HOW TO CREATE A MONETIZATION

FRAMEWORK FOR YOUR BUSINESS

Success in the digital economy requires that organizations move beyond traditional ways of doing business while
accelerating market-facing responsiveness. Increasing competition and shifting market dynamics complicate
revenue predictability. Developing a Monetization Mindset™ empowers businesses to translate organizational
expertise into products and services that respond to market demand and drive profitable revenue growth.

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 “Monetization is how efficiently and effectively market demand is created and translated into revenue,
profits, and competitive differentiation. The process of monetization reaches across the organization;
from product development, marketing, sales, finance, billing, even into customer support. Monetization is
not a single product, but a business discipline that combines business processes, tools, and skilled human
resources to efficiently and effectively create and translate market demand into revenues, profits, and
competitive differentiation.”
- MGI Research

WHY DOES MONETIZATION MATTER? WHAT’S A MONETIZATION FRAMEWORK?

There’s little dispute that digital transformation has affected nearly
every aspect of B2B commercial activity. Success in the digital
economy requires that organizations move beyond traditional ways
of doing business while accelerating market-facing responsiveness
across all functional areas. Increased competitive pressures and
shifting market dynamics complicate revenue predictability. There-
fore, the ultimate measure of effectiveness will be how efficiently
and accurately organizational expertise is translated into products
and services that generate market demand and drive profitable rev-
enue growth. In other words, organizations in the digital economy
have no choice but to become monetization-focused.
In real terms this means businesses must hone or develop skills
related to:
– Identifying what customer’s value and align-
ing new offerings to meet these demands
– Expanding organizational awareness of monetization activi-
ties beyond the finance, accounting, and billing departments
– Creating an organizational “monetization mindset.”
– Articulating and implementing new busi-
ness practices that cross operating areas
– Leveraging the economics of the digital market-
place to create new product and service offerings
– Optimizing sales and customer engagement strategies
to capture recurring revenue opportunities throughout
the customer lifecycle versus “milestone” billing events
– Evaluating existing business processes, resourc-
es, data flow, systems, and to create an opti-
mum environment for monetization activity
A Monetization Framework is an organization-specific planning
tool which details the decisions, processes, activities, systems, and
metrics that will be used to develop monetization as a business
discipline. The Monetization Framework serves as a strategic road
map and aligns the organization around universal operating princi-
ples. This white paper is intended to provide a high-level summary
of the Monetization Framework development process. Depending
on organizational bandwidth and timeline, development of the
Framework can be a corporate exercise or facilitated by a third-par-
ty entity.
WHAT’S MONETIZATION MINDSET?
The terminology “Monetization Mindset” is a way to quickly refer-
ence the operating activities and organizing principles of a business
which has embraced monetization as a strategic imperative. It
assumes cross-functional and organization-wide involvement when
setting goals, aligning operations and making decisions related to
monetization. If a Monetization Mindset could be objectively mea-
sured, it would be an indicator of the degree to which the actions
detailed in the Monetization Framework had been implemented.
Other indicators that a business has successfully created an organi-
zational Monetization Mindset include:
- Documented changes to existing activities or implement-
ing new business practices that affect monetization
- Differences in individual and group performance
metrics that relate to monetization outcomes
- Observed changes in organizational behav-
ior as monetization becomes a common talking
point both strategically and tactically

- Operational changes in areas traditionally not associat-

ed with billing and revenue that can articulate and act
related to their role in affecting monetization strategy.

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 GETTING READY
How is the organization operating now?

Any organization setting out on the path to develop a monetization business discipline is well-served to consider their current
business operations versus the structure, processes, and activities that are needed for long-term success. The following B2B
Monetization Maturity Model will begin to map where your organization lands on a continuum of monetization activity. This
model is not intended to be a prescriptive; instead, it is designed to give you a head start on prioritizing areas of focus and iden-
tifying operational gaps before the work begins to develop a customized Monetization Framework.

