling techniques to make your content relatable and memorable. Include anecdotes or examples to add a human touch. Encourage brainstorming and open discussions to foster interaction. Additionally, ensure that your slides help convey your message professionally and clearly.

3. Can I customize business review templates to suit my company's needs?

Absolutely! Business review templates, whether in PowerPoint or other formats, are designed to be customizable. You can add your content, adapt the templates to reflect your company's branding and style, and include a summary that aligns with your specific objectives. Templates for PowerPoint and Google Slides provide a convenient starting point for tailoring your presentation to meet your organization's unique requirements.

4. What are some best practices for delivering a business review presentation?

Delivering a successful business review presentation involves following certain best practices. Be clear and concise in your communication, avoiding excessive jargon. Also use templates and PowerPoint presentation slides to maintain a professional and organized appearance. Be prepared to answer questions from attendees and encourage open dialogue. Remember that your presentation should professionally showcase your company's performance and plans for the future.

5. What are some tips for keeping stakeholder engagement high during a business review presentation?

Maintaining stakeholder engagement during your presentation is crucial. Use visual aids like infographics, snapshots and charts to make data more accessible and engaging. Incorporate case studies or success stories to illustrate key points. Encourage attendees to ask questions and provide their input. Keeping your presentation clear and concise, with a focus on relevant information, will also help keep your audience retention.

Create your business review presentation with Prezent

Now that you have a solid understanding of how to create a compelling business review presentation, it's time to put your knowledge into action. With Prezent, you can access a wide range of templates and slides to streamline the creation process. Whether it's a quarterly business review, an annual report, or a project update, Prezent has you covered.

Prezent offers a wide range of templates and slides to make your presentation visually appealing and professional. Don't settle for ordinary presentations; elevate your communication with Prezent and leave a lasting impression on your audience.

Start creating your executive business review presentations today and take your corporate communication to the next level.

Sign up today our free trial or book a demo with Prezent!

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How to run a great Weekly Business Review and build a data-driven culture: A conversation with MasterClass COO Mark Williamson

Alex Halliday (AirOps Founder & CEO) and Mark Williamson (MasterClass COO) talk Weekly Business Reviews.

If you’ve read AirOps COO Matt Hammel’s thoughts on leadership meetings and Weekly Business Reviews , you already know that there are a few truths we hold dear here at AirOps, such as... 

• WBRs shouldn’t be a nightmare
• WBRs are (very) expensive, it’s worth your while to make them worthwhile
• WBRs should set the stage for a frank, but friendly, discussion that sucks all the BS out of the room and encourages your teams to do more of their best work

Team AirOps has spent a lot of time thinking about how to help teams build better WBRs. That’s why I asked Mark Williamson, COO of MasterClass, if he’d be willing to share his thoughts, best practices, shoulds, and shouldn’ts. He agreed and a transcript of our conversation is below.

So, enjoy! I think you’ll learn a lot. For me, our chat was a great reminder about why WBRs are so critically important for growing companies. I’ll definitely keep these takeaways in mind as we build AirOps 🚀.

Alex Halliday: Let’s start with a high-level overview: Why should organizations invest in Weekly Business Reviews? Why are they such a high ROI activity for growing companies?

Mark Williamson: Here's how I think about it: Businesses are complex systems. By their nature, they're subject to the classic “ elephant problem ,” where everyone has a different view of what they *think* might be happening. A well-run Weekly Business Review helps you get the right people together in one room to pull all the data together and do diagnostics. 

I believe that this is the most important thing a business can do – figure out what causes what. And that's a really hard thing to figure out and a hard thing to learn. 

But, the reason it's become so important is that we are living in a more dynamic business environment than we’ve ever seen over the last decade and a half. Covid created a situation where you had the sudden collapse or expansion of markets. We now have inflation that's changing consumer spending habits and patterns. We've got consumer fatigue in many different segments of the economy and it’s imperative to understand what is actually driving the business either forward or backward in terms of its growth. 

It's harder to figure out now than it was in 2019 when we were in a low-interest rate, low inflation, “economy doing well” type of market. In that environment, determining the causes of different things in a complex business system was much more straightforward.

Now it's a lot more complicated and dynamic, therefore you need much more sophisticated diagnostic capabilities to figure out what's driving a business and how to influence it.

Yeah, it sounds like you're also referring to the ability for the business to react quickly and flow through those market systems signals into business decisions in a compressed time frame. In your mind, what are some of the really important pillars that you think should be present in a successful WBR?

There's so much art involved here, but the most important thing is that you’ve got to start with the foundational elements… which should always be data. And it's got to be data you trust. If you're making decisions based on bad data, you’re not going to end up in a good place. Data integrity and data quality are incredibly important. 

Then, you should make sure that you've got somebody in the business whose job it is to understand and question the data by asking questions like, “What are the primary variables that we should be looking at here?” 

And I think it's a combination of input and output metrics. You want things like sales metrics. That's an output of a bunch of other activities. But you also want to be looking at key projects and the inputs that you're optimizing for, including big key strategic initiatives.

One mistake I often see is Weekly Business Reviews that focus entirely on output metrics, not input metrics or the inputs that tie into key big initiatives.

Are there any other core pieces that you think should be present on top of the data, like additional narrative or check-ins on previous commitments?

One thing that I think is really important is being really thoughtful about which time series of data you’re presenting. Are you marking critical events that happened? 

Because oftentimes, you might go back and say, “Why did our CAC drop there?” because you ran a promotion and forgot to mark that in the data somewhere. You want to be hyper-attuned to different events that may have caused different things to happen. Having a timeline of business changes overlaying time series data can so often uncover important relationships that would go unnoticed, and not having this is a wasted opportunity to learn.

Basically, getting maniacally obsessed about the clarity of the data, and the narrative that it’s telling you about what happened in the past is really, really important.

When you've seen these things be rolled out before, what are some of the common mistakes that organizations make when implementing a wide-scale WBR process?

I think one big mistake is everybody just comes in and looks at the data and goes… “Okay, cool.”

The best way to run these meetings is to encourage truth seekers. The people you want in the room for a WBR are people who aren’t defensive about their functional area. You need a set of people whose highest order is wanting to know what the truth is about this business, whether the news is bad or good. 

Oftentimes, you end up in a world where you get people who aren't truth-seeking or people who aren't able to think in systems. I'm a big believer in systems thinking as a critical skill throughout the business. When you don't have systems thinkers who can see the whole picture you can burn a lot of time in these meetings and make no progress. 

How do you go about coaching new leaders to help level them up so that they can perform in the WBR effectively?

What I tend to find effective here is building an understanding for them from the ground up, so that they know what's trying to be achieved in the meeting. Basically taking them through how we’re going to solve the “elephant problem” I talked about earlier: We're going to get all the data from all the different departments in one place. We're going to all look at it together. 

Our jobs are to do diagnostics. We're truth seekers, rather than coming in with an agenda. 

