Business and Revenue Models
Both businesses operate in the genetic tech market. While Isolde focuses on medical diagnostics, Emmanuel focuses more on research. Isolde cannot earn high margins on test instruments and machinery and instead makes returns on the compounds, test kits, and items needed to run the tests. Emmanuel, on the other hand, sells equipment to big funders of genetic research who can afford to buy the product at a high price point. Both businesses also focus on excellent customer service through free assistance. The companies take pride in adjusting to customer concerns and input.
A Flexible Strategy
The revenue models serve differing customer needs and markets, yet the companies still must align on a single revenue model. Customers cannot be contacted with different information from different sales teams, and the teams should align on their go-to-market strategy by identifying target customers and key messaging to win and retain those customers. However, this can be done in a flexible way. Clearly, both teams have experience pivoting when necessary and maintaining both strategy and flexibility. It is therefore feasible for the combined teams to operate in a similar manner.
Mediating a Fair Discussion
In order to mediate a fair discussion, I would spend the first part of the discussion setting norms and allowing Isolde and Emmanuel to share their work and feedback styles. I would also ask each leader to prepare some type of business overview (possibly a SWOT analysis or current go-to-market strategy overview). Once the leaders have a better sense of each other’s work styles, I would give each time to present their findings and ask questions. Then, I would work with Isolde and Emmanuel to brainstorm solutions and shared goals for the merged companies.
