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Once upon a time, the world was ideal. Each and every national railway company had its own exclusive chain of suppliers for rolling stock, signalling systems and communication devices. They also had their own standards for signalling and some even owned profiles and track widths. For the exclusively appointed supplier, this meant that he could entirely rely on the business relationship with his (often sole) customer, not fearing any competition whatsoever. A market that is shaped by such static and protectionist approach means that structures, business processes, and development models become exceptionally traditionally and absolutely static and inflexible.
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