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“QBRs offer a regular health check on the status of relationship and contract under an agreed governance and format. In an industry which can be fast paced and volatile, the opportunity for regular sights, trends and innovations is invaluable.” - Caroline Court, Head of Real Estate East Asia & Oceania, GFCF

A GOOD QUARTERLY BUSINESS REVIEW WILL:

Cement your relationship with key clients

“Feedback is so important for all professionals, but it can be a sensitive matter so planning for the discussion is critical. The important thing is to focus on behaviors and outcomes rather than making things too personal. That said, if someone has gone above and beyond the call of duty, please say thank you – being appreciated and feeling valued is very motivational to anyone.” - Diane Christensen, Cushman &Wakefield Head of HR, Asia Pacific

Identify opportunities to expand your relationship

Once both executives agreed to participate, it’s important to utilize their time wisely. The review should focus on the long-term strategic initiatives and goals of the client, and how the relationship is a building block towards this. Short-term tactical problems should be omitted. The topics discussed should concern the fundamental value that your company provides to the client and their goals:

The review should help you form a strategic plan that outlines goals and services. A QBR should help you cement your relationship with your clients. If you have an annual or bi-annual contract that needs to be renewed, regular reviews have the ability to remove any uncertainty. The process of the review will clarify the goals of your relationship and will demonstrate the value that you provide. WHO NEEDS A QBR? Not every client relationship needs a review every three months. Quarterly reviews are generally timed to follow quarterly business results. Other milestones may be more important. Evaluate what regular events in your relationship with your clients justify a full review of the relationship and schedule your reviews around those events. Also, pay attention to the willingness of your executives to engage, as you decide whether every three months or every six months is the right schedule.

Clarify goals and provide clear metrics of success

>> How does this work fit in to the broader goals?

>> What value do you provide and how could that expand? >> What are the results or obstacles from the last 90 days of performance?

Provide an opportunity for perspective within the context of the relationship and industry sector activity

>> What is the next phase in your work?

>> What activity or deals have happened within the client sector that you can share? Context is valuable.

EMILY GRAY Executive Director

Afford a forum to bring new ideas to your clients

Global Occupier Services emily.gray@ap.cushwake.com

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