Oligopolies were generated then represented in "clusters" belonging to the sector with the greatest economic power rooted in the country, enabling them to maintain their status, with little effort. This phase of our company, was characterized by a free bonanza. Venezuelans should buy what is produced in the country, regardless of price or quality. Then he began to implement a model of openness, which would enable the country to enter the international market in the medium term. By the same author: Brad Pitt. To do this, in the late '70s began with the gradual reduction of import tariffs to urge Venezuelan businessmen take the relevant forecasts for the final opening of the market. This meant for them, incorporating criteria of quality and productivity to its philosophy of work, in order to compete in the near future, with international markets, and national as well as foreign companies have the opportunity to join to offer their products in the country. Another important feature was the implementation of the policy of price liberalization, which led to internal competition, and as a result, improvement of productivity and quality indicators of our businesses, thereby triggering the final process of globalization of markets . In general one can say that the period of economic opening was characterized by high revenues from the oil sector, and debt, phasing out measures to protect domestic entrepreneurs, partial elimination of tax exemptions and subsidies, few controls fiscal, economic policy is still influenced by the economic powers, unstable currency, capital flight, high inflation rates and the creation of taxes such as VAT.
In the late '70s, is considered to start changing the direction of the country's economic policies. Its onset is determined by the implementation of price liberalization policy, based on need to encourage domestic competition, which resulted in a profound speculation, substantially determined by agreements between oligopolistic groups that dominated the market. Another policy was implemented to provide incentives to nontraditional exports, preferably in those with high value added. This period was marked by a contradiction in the measures applied, which confounded the experts, and to cause distrust in our institutions. It may be noted also that Venezuelan companies have been the result of the economic models implemented by different governments, as a result of this have been mostly reactive. The organizational structure of enterprises is more related to the reaction of the tax measures imposed, which in its relevance to the implementation of strategies for long, medium and short term. In the initial phase of the modern era is characterized by being less competitive, highly profitable, highly diversified and not very competitive. Companies have been very competitive, initially for State protection, and then by the inability to develop strategies that anticipate changes in store for their environment.
The main weakness of the Venezuelan companies is its human resource management, there is clear, the cause of constant change and lack of vision. The financial health businesses today, is inadequate, the country risk is very high, there are no clear rules on fiscal and economic. The companies have low levels of capitalization and the high levels of indebtedness. To this must be added that there is a lack of modern organizational architecture of functional departments backed turned down due to the requirements of the behavior of current scenarios, as well as lack of technological development, organizational culture, authentic, and lack of leadership proactive management, creative, innovative, strategist, visionary.