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- Isolde leads Siiquent, a DNA-sequencing startup; their target markets were hospitals and big diagnostic labs. Emanuel leads Teomik, which is a provider of research equipment. They, on the other hand, target research labs and universities. Isolde’s business/revenue model is to “make money, lots of it”, while Teomik’s relies more on selling the actual products and being flexible for consumers and the competitive landscape.
- It depends on your business and the market you are going for. In Isolde’s case, hospitals and big diagnostic labs likely have lots of restrictions that make profit off of actual equipment a little more difficult. Emanuel’s target market, on the other hand, is willing to buy such equipment — which is why most of Teomik’s profit comes from their actual machinery/research equipment products.
- I think the first step in merging these two business models is to actually understand both of their strategies at a greater depth. Both Isolde and Emanuel appear to be strongly for their own model—meaning there will likely be resistance to this act to merge the two businesses. The most important part is communication; I would talk to each of them and organize group meetings to scope out what each of them are willing to make compromises on and learn more about their motivations.