B2B MONETIZATION MATURITY

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

BUYERS CUSTOMERS SUBSCRIBERS LIFECYCLE RELATIONSHIPS
BUSINESS PROCESS OPTIMIZE RELATIONSHIPS
SYSTEMS ECONOMIES OF SCALE
& TECHNOLOGY SILOS WITH INSIGHT
TRADITIONAL PRODUCT-CENTRIC PROCESS-CENTRIC DATA-ENRICHMENT

Single/disconnected purchases
1-to-1 Invoice to payment
relationships
GO TO MARKET License fees & maintenance
agreements
Recurring payments / revenue
SaaS software offerings / Digital
products
Direct Sales
Onboard and provision remotely
for hosted services
Subscriptions / Bundled features
and plans
Accelerate speed of go-to-market
with new offerings
Online Sales
Inbound demand generation &
inside sales
"Best-of-need" feature bundling
Use Buyers' Journey and usage
insight to create new offerings
Re-engage channels / Expand
indirect channels
Focus on retention and expansion

Call center customer service Account management portals Self-service customer Personalized customer portals /
SUPPORT
management Insight enriched

Quoting & Proposals Monthly recurring revenue Focus on customer acquisition Personalized experiences
Procurement negotiation Usage counting and rating Subscriptions Hybrid packaging and pricing
PRICING models
Cost plus Metering Bundled feature plans based on
Unit pricing product Usage intelligence

Automate processes Improve efficiency and self- Improve provisioning Align offerings with customer
DSO service Bundle product features value drivers

AR Aging Get rid of information silos Product iteration cycles Cost of revenue
PROCESS FOCUS Invoicing speed Product utility
COGS LTV
& METRICS
DSO Negative churn Churn risk
PCI Compliance Profitablity Growth & Profitability

CAC Predictive insights

Excel 1st Generation SaaS Billing Subscription management True multi-tenancy monetization
Software platforms
TECHNOLOGY & Premise based or hosted Revenue recognition
PLATFORMS accounting & GL Data-optimized architecture
Quickbooks

