Titlebook: National Monopoly to Successful Multinational: the case of Enel; Massimo Bergami,Pier Luigi Celli,Giuseppe Soda Book 2013 Palgrave Macmill

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Constrain

Strategic Refocusing and International Expansion: Building the Future Enel (2002–2010)ally marked the end of Enel’s downsizing imposed by law as part of liberalization of Italy’s power market. Of the three GenCos sold (Interpower, Elettrogen and Eurogen), Eurogen was purchased in May 2002 by a group of investors who assigned its production capacity to Edipower SpA. In September 2001

慷慨不好

温和女孩

Afflict

猛然一拉

Leadership in a Combination of Continuity and Strategic Change: Building a New Identityional changes and build a new identity. As Enel’s transformation from monopolistic public entity to leading company in the global energy market took place in a relatively short time it represents a model case for privatization.

Tracheotomy

machination

deadlock

Technological Foundations for a Sustainable Competitive Edgeis vital growth area. As mentioned, Enel is the number two group in Europe for installed capacity. and at international level it has a balanced production and technological mix that includes all the main solutions for generating electricity.. On the contrary, in Italy there is a impelling need to re

contrast-medium

Strategic Challenges and Building One Companynly offer many opportunities, but also involve many constraints and threats. Because of this a great deal of emphasis needs to be placed on technological variables and the ability to gain some advantage by means of decisions. However, the consequences of these decisions will take quite some time — f