Isolde and Emanuel are targeting different markets: Isolde, the “stuff” market, and Emanuel the “machine” market. Isolde’s revenue model aligned closely with her goals, as she focused on selling additions to the main product instead of competing to sell the main product (the razor blade, figuratively). Emanuel, however, focused on competitive analysis to sell the razor blade and pushing that out to consumers. With letting the company be flexible in its adoption of a revenue model, there is quicker to response to customer demands in an ever-changing climate. However, that creates a risk of customers being inefficient with the product and creating waste that can affect potential profits for the company. If I was the PM in charge of merging the departments, I would attempt to adopt elements of both approaches — allowing for flexibility in the revenue model approach while also working in some kind of safety net to prevent waste and keep sales on track.