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Is this the right time for the organization?
Businesses typically undertake strategic initiatives in response to
a change in conditions or shifting market forces. These “inflection
points” can be a catalyst for articulating a new mission or imple-
menting new strategies. The following are some of the common
triggers and scenarios we have observed within organizations who
have embraced monetization as a strategic discipline. As you review
this list, consider which of these conditions are reflective of your or-
ganization and may signal some degree of organizational readiness.
– Business Inflection - A significant change in business oper-
ations related to a change of ownership such as an acquisi-
tion, mergers, or an equity event; the introduction of new
products or services associated with a significant ownership
event or change; a significant industry shift related to new
competitors, resources availability, or changing regulations.
– Changing market conditions - Changing business models
related to the continued evolution of the digital econ-
omy, new competitors; regulatory changes affecting
the customer base which drives product changes.
– Changing Customer Engagement - Customers are
asking for features, functions, products, or services
that you can’t currently deliver; customer churn
is higher than expected; sales are stagnating.
– Executive vision - A CXO-level executive has embraced
monetization as a strategic principle and drives the
change; a desire to grow faster necessitates a shift in
business operations; key stakeholders are pressing busi-
ness leadership to drive change and impact results.
Who will be your Monetization Champion?
Developing a Monetization Mindset relies heavily on the creation
of a knowledge culture that’s attuned to customers’ needs and
focused on creating new offerings that drive growth. Strategic
initiatives have an exponentially higher chance of success if a single
point of contact is responsible for overseeing the formulation and
implementation of related activities and projects. To that end, the
Monetization Champion is an individual designated within the or-
ganization to be a central point of expertise, coordination, and com-
munications related to monetization. The Monetization Champion
acts as a change agent and facilitator to assist with activities that
span the entire organization. In an ideal scenario, this person will be
a CXO-level individual or have cross-functional credibility resulting
from formal appointment as the Monetization Champion by a CXO
executive. The responsibilities of the role should be communicated
to the entire organization, and individual performance objectives
for the Monetization Champion should have related monetization
components.
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What areas of the organization need to be involved?
Before formulating a plan of action, it’s essential to document the
“current state” of activities, processes, systems, resources, and
outcomes. This current state analysis can then be compared to a
desired “future state” to identify gaps and develop a prioritized
working plan. When developing a Monetization Framework, it is
suggested that the “current state” and desired “future state” be
assessed for the following areas of your business.
PRODUCTS & SERVICES: What do you sell? What business are
you in? How do you set prices? Do you have a pricing strategy?
What the current dynamics of the broader marketplace (com-
modity, growth, mature, niche, etc.)?
CUSTOMERS: Who is your customer? How do you engage
across the entire customer lifecycle (quote-to-cash-to-retain)?
How do customers engage with your business to select and
purchase?
PROCESSES:  What parts of the organization are involved in the
customer engagement lifecycle? Who are the key stakeholders,
processes, inputs, and measures?
SALES & MARKETING:How do you sell? How complex is your
transaction? Do you use channels or direct sales? What pricing
autonomy does the sales team have related to deal dynamics?
What’s involved in introducing new products?
SYSTEMS: What are the technology and systems that support
your entire customer engagement lifecycle from marketing to
retention, including ongoing transaction and revenue manage-
ment?
DATA: What data sources are currently part of your monetiza-
tion activity? Is there an opportunity for new monetization by
using data differently? Where is data coming from? Where is the
data needed? What are your organizational capabilities regard-
ing data storage and management?
(Each of these topics will be explored in detail in the following section. )
SUCCESS CHECKLIST
¥¥ We have considered the current state of or-
ganizational Monetization Maturity
¥¥ There are clear strategic drivers or events sig-
naling organizational readiness
¥¥ The initiative has CXO-level involvement AND attention
¥¥ A Monetization Champion has been identi-
fied and appointed to lead the initiative
¥¥ A project plan has been created to manage the process
of capturing and documenting the “current state” of key
areas and generating “future state” requirements.
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GAP ANALYSIS
The following section provides detailed insight to assist with
documenting the “current state” of organizational activities.
For each area of review, there is a brief description and ra-
tionale for reviewing each area, suggested monetization-re-
lated questions for exploration and discussion, and a list of
documentation that may need to be created (or assembled
if already existing) to provide a comprehensive picture of
