In this insightful video, advocacy experts Delaney Tucker and Becky de Tenley, from Conga, share powerful strategies for using your internal Quarterly Business Review (QBR) as a catalyst to strengthen your customer advocacy program, drive stronger alignment across teams, and ultimately grow your business.
While QBRs are traditionally seen as internal performance checkpoints, this discussion reframes them as a strategic engine for customer advocacy activation. Rather than simply reporting on metrics and outcomes, internal QBRs can become purposeful forums where customer success, sales, marketing, and executive leadership align around customer stories, challenges, and forward-looking plans. This alignment ensures that customer advocacy isn’t siloed—it’s embedded in the strategic rhythm of your organization.
An internal QBR typically serves as a recurring cross-functional meeting where teams review performance from the prior quarter, discuss learnings, and set priorities for the quarter ahead. It’s a crucial practice for accountability, strategic planning, and proactive management of customer success and outcomes. When intentionally positioned, these sessions become an opportunity to elevate advocacy by integrating customer feedback, success metrics, and reference-worthy stories into internal strategy conversations.
One of the key takeaways from the video is how internal QBRs help forge shared understanding and ownership of customer advocacy goals. Instead of treating advocacy as a standalone function owned by just one team, Tucker and de Tenley emphasize embedding advocacy into broader business discussions—so sales, marketing, customer success, product, and leadership all see advocacy as a driver of retention, expansion, and brand differentiation. When teams regularly discuss advocate feedback and success highlights during internal QBRs, advocacy becomes a business priority rather than an afterthought.
Internal QBRs also provide a structured space to identify and celebrate your best advocates. By reviewing customer wins, successful reference activities, and impactful stories, organizations gain clarity on which customers have compelling narratives and influence. This insight allows advocacy program managers to recruit and nurture advocates more effectively, ensuring the right voices are amplified externally and used strategically across sales and marketing initiatives.
Another advantage discussed in the video is the ability to spot gaps and elevate opportunities for advocacy growth. When teams share insights on customer trends, product successes, or unmet needs during QBRs, these conversations can highlight untapped advocacy potential—such as customers who are poised to provide testimonials, participate in case studies, or speak at events. By connecting these opportunities to strategic goals, internal QBRs drive purposeful advocacy engagement that ties directly to business outcomes.
Finally, Tucker and de Tenley highlight how integrating advocacy into internal QBRs fosters a culture where feedback loops are not only encouraged but expected. This ensures customer voices influence product decisions, marketing narratives, and strategic priorities—strengthening the credibility and relevance of advocacy efforts.
Whether you’re a customer advocacy leader, customer success manager, or executive sponsor, this video offers actionable insights on transforming routine business reviews into engines of customer success and advocacy excellence.
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