Isolde and Emanuel targets the market of hospitals/diagnositc labs and labs/universities/scientific institution, respectively. DNA-sequencing and research equipment
Their revenue model aligns with their market by focusing on their customer. Isolde focuses on generating revenue by providing the necessary tools, supplies, and regulation for DNA-sequencing. On the other hand, Emanuel focuses on generating revenue by providing equipments and machines for scientific studies.
The pros of single revenue model are streamlined decision making and operations, easier to manage, and clear organizational strategy.
The perils of single revenue model are losing customers that are using previous models, lower adaptation of their product, and increased risk.
The pros of flexible revenue model are the ability to rapidly iterate and change based on customer behavior and preferences, increased creativity in structuring their strategy, and increased retention of their existing customers.
The perils of flexible revenue model are increased complexity in running two entities and confused users about the different offerings.
As a PM mediating the combination of the department heads, I would find a solution by effectively communicating with the company’s vision and strategy. This comes down to firstly analyzing what our goal is: revenue, retention, growth, unification, stability, etc and why we chose that in our stage of the company. Then I would analyze the customer behavior through quantitative data – which customer segment use both and why would they need both – as well as receive feedback from stakeholders and customers. Then, we will be able to conclusively determine which action is best – an optimal decision making is simply making a decision. After that, we would iterate and constantly look for feedback on if it’s achieving our desired outcome. If not, we would iterate until we reach it.