existing monetization activity.
The questions in each section offer an opportunity not only
to examine current activities but also to begin exploring the
desired “future state” of monetization as it relates to overall
strategic objectives. These questions should be the starting
point to facilitate conversations and interviews throughout
the gap analysis process. You may wish to adapt these ques-
tions for your business.
“Fueled by the Digital Revolution, the very nature of
competition today is changing radically. Product inno-
vation and growth opportunities are only bounded by
the imagination. Once-protected pools of profit are now
at-risk. Product cycles and market opportunities come
and go in less than five years, with the majority of ben-
efits accruing to a limited few. Organizations of all sizes
want greater transparency and control in their business
relationships. The demand for custom pricing models
and flexible terms is counter-balanced by the challenges
of delivering these capabilities at scale. Across most
key world economies, the number and complexity of
regulatory and audit requirements are mounting while
the timeframes to reach compliance are getting shorter.
Against this rapidly accelerating backdrop, product
innovation and revenue optimization are the critical
levers for growth and profitability. In the face of these
opportunities and threats, progressive organizations are
focusing on key processes and new monetization tools
to sharpen their edge.”
- MGI Research
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PRODUCT & SERVICE PORTFOLIO 
Description:
What do you sell? What business are you in? How do you set prices?
Do you have a pricing strategy? What the current dynamics of the
broader marketplace (commodity, growth, mature, niche, etc.)?
Product strategy is key to understanding go-to-market require-
ments as they relate to monetization.
Exploration & Discussion:
 What are our current offerings?
 What’s our revenue cycle by product or service of-
fering. Is there commonality or complexity relat-
ed to your product portfolio monetization?
 Would our revenue processes be defined as simple or complex?
 Where is there opportunity in the market? What are the key
drivers of future opportunity? How does the market oppor-
tunity tie to strategic goals and monetization objectives?
 What new products and services are currently
planned? How will these offerings be monetized?
 Are there customer needs that we now can-
not meet because of operational issues?
 Are there any external industry trends or regulatory chang-
es that create business imperatives for our organization or
customers? How will this affect monetization, if at all?
Artifacts & Checklist:
WW Current product catalog with inventory and pricing information
WW Current services catalog with provider and pricing information
WW Pricing documentation and use cases:
WW What’s billable?
WW Product/pricing tables
WW Bundled item/packaged pricing - pack-
age components and pricing formulas
WW Sales and net profit by product or service line
WW Strategic planning and market positioning documentation
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 BUYERS & CUSTOMER PROFILES  CUSTOMER ENGAGEMENT PROCESS
Description:
Who is your customer? How do you engage across the entire
customer lifecycle (quote-to-cash-to-retain)? How do customers
engage with your business to select and purchase? Monetization
processes that are influenced by customer insight are yield more
relevant decision data and drive revenue growth.
Exploration & Discussion:
 Who is our ideal customer? Can we demonstrate
who our most profitable customers are?
 What is the length of our average customer relationship? Can
we measure the lifetime value of our customer relationships?
 Is churn a concern for our business? How do we mea-
sure churn? What is the cost of churn? At what point
in the lifecycle of a customer are we most at risk for
churn? What opportunities does this signal?
 How have our customer needs changed in
the past year, three years, or 5 years?
 What is changing for our custom-
ers that could signal future needs?
 What is the basis for how we charge customers?
Is there a way to align this more with how cus-
tomers assess the value of our solution?
 What is the experience for our customers from the time that
they identify a need and choose our products/ services?
 What is the onboarding and provisioning experience?
 Do we use customer touchpoints after the sale to in-
crease relationship or revenue opportunities?
 Are we using intelligence about product/ser-
vice usage to identify new opportunities?
Artifacts & Checklist:
WW Buyers’ Journey Map
WW Customer churn and retention data
WW Revenue by customer and product lines with trend data
WW Anecdotal data related to customer engagement challenges
WW Customer survey data
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
Description:
What parts of the organization are involved in the customer
engagement lifecycle? Who are the key stakeholders, processes,
inputs, and measures? The customer engagement lifecycle is the
heart of your monetization activities.
Exploration & Discussion:
 What happens between the time we provide a price quote/
pricing information and the collection of the first payment
from a new customer? Also known as Quote-to-Cash
 What areas of the organization play a role (no mat-
ter how small) in this Quote-to-Cash cycle?
 What are our operating metrics relat-
ed to the Quote-to-Cash cycle?
 How is billing currently managed? Does this differ by
product line, customer type, or some other variable?
