Our Perspectives

Our latest contribution on growth, execution, simplification and related business topics.

April 2017

Great Prairie Group follows the performance of the U.S. economy and select industries that we serve. With this issue, we are starting to publish a quarterly overview of the economy in the form of a dashboard of indicators, select sectors and related industries, and the implications for business strategy formulation.

March 2017

A strategic alliance is an important lever of corporate value creation. It leverages the capabilities of a partner company to take advantage of an attractive business opportunity that the firm would not be able to access otherwise on its own. This article discusses the benefits and the conditions that make a strategic alliance the appropriate course of action.

February 2017

A natural tension exists between strategic management and financial management of a company. Both aim at maximizing the shareholder value of the firm but differ in their approach. Strategic management considers the […]

January 2017

Many M&A deals are premised on the value of synergies. In some cases, synergy targets can be as high as 30% to 70% to justify the deal. Yet synergies are often overvalued. Clearly, when that happens deals don’t live up to their promise and destroy significant shareholder value instead. We look at four best practices that get to the heart of common synergy valuation problems, and ensure that synergies are valued correctly.

December 2016

International expansion  is a powerful growth initiative for many companies and market entry strategy is the most important driver of success to get there.  Market entry strategy determines the company’s ability to […]

November 2016

The costs associated with organizational alignment deal with two functions:  coordination and administration.  Coordination costs include resources dedicated to facilitating information sharing, knowledge transfer, and communication.  These resources may comprise teams, committees, […]

October 2016

Companies spend significant resources on strategic planning every year.  Six months to a year into it, many find out that they are no closer to executing their strategy and achieving results than […]

September 2016

The purpose of strategic controls is to track progress toward the fulfillment of the strategy or confirm its continued validity and take corrective action if needed. The objective is to act on […]

July 2016

When looking to sell a business, it is usually in the seller’s best interest to sell to a strategic buyer.  Strategic buyers usually include competitors, suppliers or customers of your company. They […]

June 2016

The age-old view that if you build it, they’ll come is rarely successful. But neither is the concept of asking customers what they want.  If they knew the answer, they would have […]