It is generally accepted that organisations need to be aware of current technology and the ways in which it can be applied to their area of work in order for them to survive in a competitive environment. Information systems technology, one of the fastest developing areas of innovation has proved to be a turning point for whole industries, revolutionising some and rendering others totally obsolete.
This paper reviews various models proposed by writers on information technology which evaluate or identify strategic applications and technologies. Each model is examined in terms of their strengths and weaknesses, underlying assumptions, focus, and the strategies they support. The analysis is summarised by presenting a simple framework showing the interrelation and comparison of the models.
The company CSR Humes Pty. Limited is analysed as a case study. Each of the major Information Systems planning models (Product Life Cycle model, Value Adding Chain mode~ Competitive Forces model, and Customer Resource Life Cycle model) are applied to identify potential applications.
This research project provides a framework to show how each of the models fitted with the others. They were found to be complementary so each could provide useful insight in particular circumstances.
The case study showed that the main areas for information technology support in CSR Humes had already been identified. However, three additional areas were proposed for further attention. The need was identified for the strategic planning exercise to be conducted by a person or team very familiar with current technology so that potential applications could be recognised. The precast concrete industry is not very information intensive in comparison to banking, and does not require a multitude of transactions as do large retail stores or travel booking offices. This was considered to reduce the potential of finding information technology applications.