The article presents a business case study involving a fictitious
pharmaceutical firm in the process of merging two business units. One
unit, Siliquent, sells supplies for gene-based diagnosis while the
other, Teomik, manufactures research equipment for gene-based studies.
Both units are facing heightened competition due in part to the
expiration of patents they held, and in response have adopted different
business models. The executive charged with overseeing the merger must
decide whether to choose one of the models for the combined entity, or
let them continue functioning as they have been.