Can One Business have Two Revenue Models?

Isolde targets hospitals for gene-based diagnoses, while Emanuel targets research institutions for gene research. Because Siiquent makes money on the “stuff” while Teomilk makes money on the “machines,” there is a solid argument for letting the merged company continue on its flexible way because the two revenue models merge together well. Because both divisions understand their respective markets well, they can combine their forces and emphasis on flexibility to more easily serve customer needs and adapt to changing market trends. However, this may cause the company to become distracted and disorganized, especially since they are now much bigger after the merger and have to consider new problems at that scale. If being flexible causes more trouble than it is worth, imposing the structure of a single revenue model would be more efficient because it allows the company and employees to focus on one revenue model and execute it well.