If you're pounding your pet peeve on another team in that meeting, you lose credibility instantly. Because it shouldn't be about driving an agenda. It should be about driving an understanding and making sure that leaders know you want a vigorous debate about hypotheses around what might be driving the business. 

From there, you can say, “Let's leave this meeting with an understanding of what things we're going to test to see how they change the business.”

The process of getting a WBR organized is pretty complicated. How do you think about the core responsibilities in that process and what are two to three core roles that you need to really set up for success to make sure everyone can go into the meeting properly prepared?

Every company will have different functional structures that might run this. Sometimes there'll be a CFO, sometimes it’ll be the COO or someone from the business operations group. 

But the most foundational one is definitely data, and trust in that data. So you've got the data team heavily involved in pulling that information together. 

Then, you need somebody who does a little bit of annotating and editorializing on top of the data to say, “This week we ran a campaign.” Typically, you need each functional area to provide a broad-level overview of what transpired. 

So if I'm on the performance marketing team, I might say, “CAC increased and we think it's because of iOS 14.5.” The growth team might say, “We're seeing a drop in conversions.” 

From there, if I start to look at those two data points, I might start to assume that what we have is a traffic quality problem, which would be consistent with a particular OS privacy update that’s affecting our ability to target customers, right? Then you say, “Okay, I've got two data points that might prove this hypothesis. Do I have anything else here that might confirm or refute that?” One classic mistake I see is that people won't ask for evidence that might refute their hypothesis, but it’s an important step and practice to encourage.

A WBR is an expensive meeting with lots of senior team members involved. What's your mental playbook for making sure those sixty to ninety minutes are really high-value?

I think for a lot of people in the business that attend that meeting, the highest order for many of them is just understanding what is actually going on in the business. 

I think what you tend to see though, is that there’s a subset of that group that can do the diagnostics, the hypothesis generation, and then figure that out. So there are almost multiple levels of what you want to achieve in this meeting: What is the alignment around what’s actually even happening? You want everybody to walk away with an alignment of what is going on in the business and an understanding about what we’re testing next and why.

But there's also a subset of people who are trying to tune their mental models of the universe. Here’s a really quick example of this: Covid happens and the adoption of ecommerce explodes. What does Amazon do? They started building out massive infrastructure warehouses, distribution facilities, and everything else because their thesis was once you start using ecommerce, you never stop. Amazon has never had a cohort of customers who come in and collectively buy less a year later. It just doesn't happen. But, what we've all seen in the press recently is that Amazon is now shedding all of these distribution facilities. Turns out, they overbuilt because that growth reverted back to the mean.

Maybe Amazon did debate this before building, I don’t know – they’re such a well-run company. I don't want to pick on them. It just turns out that the data is public so I can talk about it. I'm going to bet there maybe wasn't someone who questioned, “Well, what happens if this cohort of Covid people doesn’t stick around?” 

Even if they did have that debate, they went in the direction of “We believe these people are going to stick around.” But the reason I'm mentioning this is to highlight the importance of debate. Is this a short-term market anomaly or a long-term market trend? What is driving these numbers? Because the world went from clear skies with a steady breeze, to all of a sudden having a hurricane and a tsunami at the same time.

Totally agree – any business that experienced truly unprecedented pandemic accelerated demand (Shopify, Pelaton, Zoom) would have had this challenge, obviously, those needing physical capacity had the hardest strategic challenge. The need to be close to trusted numbers and be responsive to market signals would have been critical to successfully navigating the ups and downs. 

Moving onto actioning the WBR outputs, how do you make sure that there’s a feedback loop between decisions being made in the WBR and action being taken in the business?

The best practice, in my opinion, is that you're taking note of action items in the Doc. You're highlighting who has action items, what they are, when they’re due, and then reviewing those action items and their status at the start of every WBR. 

Also, when you’re reviewing the business and working with different teams, look for things that say, “Maybe we're not doing a good enough job here” or, “Maybe this is an indication that we're doing a great job.” We all look at the output metrics and when things are up to the right, it's like “That team is crushing it!” For a solid decade or so, that's kind of what everybody expected. 

In today's environment, I'm more interested in the explanatory understanding of what’s happening in the business. If your numbers are up and to the right, but you don't understand why… that’s not good. If your numbers are down, but you understand why that's better. 

In the long run, teams that understand the causal mechanisms that drive output will win. 

You've talked to me many times about the importance of understanding the levers of the business system and investing in that understanding, either through tests or via studying cause and effect along the way. It becomes an accumulating asset for that team and allows it to control its own outcomes, which was an incredibly powerful takeaway.

I was thinking about the data evolution that you've been on at MasterClass. I’d love for you to talk a little bit about the journey to getting to the point you are now, where presumably you can walk in on a weekly basis and have confidence in the numbers. What did it take to get there and what were some of the big pieces that you had to get in place to be set up for success?

I think what's interesting about data quality and integrity is that progress on that dimension isn't linear. It's not always getting better over time. You can have external events that shake that stuff to the core. 

Many months ago, we probably all felt more comfortable in our understanding of performance marketing data. Then iOS 14.5 comes out now and it's like we got dragged back to the late 90s. Well, it’s not quite that bad, but I mean it highlights an important point: You don't ever want to become complacent in your assumptions about the quality of your data. If something looks off or different, even if you think you have good data, you still need to dig in and try to understand what's really happening. 

But generally speaking, you're right, data quality will improve over time within an organization and you'll typically start with no data at all, or log files, or some dashboard that an engineer has built. From there, you start to realize, “We need an actual system because if we keep running reports on production, we're going to crash our production system.” 

So, you get Looker or Tableau or something else to start looking at that data. And then you tend to realize “I need a CDP.” So, you get Segment in place. Then you say, “I need Amplitude so I can look at funnel reports.”

And now all of a sudden you've got multiple “sources of truth” that are never perfectly aligned. That is, to me, an instantaneous inflection point for businesses in their relationship to data. Do they suddenly start to say I no longer trust any data because none of it agrees with each other? Or, are you able to ultimately come to grips with the fact that the data will never fully agree with each other? And from there, you're going to pick a few sources of truth and move forward with those sources of truth? 

I think every company eventually gets to a point where they need to pick their source of truth and what they’re going to make decisions on. Otherwise, they’re going to be rudderless from lack of data. 

So you pick your thing and you say, “Okay, we'll use Looker and Amplitude and they won't always agree. But, we generally understand why they're going to disagree at different times, and this is why we're going to use each one for a different purpose. And we're going to march forward, hand in hand.”

Tactically speaking, who in the organization should be driving the process to agree on data sources and then metric definitions?

I'm glad you brought that up, Alex.

For example, you’d imagine that the definition of LTV is simple. It’s the lifetime value of a customer. But, if you’re in an early business, how do you know the lifetime value of your customer when you've only been around for a year and a half? 

Then, there are lots of finance people who only do three-year value and call that LTV.

