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In late spring 2009, Stroz Friedberg co-presidents Edward Stroz and Eric Friedberg had to set growth targets for 2010. The leading global consulting firm they had built specialized in managing digital risk and uncovering digital evidence and had grown very rapidly. With the firm's CFO, they believed that the firm could grow from $58 million to $72 million, a growth rate of 27% over the preceding year. However, the firm's 11 offices had submitted first draft FY 2010 plans that together added up to firm-wide revenues of only $53 million, a growth rate of negative 10.2%. The preceding years of rapid growth had been successful but challenging, and a thorough review of the firm's culture, systems, structure, and processes in late 2008 had resulted in a significant set of changes to which the organization was still adjusting. Stroz and Friedberg wondered whether to push for continued, aggressive growth.

In January 2010, Bank of America is discussing their future mobile strategy. Should the company add complexity to their app, design multiple apps for business segments, or expand into other mobile channels?

This note describes the market for consumer finance products in the United States. The note focuses on the changes in supply and demand that have occurred since the mid-20th century, and highlights recent approaches to finance for low-credit rated borrowers.

This note describes the market for healthcare, primarily in the U.S., but also in other parts of the world to the extent that features of the system in particular countries are instructive. It also contains exhibits that display comparative performance of the system in terms of cost and quality. It raises the question of how health care can be delivered with higher quality at lower cost.

Swedish Match is a profitable smokeless tobacco company with low debt compared to other firms in its industry. The firms CFO now wants to revise the firms conservative financial policy.