How does the Quote-to-Cash process change with
each variation? Why do these variations exist?
 How do we collect payments and report the associated
revenue? How does this impact our Quote-to-Cash activities
 What other points of engagement happen outside
the Quote-to-Cash process - such as support, profes-
sional services, account management? Map these pro-
cesses as they relate to the Quote-to-Cash cycle.
 What issues do we currently have related to quoting,
billing, payments, invoicing, provisioning, on boarding
or other key stages in the Quote-to-Cash process?
 Are any third-parties involved in our Quote-to-Cash process?
What are their roles and our dependencies on their activity?
Artifacts & Checklist:
WW Quote-to-Cash Process Map with details about stag-
es, activities, resources, issues, opportunities
WW Process dependency maps for Quote-to-Cash
WW Systems map showing Quote-to-Cash dependencies
WW Manual versus automated process maps
WW Process gap/issues documentation and resolution alternatives
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 SALES & GO-TO-MARKET  SYSTEMS & TECHNOLOGY
Description:
How do you sell? How complex is your transaction? Do you use
channels or direct sales? What pricing autonomy does the sales
team have related to deal dynamics? What’s involved in introduc-
ing new products? Sales processes and introducing new offerings
affect monetization complexity and process requirements.
Exploration & Discussion:
 How do we decide on pricing? Have we tested different
pricing strategies? What works, what doesn’t and why?
 What autonomy does the sales team have concern-
ing pricing and negotiation? How are sales pric-
ing changes handled at the billing level?
 How does our pricing affect the way we col-
lect payments & revenue?
 Are there external pricing drivers that im-
pact our ability to offer pricing flexibility?
 How are new offerings presented to customers?
 When a new offering is created how do we determine pricing?
 When a new offering is created what’s in-
volved in setting up billing and payments?
 Does our billing capability enhance or lim-
it our pricing flexibility?
 Do we have indirect or third-party channels that use
our pricing or collect revenue on our behalf?
 Do we have commission or revenue sharing process-
es that impact our billing and invoicing activities?
 Are there current product development objec-
tives that are blocked due to operational issues?
Artifacts & Checklist:
WW - Pricing documentation and use cases
WW - Commission plans for internal teams and channels
WW - Channel and agent revenue sharing agreements
WW - Industry pricing surveys
WW - Product development road map and timeline
WW - New product launch process map - includ-
ing Quote-to-Cash dependencies
WW - Indirect channels Quote-to_Cash process map with depen-
dencies and overlap with the organizational map
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
Description:
What are the technology platforms, systems, and software applica-
tions that support your entire customer engagement lifecycle from
marketing to retention, including ongoing transaction and revenue
management? A comprehensive monetization technology platform
will support the process and information of your monetization
strategy.
Exploration & Discussion:
 What systems are key to our customer engagement lifecycle?
 What constraints do we have related to sys-
tems, both purchased and built in-house?
 Are there regulatory requirements that impact our systems?
 What technology investments have been made
that are fixed/unchangeable, why?
 What technology investments have reached their
“end of life” or are currently not supported?
 Where are we lacking systems and using manual workarounds?
 What reporting tools are we using? Do we have
the information we need and is it timely?
 Do key stakeholders in the Quote-to-Cash process have
access to the information and functionality that they need?
 Are there investments we have made in technology
which is abandoned or lost due to organizational or sys-
tem issues? Do any of these impact Quote-to-Cash?
 What systems integration issues do we have?
Can data move between systems easily? Where
are the gaps in our information flow?
 Our primary system of record for customer information is...?
Artifacts & Checklist:
WW - Systems application map for Quote-to-Cash show-
ing dependencies. Potential applications to include:
- CRM - Rating & Metering
- ERP - Payments
- Order Management - Channel Management
- Ticketing - Commissions
- Provisioning - Customer Support
- Inventory - Web Portals
- Invoicing
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 NEXT STEPS:
WW Detailed System Inventory for Quote-to-Cash including
solution name, investment date, licensing terms, environ-
ment, process impacts, functional ownership, issues, etc.
DRAFT THE FRAMEWORK:
WW Third party systems map (with process dependen-
Once your organization has completed the review of your key
cies) and detailed listing (payment gateways, tax en-
operations, processes, systems, and activities – as outlined
gines, shipping, channel partners, etc.)
above – the organization will have the necessary information
WW Functional specifications for emerging systems requirements to create a draft Monetization Framework. You can download
and goals for new technology platforms (What needs to be
the BluLogix template for a Monetization Framework from our
fixed, replaced, supplemented? Which processes will be im-
website or create an outline that works for your organization to
pacted? Who are the users/roles/responsibilities? etc.)
compile your findings.