Soon enough, you end up debating things like what discount rate do you use for future cash flows… is it your weighted average cost of capital as a startup? Or should it be the weighted average cost of capital in a late-stage company? These are meaningful debates. If you shift those numbers a little bit, well, your LTV can radically change, which then changes your CAC, because you're probably running off of an LTV to CAC ratio. 

So, the definition of metrics, in my opinion, needs to be done in large part by the biz ops organization in partnership with the finance team. Definitions need to be agreed upon by the key operating executives, down to the nitty-gritty of, “What are our weighted costs of capital? What is our capital if we're discounting cash flows in the future? How are we handling this stuff?” Because it really does matter.

How do you think about sharing a common understanding of metrics definitions, and also where to go for different types of data needs and which reports to look at? Is it documentation, or is it “go to the point person in the company”? How do you think about data democratization at scale for a company like MasterClass?

This is an interesting challenge. There are really several inflection points in businesses. There's a classic one when you get beyond 150 people – once you pass Dunbar's number things kind of get different. 

From a data transparency point of view, I've always held the belief that you want to be as transparent as humanly possible for as much of the business as possible. I'm increasingly interested in the notion of leading by context and trying to make sure that everybody else has as much context as I have. They can weigh that information when they're making decisions because the context of how the business is doing really matters. 

When thinking about a multi-layered communication strategy within the organization to talk about how this business is doing, think about: How often are you getting up at the All Hands and talking about the key performance metrics within the business? 

This will vary from company to company, but I think that too many companies default to being more secretive about metrics. If you really want to empower people to make the best decisions, the quality and the impact that you have on the business will be proportional to the quality of the decisions you make… and what improves decisions is better information and better context.

I think the key thing here is that sometimes data points alone aren't sufficient for people without the additional context and narrative, especially if you're a cyclical business. Communication and data access, whether that's through a deck or dashboards or Google Sheets, needs to put the data in context.

Is there anything else about the WBR process that we haven’t covered that you’d like to add?

My answer is this book: Working Backwards . It's a really great book. There's an entire chapter devoted to metrics and Weekly Business Reviews. Basically, it’s the Amazon operating model and they do a great job of breaking down their Weekly Business Review process: What does that look like? How do they do diagnostics? How do they think about time series data? And a lot more.

Thanks so much for taking the time to talk about WBRs with me today, Mark.  

The Weekly Business Review is the primary opportunity to understand important shifts in the business, educate and align the wider team as well as make important decisions. 

Growing companies are rightfully focused on improving their metrics, but what’s often missed is also growing the collective understanding of the business system and levers that govern those metrics. Mastery of the levers of performance allows teams to control their own destiny and, among other things, deliver increasingly efficient growth. 

As the macro environment for startups becomes increasingly volatile and challenging there has never been a more important time to nail systems understanding,  information sharing, alignment, and decision making. Importantly, underpinning these critical workflows is a foundation of trusted, accessible data.

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Business Review PowerPoint Template

Business Review PowerPoint Template – Create Quarterly Reports and Annual Business Reviews with this professional PowerPoint Template that provides a structured theme to present every corporate area with data driven charts and infographics.

Business Reviews are quarterly and annual publications comprising information about results of and organization strategies. Generally carried on by the C-Level executives of an organization to present it to shareholders, involves a performance oriented strategic review of the business, focusing on financial results, process improvements, production yield and improvements in other measurable key performance indicators like people retention, attrition or working mood. Business Review are fundamental not only for measuring performance of past events but also to analyze future plans and objectives. The current strategies should be tackling the areas where poor performance is identified.

Modern organizations execute management by indicators practices and implement formal business reviews mechanisms in order to monitor overall strategic performance and be in control of the business.

The Business Review PowerPoint Template covers the main strategic areas of every organization (small or big).

• Program Execution : Every organization executes operations to deliver business. Under the Program Execution section of the Business Review the Operational Key Performance Indicators are reviewed against previous periods and it variation evaluated.
• Strategic Alignment : Every Mature Organization defines KPI’s for their strategic goals. The Strategic Alignment Section evaluates the current performance and projection of Strategic KPI’s.
• Business Development : For profit organizations operate businesses. The Business Development section analyzes the Sales and Marketing KPI’s and their alignment with Strategic goals.
• Resource Management : Organizations Requires resources to execute. This section analyzes the utilization of financial resources and the management of human resources (people).

Business Review do not have special preconditions, but in order to execute the business review as a formal business practice, it is important to document the main business strategy, communicate the goals that need to be achieved to follow the strategy and how are they going to be measures. Organizations which implement Balanced Scorecard  already execute this steps.

Our Business Review PowerPoint Template provides top of the line, 100% editable PowerPoint Charts and vector to create impressive infographics. This representations are ideal for summarizing strong numeric information. This business PowerPoint template can be used to prepare presentations related to Quarterly Business Review ( QBR ).

Impress your audience and create professional decks with our Business Review PowerPoint Template .

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Business Review Presentation PowerPoint Theme

Product Description:

This Business Review Theme is versatile and provides various analysis in the business field. It includes the overall review of the current market and business updates, agenda, strategic initiatives, risks, improvement areas, and opportunities. The following slide comprises the Sales Review and the People and Financial reviews.

This business review ppt template is perfect for quarterly and annual publications comprising information about the results and organization strategies. This template allows individuals to review their performances and start working on the issues immediately!

Who Can Use This Business Review PowerPoint Presentation?

Business owners and entrepreneurs can use the Business Review Presentation PowerPoint to present their business performance to the shareholders. The tier managers can also use it to present their department’s performances to their department heads. Likewise, it can be used by all departments to present their performances to the heads. Then, collectively, they can work on improving the company’s performance.

When To Use This Business Review Presentation PowerPoint?

You can use the Quarterly Business Review template PowerPoint Presentation in various situations. Use it in Board meetings to present your company’s performance to the Board of Directors. Moreover, you can use it in Departmental meetings to review the department’s performance. You can also use this presentation template in the annual meeting to present the business’s overall performance and highlight improvement areas.

Product Features Of Business Review Presentation PowerPoint Template:

How to create business review presentations.

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Create Powerful Quarterly Business Review with Professional PPT QBR Templates

• October 26, 2024
• 7 minutes read

TABLE OF CONTENT

In today’s data-driven business environment, presenting your company’s performance effectively is crucial for success. A Quarterly Business Review (QBR) has become an essential tool for tracking progress, aligning teams, and making informed decisions. However, creating compelling QBR presentations from scratch can be time-consuming and challenging.

This comprehensive guide will help you understand what a QBR is, why it matters, and how our professional PPT QBR templates can transform your review process.

What is a QBR and Why It Matters

A Quarterly Business Review (QBR), also known as a business review meeting, is a comprehensive assessment of your company’s performance over the past quarter. These structured meetings bring together key stakeholders to evaluate progress, discuss challenges, and align on future objectives.

What Does QBR Stand For?

