- Which markets do Isolde and Emanuel target respectively? How do their respective business/revenue models align with their markets?
Emanuel targeted a more subscription based/item usage based market, where the revenues were brought in largely from the continued usage and comsumption of products; this was the healthcare and genomics market. Whereas the Isolde, was more of the ‘sell the machines’ type of company to target the market of large healthcare providers looking at research technologies. Both of their models did not rely on profiting from services, but rather by profiting by selling items. They also both incorporated a model of revenue where they adapt to what the market and customers needed rather than following a strict revenue model.
In building flexibility, it is important to be able to adapt to what customers want and need in order to maximize revenue. If a business only focuses on a strict, one path for revenue, it can be very tenuous for that one path to consistently produce high numbers. However, if a company expands to looking for different areas of revenues, it may dilute the company’s branding or cause the company to produce subpar products.
With regards to a fair merging process, I would first clearly identify what the post merge goal looks like: who is kept between the companies, what is the company culture, what does the day to day and workflow look like, etc. Then I would outline a roadmap for what they need to do and what to set into place for pursuing this goal.
