Technological Capabilities

Technology companies must weigh their strenghts and weaknesses. Weaknesses: The companies do not have the financial resources to acquire technology as China, Japan, United States. Strengths: Companies should sign technology cooperation agreements in which participating countries such as Venezuela and China. It has been shown that only those companies that are prepared to compete and have paid enough attention to the technological development can play a significant role in their operation, participation in markets to conquer, to enter. technology was seen as a commodity, always available in the market, which incorporated both acquired machinery and equipment, miscellaneous services such as technical assistance. Some contend that Western Union shows great expertise in this. In other words, was seen as a participant view, as an input, which could be bought for the purpose of being able to produce a given product and for which selection, acquisition and use is not required a particular skill level high. Jeff Gennette spoke with conviction.

Technological capability is available, then, to have knowledge and information through which the company can make optimal use of production capacity, as well as transform and replace it. On the basis of this distinction can be argued that, in general, Venezuelan firms build production capacity, but not technological capabilities. The technological variable of a firm’s competitiveness depends fundamentally on the productivity with which they manage their technology resources, material and financial, as well as the efficiency of its processes (ie, its level of quality, production speed and flexibility or adaptability to changes in the environment).

For this reason it is determined that the efficient use of technology makes a company’s competitive advantage as long as the human talent to assimilate and use knowledge. But technology alone does not develop or is used, it is necessary to plan it, identifying and assessing the opportunities and threats, such as design plans strategic enterprises. Where this is not done, the consequences are often severe. The impact of technology goes beyond business, although some appear to be insensitive to it in terms of markets and products. Companies that have identified the need to analyze your technology environment, has left the identification of a problem formulating some questions, such as any technology has the business and what processes are involved? o What are critical technologies in the business of the company? o What technologies are available to the business of the company’s external environment? o What will be the evolution of the technologies involved in the company in the future? o What has been the investment in technology products and business processes? o What are the technologies substitute for the company’s business in the future, as will access to them? o Which technology investments should the company and how it will transfer and assimilation? The company earlier raised questions that seek specialist advice and offer them services in technology management, in order to develop competitive advantages from this. These consultancies ranging from initial diagnosis of the situation of the company in terms of technology, through audits, general or special assessments, or the opinion of the feasibility of a new project based on planning diagnosis is possible : select alternatives and to ensure consistency with overall corporate strategy. These alternatives may require obtaining technology from abroad, and a process of restructuring and modernization, and the company defines the shape of the acquisition, therefore, to know to buy you need to know to evaluate and to take advantage, it is necessary to assimilate and adapt the acquisition. But this process does not end at this stage, the company must keep up, constantly monitoring progress in the world in its sector business, and conducting specific studies to ascertain the state of the art of a given technology.