• Q uarterly: Conducted every three months
• B usiness: Covering all essential aspects of your operations
• R eview: Systematic evaluation of performance and strategy

Why QBRs Are Essential for Business Success

• Monitor key metrics and KPIs
• Track progress against goals
• Identify trends and patterns
• Measure quarter-over-quarter growth
• Ensure all teams are moving in the same direction
• Align departmental goals with company objectives
• Create transparency across the organization
• Foster cross-functional collaboration
• Make data-driven decisions
• Identify areas needing attention
• Allocate resources effectively
• Plan strategic initiatives
• Keep leadership informed
• Engage team members
• Build investor confidence
• Maintain accountability

When to Conduct a QBR Meeting

• End of each financial quarter
• Before strategic planning sessions
• During major business transitions
• For investor updates

Who Should Attend QBR Meetings

• Executive leadership
• Department heads
• Project managers
• Key stakeholders
• Team leaders
• External partners (when relevant)

By understanding what a quarterly business review is and its importance, you can better appreciate how a well-designed QBR template can streamline your review process. In the following sections, we’ll explore how our professional PPT QBR templates can help you create impactful presentations that drive results.

How to Create Effective QBR Presentations Using Our PPT QBR Templates

Creating an impactful quarterly business review doesn’t have to be overwhelming. Our professional PPT QBR templates streamline the process while ensuring you maintain consistency and professionalism throughout your presentation.

1. Gather Your Data

Before diving into your QBR presentation, ensure you have:

• Financial data (revenue, profit margins, cash flow)
• Sales metrics (revenue, pipeline, conversion rates)
• Marketing KPIs (campaign performance, ROI, lead generation)
• Operational metrics (efficiency, productivity, resource utilization)
• Customer feedback and satisfaction scores
• Project status updates and milestones

2. Understanding Our QBR Framework

Our quarterly business review template follows a strategic framework designed to tell your business story effectively:

• Title – Your presentation’s opening slide that sets a professional tone. Include your company logo, specific quarter details like “Q1 2024”, presenter information, and department or division name to immediately establish context.
• Agenda – Create a clear roadmap for your meeting by listing main topics, time allocation for each section, expected outcomes, and key discussion points. This helps keep your presentation focused and well-structured.
• Executive Summary – Deliver a powerful snapshot of your quarter featuring the most critical information. Highlight key achievements, significant metrics, major challenges faced, and notable wins that shaped the period.
• Revenue – Present your complete financial picture by showcasing revenue performance, growth trends, revenue streams breakdown, and key growth drivers. Include quarter-over-quarter comparisons and revenue milestones.
• Profit and Cash Flow – Detail your financial health through profit margins, cash flow status, operational costs, and efficiency metrics. Include margin improvements and cost optimization efforts.
• Sales Performance – Demonstrate your sales achievement through pipeline analysis, conversion rates, average deal size, and win rates. Include sales team performance and key wins for the quarter.
• Regional Analysis – Break down performance by geography to understand regional strengths and opportunities. Show market penetration rates, regional growth trends, and territory-specific achievements.
• Campaign Performance – Evaluate campaign effectiveness through ROI analysis, lead generation metrics, and campaign results. Include success stories and areas for optimization.
• Channel Analysis – Analyze channel performance through conversion rates, cost per acquisition, and engagement metrics. Include channel mix optimization and efficiency measures.
• Product Portfolio Performance – Showcase product success through revenue contribution, market share, and growth rates. Include adoption metrics and product-specific KPIs.
• Product Portfolio Analysis – Detail product strategy through profitability analysis, feature adoption, and market feedback. Include product development milestones and roadmap updates.
• Operational Efficiency – Present efficiency metrics, productivity indicators, and process improvements. Include resource utilization rates and operational optimization results.
• Customer Satisfaction – Share satisfaction scores, retention rates, and customer feedback insights. Include success stories and service level achievements.
• Competitive Landscape – Evaluate your market position through share analysis, competitor movements, and industry trends. Include competitive advantages and market opportunities.
• Risk Assessment – Identify potential risks facing your business through comprehensive analysis. Include risk categories, impact levels, and probability assessments.
• Risk Impact and Mitigation Strategies – Present detailed mitigation plans for identified risks. Include action steps, ownership, and timeline for risk management.
• Strategic Initiatives Updates – Update on key projects and strategic priorities. Include milestone achievements, resource allocation, and timeline progress.
• People and Culture – Present workforce metrics, engagement levels, and culture initiatives. Include training programs and team development updates.
• Sustainability and CSR – Showcase your environmental and social responsibility initiatives. Include sustainability metrics and governance updates.
• CSR Initiatives Impact – Detail the impact of your corporate social responsibility programs. Include community contributions, stakeholder feedback, and future initiatives.
• SWOT Analysis – Present a strategic assessment of your strengths, weaknesses, opportunities, and threats. Include action plans for each area.
• Objectives and Priorities – Outline next quarter’s goals, resource requirements, and key initiatives. Include timeline commitments and success metrics.
• Q&A and Discussion – Structure the interactive session with key discussion points and capture action items. Include follow-up plans and ownership assignments.

3. Customizing Your QBR Template

Transform our professional template into your unique quarterly business review with these powerful customization features:

• Instant Brand Implementation Our tool features a powerful brand integration system. Simply input your company colors and upload your logo once, and watch as your entire QBR presentation automatically updates to match your brand identity. Every element – from charts to backgrounds – instantly transforms to your corporate colors, ensuring perfect brand consistency without manual adjustments. This single-step brand implementation saves hours of formatting time while maintaining professional polish across all slides.
• Professional Data Visualization Tell your data story effectively with our comprehensive collection of pre-designed charts and graphs. From line graphs and pie charts to waterfall diagrams and scatter plots, each visualization is fully editable and automatically adapts to your brand colors. These carefully crafted data visualization options help you present complex information clearly and professionally, making your quarterly performance easy to understand.
• Extensive Slide Options Your QBR template is complemented by our vast library of 9000+ professional slides. Easily mix and match from this extensive collection to enhance your presentation. Need an additional sales dashboard or a specialized financial analysis slide? Simply browse our categorized library and add any slide – it will automatically match your brand colors and style. This flexibility ensures you have the perfect layout for every data story you need to tell.

