The Customer Success Professional's Handbook by Vaidyanathan Ashvin; Rabago Ruben

Author:Vaidyanathan, Ashvin; Rabago, Ruben [Vaidyanathan, Ashvin; Rabago, Ruben]
Language: eng
Format: epub
Tags: Customer Success, Business
ISBN: 9781119624615
Google: 7Y6GxAEACAAJ
Amazon: 1119624614
Publisher: Wiley
Published: 2020-01-15T00:00:00+00:00

Who Should Attend?

An EBR is also a great forum to celebrate the value delivered thus far or to discuss the obstacles to value delivery. It is typically a meeting or a call attended by various customer stakeholders. For it to be a true EBR, however, there needs to be “executive” involvement. It would be best if you had senior representatives, typically VP and above, from the customer attend.

It also includes multiple functions from your own company attending – Customer Success, Sales, and Services. Representation from your company shows an “all in” agenda. You want the customer's executives to leave the EBR understanding the value they have achieved so far and believing in the steps they will take next. You especially want them to trust you as a strategic partner in moving forward. Even more, you need to see that their management is equally invested.

Pro-tip: consider rescheduling the EBR if no executives can attend or cancel at the last moment. It's called an executive business review for a reason. Nick Mehta, CEO of Gainsight, wrote in a blog post about this concept of “Progressive EBRs” in which EBRs are handled in phases described as parts of a dinner.5 First, try preparing with a pre-EBR. Preparation and due diligence are great investments that eventually pay off. Remember, you don't have much time with the executives. You want to make sure you maximize the little time you can get with them. There are a few things you can put together beforehand to be more efficient during the meeting.

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