Isolde’s company targets the hospital and large diagnostic labs market, whereas Emanuel targets university research labs. They sell similar things: equipment for gene-based research, as well as services such as training and hotline support. Isolde sells equipment for close to cost, and then generates revenue with continued “consumables” like test kits and chemical clients to their clients. Emanuel makes money from selling lots of machines.
While imposing a single model on a firm could generate order and vision, and always provide a clear decision when a problem arises, it could hinder the strengths and profits (!) that might be available by being flexible. Say they sell stuff instead of machines and a hospital asks for some specific modified machine- a fixed single model might not be able to accommodate that.
I would sit down with Isolde and Emanuel and first – like in class – initiate a conversation about values. It seems like they really value the consumer above all else and don’t want to charge them extra money for services. It also seems like they may find common ground on this “flexible” aspect already apparent in Emanuel’s business. I would also allow them to challenge each other and ask Isolde what they think of Emanuel’s machine model, and perhaps how they can decrease the costs of production. And vice versa. These people know their business better than I ever could, I don’t see any utility and me entering the room trying to impose something on them.