4. Use Your QBR Template Effectively

Creating a powerful QBR isn’t just about having the right template – it’s about using it effectively. Here are key strategies to maximize the impact of your quarterly business review presentation:

• Tell a Cohesive Story The easiest way to structure your story is to follow our proven QBR framework provided above. However, every business is unique – you might need to adjust the flow based on your industry, audience, or specific focus areas. What’s important is maintaining a natural progression of ideas. For example, you might want to emphasize product performance right after financials if your quarter’s success was driven by new product launches, or highlight operational efficiency early if cost optimization was a key initiative. Adapt the sequence to what makes sense for your narrative, while ensuring each section flows logically into the next.
• Highlight 2-3 key takeaways
• Use clear headlines that convey the main message
• Support your points with relevant data
• Include brief explanatory notes where needed
• Choosing the right chart type for your message
• Keeping visualizations clean and uncluttered
• Using consistent scales for comparisons
• Highlighting significant changes or trends

Why Use Our QBR Templates

Our professional QBR templates offer more than just good looks – they’re designed to transform your quarterly review process. Here’s how our templates can elevate your business presentations:

• Save Valuable Time Stop starting from scratch every quarter. Our professionally designed QBR templates eliminate hours of formatting and design work. With pre-built slides and automatic brand implementation, you can focus on what matters most – analyzing your data and preparing your insights.
• Maintain Professional Consistency Ensure every presentation maintains the highest professional standards. Our templates provide a consistent structure and polished look across all your quarterly reviews. With automated brand integration and standardized layouts, your presentations will always reflect your company’s professional image.
• Tell Better Data Stories Transform complex data into compelling narratives. Our thoughtfully designed data visualization options help you present information clearly and effectively. Every chart and graph is crafted to help you communicate trends, highlight achievements, and explain challenges in the most impactful way.
• Scale Across Teams Enable your entire organization to create consistent, high-quality QBR presentations. With our template library of 9000+ slides and easy customization features, teams across different departments can maintain presentation quality while adapting content to their specific needs.
• Flexible Yet Structured Follow best practices while maintaining flexibility. Our templates provide a proven framework that guides you through essential business metrics while allowing you to customize content and layouts to match your specific reporting needs.
• Reduce Learning Curve Empower new team members to create professional QBRs quickly. Our intuitive templates and clear structure mean less time training and more time delivering valuable insights. Anyone can create impressive presentations from day one.

Ready to Transform Your Quarterly Business Reviews?

Don’t let another quarter pass with time-consuming presentation creation and inconsistent reporting. Our professional PPT QBR templates are designed to help you create impactful quarterly business reviews in minutes, not hours.

Start Creating Professional QBRs Today

• Get instant access to our comprehensive QBR template
• Explore our library of 9000+ professional slides
• Transform your presentations with one-click brand integration
• Save hours of preparation time

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[Updated 2023] 10 PPT Templates to Prepare a Dynamic Weekly Status Report

Mohit Sabharwal

Ever since remote work became the new normal, companies rely on weekly status reports rather than micromanagement. These reports are a sound break from the executives and CEOs asking for too many updates, and check-ins and virtual meetings that hamper productivity.

Nowadays, businesses favor easy-to-digest progress reports that provide relevant information on the work front and enhance internal status communication. The weekly status updates highlight the loopholes that require urgent attention. These reports with organized updates encourage fruitful interaction among the teammates to find the solution for them.

Moreover, this continuous flow of information intensifies schedule visibility to keep everyone in the team on the same page. It displays if the project is lagging or on time. These weekly information documents keep everyone on their toes and stimulate momentum and accountability.

Templates to Enable Productivity With Weekly Status Reporting

Status update reports facilitate the exchange of vital statistics and information between teams and, in some cases, the entire departments. Due to this, these progress data sheets cannot be just a set of statements on a piece of paper. 

Project reports comprise a concise idea of how the labor force is working and delivering across projects. They should be crisp, clean, and neat. Thus, we bring you professionally designed PowerPoint Templates to stay up to date when writing weekly status updates.

Incorporate these actionable PPT Templates to communicate effectively across the teams and showcase your work report.

Template 1:One-Page Weekly Status Report PPT Presentation

Employ this content-ready, professional one-pager design to impressively showcase your weekly report. Use this vibrant layout to specify the health of the weekly project with respect to its different aspects like budget resources, quantity, scope, etc. Furthermore a blend of pure charts, bar graphs, and gantt charts helps track the project progress, budget expenditure, and milestones achieved. This PPT Template is great at planning and tracking weekly tasks. Grab it now!

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Template 2: Employee Weekly Status Update Report Template

Provide an overview of your work status with this actionable PPT Slide. Mention the number of tasks completed or in progress using this professionally designed template. You can also add your picture to give it a personal touch. Incorporate this customizable slide and present your weekly report with confidence.

Template 3: Consulting Project Weekly Status Report

Share your consulting project’s weekly status report with this editable PPT Template. Suffice it with all the project essentials like project ID, project manager’s name, and a brief description. Then share weekly updates by sharing the under-budget, over-budget, and the on-budget performance report with this PPT Layout. Furthermore using a color-coded symbolization, update the current state of various aspects of this project as under progress, complete, or not started. Download it now!

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Template 4: Weekly Status Showing Management Team

Present an effective work report using this professionally designed PPT Slide. Add project name, manager's name, deliverables, and key milestones with the help of this ready made template. You can share this customizable slide with your teammates, clients, and CEO to update them about the upcoming assignments as well.

Template 5: Weekly Progress Project Status Report

Use this simple yet innovative PowerPoint Template to outline a weekly status report of your tasks and responsibilities. Showcase the goals achieved in the previous week and highlight the to-do list for the coming week with this PPT Slide. Throw light on the issues, risks, and gaps associated with the projects while providing a status update on work to get the executive's attention using this template. Incorporate this PowerPoint Slide to discuss critical projects with your teammates.

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Template 6: Reporting Template Covering Weekly Status Subject Activities

Keep an eye on your projects and mention every task in the weekly report using this PowerPoint Template. Use this creatively designed PPT Slide to showcase the timespan for each project that you finished. Share the schedule and deadlines for the coming week's assignments with this customizable PowerPoint Slide.

Template 7: Project Management Weekly Status Report Template

Write a professional and appropriate weekly status report with this ready-to-use PowerPoint Template. This slide lets you highlight the number of projects, tasks, assigned team members, and more. You can also display the milestones accomplished, in progress, or yet to start using this customizable template. Create a perfect looking progress report with your seniors and avoid any confusion or miscommunication regarding your work.

Template 8: Weekly Review of Task with Completion Status

List tasks and share the status of your work with your executives using this professionally designed PowerPoint Template. Highlight your priority activities and mention the number of hours required for each task in the slide. Provide your seniors with the relevant information on your work progress by incorporating this customizable template.

Template 9: Weekly Status Report Showing Updated Date and Description

Use this basic yet effective PowerPoint Template to provide an update on your work report. Incorporate all the critical details of the project in the slide to showcase the progress of the task. Share the deadline of the assignment and possible risks associated with it using this customizable PPT Slide.

Template 10: Weekly Status Report of the Sales Team Template

Keep tabs on the progression of your tasks and showcase the accomplished goals with this professionally designed template. Track your work status and update it from time to time using this customizable PPT Slide. Share this report with your teammates and keep everyone in the loop to focus on the breakthroughs. Incorporate this template and showcase the week's productivity.

Template 11: Weekly Project Status Report with Project Number

Give your manager a clear update on the level of your work for the week using this innovatively designed PPT Template. You can incorporate this slide to showcase a status report comprising essential information regarding the project, such as significant achievements, budget, risks, operations, deadlines, and more. Use this customizable PPT Template and send a well-curated weekly status report to your seniors.

