Isolde targets the hospitals and big diagnostic labs, and Emanuel targets the research labs and universities interested in gene-based research centers. Their respective business and revenue models align well with their markets; Isolde was able to present her team’s products as a revenue generator for hospitals, and Emanuel was able to capitalize on the high budgets of research labs that are incentivized to have the latest and greatest technology to remain competitive in the academic space.
The pros of coalescing the revenue models would be to have cohesion in the company, reduction in confusion for customers hearing from conflicting marketers, and company-wide savings on a smaller and lither sales and support force.
A few cons of this strategy are the potential to break something that is working well right now and a reduction in expertise of having strictly separate sales/support. It would likely lead to the redundancy of Isolde or Emanuel’s positions, which could cause a big hit to company community and culture.
If I were the CEO, I would try to do some needfinding to explore what exactly each team does well and what could be improved. I’d tag along as they go through their day-to-day activities and try to collect the best of each approach. I might invite Isolde and Emanuel to spend a day in the life of each other! We could bounce around as a three person trio, and they would also have the opportunity to see up close what they can and can’t borrow from the other team’s revenue model. Having them lead the charge for the change would be extremely game changing.
