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Thursday, February 14, 2013

Accounting

Enron calling model
In 1985, Kenneth Lay founded Enron as a subscriber line company selling gas. Enron was born from the merger
of Houston Natural splatter and InterNorth, a Nebraska pipeline company. In the process of the merger,
Enron incurred grand debt and, as the result of deregulating, no longer had exclusive rights to its
pipelines. In run to survive, the company had to come up with a refreshed and innovative line of products enterprise strategy
to generate profits and cash in flow. Kenneth Lay, CEO, hired McKinsey & Co. to assist in developing
Enrons business strategy. Jeffrey Skilling was assigned as consultant to the engagement. Skilling, who
had a background in banking and asset and liability management, proposed a revolutionary solution to
Enrons credit, cash and profit woes in the gas pipeline business: create a gas bank in which Enron
would deprave gas from a mesh topology of suppliers and sell it to a network of consumers, contractually
guaranteeing both the supply and the price, charging fees for the transactions and assuming the
associated risks. thank to the young consultant, the company created both a new product and a new
paradigm for the industryĆ¢€"the energy derivative.

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The deregulation of the energy and electricity
markets, particularly since the 1990s, for which Enron was a leading campaigner, vie a major role in
determining its business model, which endeared it to ring Street for more than a decade. The new
opportunities that came its mood after deregulation, particularly the ambiguously defined energy-trading
rules, gave Enron a peak start over others. Enron increasingly became an energy broker, selling
electricity and later, other commodities. Enrons business model was built on the quicksand of
guess where appearances were more important than reality. The conjuring of this bubble required
that jetty Street be pleased. One of the surprising facts of the Enron saga is that it never failed Wall
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