Producing weekly reports has become necessary more than ever. They help engage the discussions, find the roadblocks, and highlight task progression. These status reports provide a clear picture to the managers across the departments, helping them stay on top of  the reminders and important notifications regarding the projects. They certainly help you plan the timelines of the assignments and roadmap to achieve the milestones.

SlideTeam's PowerPoint Templates are designed to help you create accurate work reports to share the progress, plan, and problems. Communicate efficiently and keep yourself and your team up-to-date with these customizable PPT Slides.

P.S: To create impeccable project status reports, access our all-encompassing guide featuring actionable PPT Templates here .

FAQs on Weekly Status Report

How to write a weekly status report.

Writing a weekly status report can be an effective way to keep your team, manager, or stakeholders informed about the progress of a project. Here are some tips on how to write an effective weekly status report:

• Start with a brief summary: This should include a high-level overview of your accomplishments, any challenges you faced, and any progress you made toward your goals.
• Include specific details:  Use bullet points to highlight important achievements, milestones, and deliverables. Provide specific metrics and data to demonstrate progress.
• Mention any roadblocks: This could include delays, issues with stakeholders or team members, or unexpected problems. Be sure to outline what you did to address these challenges and any next steps you plan to take.
• Focus on next steps: This should include any upcoming milestones or deliverables, as well as any meetings or deadlines you need to prepare for. Be sure to outline any challenges you anticipate and how you plan to tackle them.
• Keep it concise: Avoid lengthy descriptions or unnecessary details. Keep your language clear and easy to understand, and use bullet points or headings to break up large chunks of text.
• Consider your audience: If you are reporting to a manager, for example, you may want to include more high-level information and focus on strategic goals.

By following these tips, you can create an effective weekly status report that keeps your team or stakeholders informed and engaged in the progress of your work.

What should a weekly status report contain?

A weekly status report should typically contain the following information:

• Project Summary: Provide a brief summary of the project, including its purpose, objectives, and progress to date.
• Key Accomplishments: List the key achievements and deliverables completed during the past week, highlighting any significant progress made towards project milestones.
• Key Challenges: Identify any issues or obstacles that arose during the past week, and describe how they were addressed or are being addressed. Be specific about any roadblocks and what actions you are taking to resolve them.
• Plan for the Next Week: Outline your priorities and tasks for the upcoming week, including any upcoming deadlines, meetings, or milestones. Be sure to highlight any anticipated challenges and what steps you plan to take to overcome them.
• Metrics and Data: Include any relevant metrics or data that demonstrate progress, such as progress against key performance indicators or project timelines.
• Additional Information: If relevant, include any additional information, such as upcoming events or changes to project scope or timeline.

Remember to keep your report concise, clear, and focused on the most important information. This will help your stakeholders quickly and easily understand the project's status and progress.

How do you write a quarterly report?

Writing a quarterly report requires a different approach than writing a weekly or monthly report, as it covers a longer period of time and provides a more comprehensive overview of a project, team, or organization's progress. Here are some steps to follow when writing a quarterly report:

• Define the Purpose : This may include progress towards strategic goals, financial performance, operational metrics, and other key areas of focus.
• Gather Data: Collect relevant data and information from various sources, including project plans, financial statements, operational reports, and other sources. Ensure that the data is accurate, up-to-date, and relevant to the report's purpose.
• Organize Information: Organize the data and information into logical sections or categories, such as financial performance, operational metrics, strategic goals, and project updates.
• Provide Analysis: Provide meaningful analysis of the results, and identify areas where performance has exceeded or fallen short of expectations.
• Highlight Achievements: Highlight key achievements and successes, such as meeting or exceeding strategic goals, completing major projects, or launching new initiatives.
• Address Challenges: Describe any challenges or issues that arose during the quarter, and how they were addressed or are being addressed. Be specific about any roadblocks and what actions are being taken to resolve them.
• Include Recommendations: This may include adjusting strategic goals, launching new initiatives, or improving operational processes.
• Use Visuals : Use charts, graphs, and other visual aids to help convey the data and information in a clear and easy-to-understand format.

What is the purpose of a weekly status report?

The purpose of a weekly status report is to provide an update on the progress of a project, task, or team to relevant stakeholders, such as managers, clients, or team members. The report serves as a communication tool to ensure everyone is on the same page regarding the status of the work and to identify any issues or challenges that may be hindering progress.

The main goals of a weekly status report are:

• Accountability: To hold team members accountable for their assigned tasks and responsibilities and ensure that they are making progress towards the goals and objectives of the project.
• Transparency: To promote transparency by providing stakeholders with a clear understanding of the work being done, the progress made, and any issues or challenges faced.
• Collaboration: To facilitate collaboration by encouraging team members to share information and ideas, discuss challenges, and work together to find solutions.
• Planning: To help stakeholders plan for the upcoming week or weeks by providing them with insights into what has been accomplished, what is currently being worked on, and what is planned for the future.

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Weekly Report Template

AI generated Pitch Deck 🤖

Imagine you could report your weekly progress to managers and colleagues in an engaging way. This is where a good weekly report template comes in handy. This document lets you summarize your weekly business activities and share it with the rest of your team. You can include images, infographics, and graphs to improve readability and attract the attention of your colleagues and clients.

Slidebean's weekly report template makes it easy to document details like sales, leads, revenue, and future financial opportunities. You can include all of this information in one place — there's no need for multiple pieces of software or several documents. What's more, your team can access this financial information on their desktop, laptop or mobile device wherever they are in the world.

Why You Need a Weekly Report

Weekly reports are crucial to the long-term success of your business. If you have several departments or multiple staff working on different projects, it can be difficult to keep track of everything going on in your company. Our weekly report template, however, lets you track progress, identify challenges and solve problems quickly. Think of this document as a sales summary, financial forecast and business plan all rolled into one.

With this pitch deck template , monitoring your business data has never been easier. Every week, you can keep track of sales activities, leads and other metrics that facilitate business growth. Use this template as a standalone presentation that you can share with your colleagues online or embed it into your emails, social media profiles or intranet pages. This way, every member of your team can access the same information — key performance indicators, work summaries, income and expenditure, etc. — at the same time.

Our weekly report presentation template adds structure to your business and lets you display your most valuable information in one document. With Slidebean, you can use this pitch deck to inform your team about the latest developments in your business and record important sales information. This template is really easy to use, even if you've never used presentation software in the past. The pre-formatted slides have plenty of space to include your weekly business summaries.

Use this template if you have weekly sales meetings or want to keep remote staff up to date with the latest developments in your workplace.

This slide has space to include a brief summary of your business and its objectives and goals. This is a great way to introduce your brand to prospective clients and investors.

EXPECTED RESULTS

Use this slide to forecast sales over the next week, month or longer. You can display this information with colorful graphs and charts.

GENERAL STATISTICS

A place for you to compile developments in your business from the previous seven days. List total sales, new leads or customer acquisition statistics and share these with your team.

Market research is essential for business growth. Use this slide to document any changes in your industry over the previous seven days or detail recent developments from your competitors.

