Isolde represents a Siiqent, a company selling consumable products (such as biological and chemical compounds, test kits) to be used in common hospital and lab settings. Contrastingly, Emanual’s company– Teomik– generates revenue through selling instruments to large genetic research institutes.
The pros of imposing a single revenue model is that it provides more clarity and structure; Consumers will not get confused when interacting with the company, as the value their business provides is evident. The perils of this is that it limits the company’s prospects of making revenue, as well as “hamstrings” them in a constantly evolving market– patents are dying off every day and companies must take innovative approaches– like Siiquent’s pay-by-test strategy– to staying competitive.
As a product manager mediating this interaction between the department heads, I would first research to quantify the monetary impact (revenue, market size) of the single and double revenue streams, respectively. I would then seek out current trends in the relevant biotech fields– what are some existing or expiring patents that may affect us in the future? Who are our competitors and what are they seeking to offer? I would then explore possibilities of making both revenue streams work– how can we mitigate the cons while keeping the aforementioned pros? With all of this information, I would sit and discuss these talking points with the department heads.