DATA FLOWS  ORGANIZATIONAL BUY-IN & KICK-OFF

Description: Once the initial Framework is drafted, the Monetization Cham-

pion should circulate the documentation for internal review
The digital economy relies on data. Monetization is no different. What
and discussion to ensure that it reflects the input and concerns
data sources are currently part of your monetization activity? Is there
of key stakeholders. Once the appropriate input is solicited
an opportunity for new monetization by using data differently? Where
and incorporated the project should move into the subsequent
is information coming from? Where is the data needed? What are your
phases of implementation and change management. With your
organizational capabilities regarding data storage and management?
Monetization Framework as a guiding document, the organiza-
Data is the fuel of the monetization engine.
tion will be well-positioned to develop monetization as a core
Exploration & Discussion: business discipline and impact strategic objectives.

 What data is essential for our Quote-to-Cash process?

 Where does this data come from? Where is key data stored?

 How is data exchanged between systems internally? DIY OR GET HELP?

 What external sources of data are part of our Quote-to-Cash The effort related to the development of a Monetization
processes? How is data exchanged with external systems? Framework should not be underestimated. Therefore, it’s

 Where do we have gaps in our customer, revenue and billing worth considering whether or not to engage an external mon-

information? Where does this information exist, if at all?
 Are there opportunities to provide new custom-
er value if we had different data or insight?
 Do we have an organizational data strategy?
Artifacts & Checklist:
WW Data flow map showing Quote-to-Cash process dependen-
cies (inflows and outflows, internal and third-party systems)
etization authority to help with facilitation and development
of the Monetization Framework. External facilitation can help
keep a project on track from a focus and bandwidth perspec-
tive. External facilitation also injects third-party objectivity into
the process and may spur fresh thinking about challenges and
issues. A third-party may also be able to spot potential pitfalls,
while also offering benchmark data and anecdotal case studies
about the monetization initiatives of other organizations.

WW Data flow map showing Systems dependencies (data trans-

fer activities, manual processes, flat files, APIs, etc.)

WW Data repository architecture and depen-

dencies, system-of-record maps

WW Data security & integrity documentation, policies, and procedures

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 GOOD LUCK AS YOU EMBARK ON CREATING YOUR MONETIZATION FRAMEWORK.
SHOULD YOU HAVE QUESTIONS, PLEASE DON’T HESITATE TO GET IN TOUCH
WITH THE BLULOGIX TEAM. WE’D BE HAPPY TO EXPLORE HOW WE CAN HELP
YOU WITH ANY ASPECT OF YOUR MONETIZATION INITIATIVES - INCLUDING THE
DEVELOPMENT OF YOUR MONETIZATION FRAMEWORK. PLEASE VISIT OUR WEBSITE
TO LEARN MORE ABOUT OUR MIND METHODOLOGY™ APPROACH TO SERVICES AND
OUR DATA-ENRICHED MONETIZATION TECHNOLOGY PLATFORM BLUIQ.

If you are ready to start working on monetization initiatve for your organization, it’s time to get to know BLUIQ.
The BLUIQ Platform, powered by BluLogix, is engineered to identify and address the full continuum of B2B
monetization requirements including, billing; product, service, and catalog management; go-to-market activ-
ities; on-boarding & provisioning; customer engagement; and advanced analytics. And because BLUIQ is the
only true multi-tenant, SaaS monetization platform in the market today we can deliver solutions for complex
business requirements where other vendors have failed.

We think differently. Our platform doesn’t stop at just delivering the best billing functionality. We go beyond billing to enable your business
with data-enriched monetization. In short, this means that our proprietary technology approach optimizes data differently to close efficien-
cy gaps, deliver true automation, generate customer insights, and adequately address the needs of complex B2B revenue models.

We like to listen. You’ll notice from your first interaction with our team that understanding your business is our primary goal. Even our sales
process is different. We won’t rush to show you a demo of BLUIQ until we fully understand what issues your business wants to address.
And because we have a true multi-tenant solution, we can show you a demo environment tailored to your needs. No more wondering if the
solution will really work in your business environment - we will prove to you that it can.

We love complexity. Our data-centric architecture enables BLUIQ to manage a broad variety of billing and revenue scenarios from simple sub-
scription billing, to hybrid usage and flat fee scenarios, to complex indirect channels, commissions and revenue models. We support intricate
parent/child account hierarchies and extensive integrations with external systems.

We deliver results. Since 2013 we have been providing sophisticated billing and monetization solutions for 100+ satisfied clients. Our success
rests on our commitment to fully understanding your business needs. From the start of our sales process and throughout implementation
and beyond, our team of monetization experts is committed to addressing your business needs and empowering your business with a plat-
form to drive growth. And because we believe so firmly in our ability to create a positive impact for your business, we are the only vendor to
offer “shared upside” pricing that scales based on your growth.

PUT YOUR BUSINESS ON THE PATH TO MONETIZATION.

GET IN TOUCH TODAY

BluLogix helps businesses in the digital economy frustrated with billing, aggregate data
to automate processes, generate new customer intelligence, and revolutionize growth.
Founded in 2013, BluLogix delivers BLUIQ - the only true multi-tenant SaaS monetiza-
tion
| 9 |platform in the market. Our proprietary technology and data-enriched monetiza-
 +1 443.333.4100
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tion approach has helped 100+ companies get beyond billing and focus on identifying  info@blulogix.com
value-aligned relationship and revenue opportunities.  www.blulogix.com