Information strategy is an integral part of a business plan to improve the computer/communications architectures, hardware, software, peripherals, and training. The mentioned changes are targeted at refining business operations (Betz, 396). Accordingly, Timberlodge has benefited from restructuring of the technical aspect specifically its software/hardware architectures. Information strategy (IS) of Timberlodge should yield competitive advantage at a lower cost and higher profitability.
IS is composed of three components namely information system (IS) strategy, information technology (IT) strategy, and information management (IM) strategy. In Timberlodge’s case study, they are looking to adapt the same innovative and technological approach into the product area of figurines based on the production driven by demand. The said aim is considered to be the company’s IS Strategy. Given the long business and supplier relationship of Timberlodge and Potterville, the company can meet halfway by integrating the new automated production processing system in their existing factory at Potterville.
In this way, the company and its highly skilled, experienced, and loyal workforce at Potterville that makes up the IM strategy. The company can make use of the same tool called KAPS Associates’ Systems Planning and Analytical Tool (SPLAT) as its IT strategy. Timberlodge can continue to achieve higher production through efficient, automated production system by integrating the new information technology into the traditional set up.
The possible adverse publicity of the closure of its factory in Potterville can be avoided through adapting the new technology and retraining of the staff in Potterville. Timberlodge should also consider their loyalty and long standing job employment with the company. While these people are highly skilled, the new automated system requires low skilled people. Thus, workers must be re-assessed and rehired based on their skills.