List any fees you have paid in the previous week.

PROFIT SHARE

Detail your profits from the previous week.

Summarize any outgoings from the previous week.

CONTRACTOR'S DUTIES

If you outsource business services to third parties, compile a list of contractors on this slide and note any recent developments from the previous week. This will help you keep on top of your financials and share this valuable information with your team.

A place to gather other information that you want to share in your weekly sales meetings. This might include the number of closed deals from the previous week, conversion rates or average profits generated by each of your sales reps.

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The Importance of Weekly Business Reviews With Clients

In Redial BPO we believe that transparent communication fosters trust and enables effective collaboration, leading always to great results.  

Therefore, in the context of managing a campaign in Redial BPO, prioritizing transparency is crucial. 

Weekly Business Reviews (WBRs) serve as a powerful tool for operational teams to gain valuable insights into how a campaign is being handled and to track the achieved results.  

These reviews provide a comprehensive overview of the campaign’s progress, allowing the proper improvement for the established goals and key performance indicators (KPIs).  

By regularly conducting WBRs with our clients, the operational team can identify any challenges or bottlenecks that may arise and proactively address them.  

Furthermore, WBRs facilitate open discussions and promote collaboration between the operational team and our clients enabling them to collectively strategize and make data-driven decisions for optimizing the campaign’s effectiveness.  

In summary, implementing WBRs as part of the campaign management process significantly enhances transparency and empowers the team to consistently deliver positive outcomes for every client. 

Top practices for Weekly Business Reviews  

As the CEE ( Client Experience Executive ) part of your role is to conduct a proper Weekly Business Review (WBR), in order to do that, we follow these conditions: 

Define the Purpose: Clearly outline the objectives and goals of the WBR. Determine what specific aspects of the campaign’s performance and progress will be assessed during the review. 

Set the Frequency and Schedule : Decide on a consistent day and time for the WBR, ensuring it aligns with the availability of key players.  

Gather Relevant Data: Collect all necessary data and metrics related to the campaign’s performance. This may include key performance indicators (KPIs) , conversion rates, customer feedback, and any other relevant statistics. 

Prepare a Detailed Report: Create a comprehensive report summarizing the campaign’s progress and results.  

Include both quantitative and qualitative data, highlighting key achievements, challenges, and areas that require attention.  

Power point presentations and other executive ways to present results have become a standard tool to present our clients the KPIs.  

Conduct a Collaborative Discussion: During the WBR, facilitate an open and constructive dialogue among the clients and the operational team.  

Encourage everyone to share their observations, insights, and suggestions. Address any concerns or issues raised and explore potential solutions.  

At Redial BPO we are also advisers since our team is the frontline of our client’s business. 

Analyze and Interpret Data: Utilize the collected data to analyze trends, patterns, and performance indicators.  

Identify any significant deviations from targets and discuss their implications for the campaign. 

Review Action Items: Document actionable takeaways from the WBR discussion.  

Assign responsibilities for addressing identified challenges or implementing improvement strategies.  

You can also clear deadlines and follow-up dates for monitoring progress. 

If you find yourself applying this processes, you might be on a good road.

Communicating and involving everyone is key  

Provide a Summary and Next Steps: Summarize the key findings, decisions, and action items from the WBR.  

Communicate the next steps and ensure all participants understand their roles and responsibilities moving forward. 

Follow Up and Track Progress: Monitor the implementation of action items and track progress regularly.  

Provide updates and feedback as needed, ensuring that the agreed-upon actions are being executed effectively. 

Continuously Improve: Incorporate learnings from each WBR into future campaigns.  

Use the insights gained to refine strategies, optimize processes, and drive continuous improvement in campaign management. 

By following these steps, the CEE’s can coordinate the task’s and effectively handle a proper Weekly Business Review and ensure that your campaign management process remains transparent, data-driven, and focused on achieving desired outcomes. 

 Final Thoughts   

Overall, WBRs provide a structured process for ensuring campaign performance, promoting transparency, driving collaboration, and enabling data-driven decision-making.  

They are essential for ensuring that campaigns stay on track, meet objectives, and continuously improve over time. 

Redial BPO culture is to be a true partner for our clients, align our efforts with their goals and help them to growth in the industry they are in. 

Thanks for reading my blog, we have more interesting topics here.  

You ready to talk and enhance your operations?  

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Download Weekly Report Presentation Free PowerPoint Template

PowerPoint Presentation templates like Weekly Report Presentation help us in drafting professional and best presentations for business and personal use. You can customize the color scheme and designs of this Presentation template. This is a Business , Consulting , Presentation Templates based presentation template for Google Slides and Microsoft PowerPoint. Furthermore, you can explore more designs and templates in SlidesGeek . There are many other Presentation template like Weekly Report Presentation which can be helpful for personal and professional use.

Every business needs a weekly report to review how things went i.e. the operational activities and their status . Now, creating a perfect presentation to display your statistical reports needn’t take long or cost much money at all. Choose our free template below, and you could have a set of elegant slides that help you stand out from the crowd.

To impress your audiences, serious and important content in your presentation needs a simple but professional design. That is what you’ll get here. We’ve designed our template with a classic, righteous and polite style that best suits for middle-aged and older people.

Moreover, it makes excellent use of the main color tone: blue and red, while all slides keep the background white. As a result, your presentation becomes more trustful and striking. Additionally, the perfectly readable typography is a plus. We’ve used a sans serif font family with slightly rounded corners for the titles and a digital typeface for the texts.

Besides, taking advantage of the square shapes and other customizable design resources makes your data more visual. Download and try our template now!

Features of this free business reporting presentation template

• Fully editable and easy-to-use
• Useful for business reporting, KPI Reporting and status update meetings
• 20 unique slides
• Classic design with blue and red colors scheme
• Contains lots of free resources: graphics, icons, maps, diagrams
• Image holder available: easy to replace with your photos
• Created to be used in Google Slides and Microsoft PowerPoint
• 16:9 widescreen layout suitable for all popular screens

Download Weekly Report Presentation Presentation Template

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Quarterly Business Review Examples: How to Impress Your Stakeholders

Explore quarterly business review examples that will guide you in creating data-driven, actionable QBRs tailored to your customer’s goals and needs.

Have you ever found yourself staring at a blank document, trying to figure out what exactly to put in a Quarterly Business Review (QBR) ? 

You’re not alone. Customer Success Managers (CSMs) often face the challenge of knowing how to present all the right information in a way that resonates with customers. You want to share important updates, showcase the value you’re delivering, and keep things engaging – but what does that actually look like in practice?

It’s easy to fall into the trap of simply pulling together data and throwing it into a presentation, hoping it sticks. But the real value of a QBR lies in its ability to tell a clear, compelling story backed by data, one that strengthens the relationship with your customer and sets the stage for future success. 

That’s the tricky part: making the review both insightful and actionable, while also being relevant to your customer’s specific needs.

