Isolde(Siliquent) is targeting hospitals and big diagnostic labs while Emanuel(Teomik) is targeting research labs and universities. Isolde’s approach is selling stuff because their equipment was too costly so they needed to focus on making their product more consumable. By making their product more consumable, they became very flexible with customer feedback, emphasizing their level of maintenance support and constantly adjusting its offering. On the other hand, Teomik earns its profits on machines because large research labs and universities can afford the higher price for the equipment. Therefore, they are less focused on customer assistance and more focused on their product development.
One advantage of imposing the structure of a single revenue model is that it gives cohesion to the company especially now that their target markets are starting to merge. Additionally, this gives the company general structure which is important because there are potential risks to always adapting for every consumer and trend. One disadvantage is that both companies have already been operating successfully under their current models for a long time and have developed these separate models based on their consumer and product. In addition, since both Isolde, Emanuel, and their employees agree that the current revenue models should remain, going against the general consensus could decrease company morale and productivity.
As a PM, my strategy to ensure that the merging process is fair is to include multiple stakeholders including managers and employees across various departments in the conversation. Through involving more people and perspectives outside of just the department heads, it may feel more like a collaborative effort in order to consider perspectives from both companies in an equal way.
