ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book examines way in which extremely large and monolithic public enterprises were created in the United Kingdom (UK) and entrusted almost to the same managers as those who had been in charge beforehand. It focuses on the ‘National Express’ case suggest, the only option available for public policy is to exercise control in such a way as to limit the impacts of the ‘strategic barriers’ to entry practised by the incumbent. The book provides a useful scenario on the ‘cultural’ implications of privatisation. It presents brief hint that the sale of the profitable nationalised industries in the UK was in fact to the long term advantage of the public Exchequer itself. The book outlines broad range of issues concerning the most appropriate way in which privatisation could be understood in the context of developing countries served to reiterate that idea.
