Isolde’s Siiquent is targeting the diagnostic market, including hospitals and diagnostic labs, while Emanuel’s Teomik targets the research market, encompassing research institutions and universities. Siiquent focuses on the “stuff that the machines use” and thus employs a “razor-blade model” (similar to ink printers), where the instruments are sold at cost, but the consumables and test kits generate the profit. They both have a robust post-sales support network that provides PhD-level assistance to their customers.
Single revenue model
When considering whether to adopt a single revenue model or maintain flexibility, both approaches present advantages and drawbacks. A unified model allows for consistent messaging across the organization and provides clear guidelines for customer selection, pricing, and strategic focus. This can strengthen internal alignment and simplify decision-making. However, this can also limit adaptability, potentially alienating customers whose needs fall outside predefined structures and constraining the sales team’s ability to tailor offers.
In the other hand, maintaining flexibility enables the company to adjust pricing and terms to fit individual customer contexts and quickly adapt to market changes, allowing responsiveness and innovation. However, this same flexibility can lead to inconsistencies that confuse customers, create perceptions of unfair pricing, and make it difficult to establish transparent standards across the organization.
Merging the units
I would start by talking to both division leaders and their respective divisions separately, helping me gather information and understand their expectations for how they would like the merger to proceed—then sharing what the other division hopes from the merger. This would then lead to a meeting where we try and find a good middle ground.