In this blog, we’ll break down some examples of what an effective QBR looks like and guide you through structuring one that not only impresses but also drives results. 

Whether you’re focusing on growth, risk mitigation, or aligning with your customer’s roadmap, these examples will give you the clarity you need to make your QBRs truly impactful.

Key components of a successful QBR

Once you’ve scheduled your QBR and gathered the data you’ll need, the next challenge is deciding what to include in the review. 

A successful QBR should cover several core elements that not only provide insight but also demonstrate the value your company brings to the table. 

These key components will help guide the conversation and give your customer a clear understanding of their progress and future opportunities.

Review of KPIs and customer health

One of the most important things you can do in a QBR is to review the key performance indicators (KPIs) that are most relevant to your customer’s success. Whether it’s product usage, adoption rates, or other metrics tied to their goals, this section should be based on data that paints an accurate picture of their engagement and progress.

Customer health scores play a crucial role in this review, offering a comprehensive view of how satisfied and engaged your customer is. Keeping this assessment data-driven ensures that your review stays objective and aligned with actual performance. Monitoring these scores regularly allows you to identify patterns, anticipate issues, and propose actionable next steps.

You can streamline this process by using CS tools like Velaris that have customer health scoring features. Velaris aggregates and analyzes key metrics in one place, providing you with a clear snapshot of customer engagement so you can have data-driven conversations during your QBR.

Success plan review and progress tracking

A QBR is also the perfect opportunity to revisit the success plan you and your customer agreed upon in previous meetings. 

This review is about more than just ticking boxes – it’s about showing how far you’ve come toward achieving the goals you set together. 

By highlighting milestones, demonstrating progress with real-time data, and addressing any roadblocks, you build trust and show that you're invested in their success.

Regularly tracking this progress not only shows accountability but also helps set the stage for future planning. It keeps the customer informed about the value being delivered and reassures them that their goals are being met.

You can automate this process through Velaris’ success plans , which allow you to map out tasks, track KPIs, and monitor milestones in real-time. This makes it easy to stay on top of progress and ensure that both you and your customer are aligned on what’s next.

Highlighting value delivered

Your QBR should always demonstrate the value your product or service has delivered over the last quarter. Whether it’s increased efficiency, cost savings, or improved usage, this is your chance to show how your solution is contributing to their overall success. 

Be specific – offer real examples of how your customer has benefitted and back up those claims with data.

For instance, maybe your customer saw a reduction in support tickets due to improved onboarding, or perhaps they saved a significant amount of time through automation. These examples of tangible value help reinforce your relationship and build confidence in your ongoing partnership.

To centralize this information, Velaris' project management and collaboration tools make it easy to pull data from various teams, such as support or product, so you can show a complete picture of the value delivered across different departments.

By focusing on these key components, your QBR becomes much more than a routine check-in—it becomes an opportunity to deepen your relationship with the customer by providing clear, actionable insights. 

If you're looking for more detailed guidance on how to structure or write a QBR, check out our guide on writing an effective QBR .

Next, we’ll dive into real examples of what successful QBRs look like, offering practical templates you can use to impress your customers and strengthen your partnerships. Let’s explore how you can apply these components in different scenarios.

Quarterly business review examples

QBRs can take on different forms depending on your customer’s goals and where they stand in their journey with your product. 

Here are three types of QBRs that focus on different aspects of the customer relationship, offering tailored approaches to help you provide maximum value. 

These examples will give you a better understanding of how to structure your reviews based on customer needs and objectives.

1. Strategic growth QBR

A strategic growth QBR is ideal for customers who are looking to expand their usage of your product or service. In this type of review, the focus should be on growth strategies such as customer expansion, upsell opportunities, and increased product adoption. 

For example, you might start by presenting metrics that show how the customer has increased their usage of a particular feature or how their team has grown since the last review. Use these metrics to highlight opportunities for further growth, such as cross-selling additional features or suggesting new ways to use the product. 

The next step is to discuss future initiatives. These could include recommendations for adopting more advanced features or a plan to onboard additional users. Ensure that these growth initiatives are backed by data, making it easy for the customer to see the potential benefits.

Example next steps:

• Propose setting up training sessions to help the customer explore new features.
• Suggest trialing additional services or expanding licenses to support new teams.

2. Risk mitigation QBR

A risk mitigation QBR is focused on identifying and addressing potential issues before they become major problems. This type of QBR is especially valuable for customers who are experiencing declining usage rates, lower engagement, or other warning signs that they may be at risk of churn.

In this review, the first step is to present the data that highlights the areas of concern. For example, declining product adoption or fewer interactions with key features could be warning signs that need attention. 

It’s essential to discuss these trends openly, but also to reassure the customer by providing an action plan that addresses the risks.

Outline specific steps the customer can take to reverse these trends, such as additional training, changes to the onboarding process, or offering support to help them get more value out of the product. 

Show that you're committed to helping them get back on track, and use data to reinforce the importance of the proposed actions.

• Suggest a review of onboarding processes to ensure smooth adoption.
• Offer personalized training sessions to boost product engagement.

3. Product roadmap alignment QBR

A product roadmap alignment QBR focuses on ensuring that your product’s future development is in sync with the customer’s long-term goals. This type of QBR is particularly useful for customers who are heavily invested in your product and want to know how upcoming features and improvements will benefit them.

In this review, you’ll present a summary of the product roadmap and highlight new features that are planned for the next quarter. Make sure to tie these upcoming changes back to the customer’s specific goals and needs. 

For instance, if the customer has been requesting a particular feature, this is the perfect time to provide an update on its progress and expected release date.

Additionally, this is an opportunity to gather feedback from the customer on the roadmap. Encourage them to share their thoughts on upcoming features and how those changes could help them. 

This collaboration ensures that the customer feels heard and valued, while also giving you useful insights into their evolving needs.

• Schedule follow-up meetings to discuss the impact of new features once they are released.
• Invite the customer to participate in beta testing or provide feedback on upcoming releases.

These examples show how QBRs can be tailored to fit the unique needs of your customers, whether they’re focused on growth, mitigating risks, or aligning with your product roadmap. 

Each approach ensures that the review is relevant, actionable, and aligned with the customer’s goals. By structuring your QBR around these themes, you’ll build stronger relationships and provide more meaningful value in every interaction. 

Quarterly business reviews (QBRs) offer a powerful way to strengthen customer relationships by demonstrating the ongoing value your product or service provides. 

When done right, they become a key opportunity to build trust, showcase progress, and align on future goals. 

By taking a structured, data-driven approach to preparing your QBRs, you can ensure they are insightful and relevant to your customer’s needs, whether you’re focusing on growth, risk mitigation, or aligning product development with customer goals.

Leveraging Customer Success Management software like Velaris can make this process much more efficient. From automating workflows to centralizing data and tracking progress in real-time, Velaris helps you deliver QBRs that are clear, actionable, and tailored to each customer.

If you’re looking to streamline your QBR process and provide more value to your customers, book a demo today to see how Velaris can help.

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