噴氣藍色的資訊科技策略

David Neeleman 朱neeleman , founder and former CEO of Jet Blue, an American Domestic Airlines Company, has had lot of experience starting and running a low cost Airlines business. 創始人和前執行長射流藍色，一個美國國內航空公司的公司，已經有很多的經驗，出發點和運行低成本航空公司的業務。 He co-founded low budget charter Airlines Company called Morris Air in 1980s and then sold it to Southwest Airlines in 1993. 他共同創立的低預算憲章航空公司莫里斯公司所謂的空氣在20世紀80年代，然後出售給西南航空公司在1993年。 He was also a high level executive at Southwest Airlines for a brief period. 他還一個高層次長官在西南航空公司為一段短時期。 He quit that job after he had some differences with the Southwest executives. 他退出這項工作後，他曾與一些分歧，西南行政人員。 When he started Jet Blue, his mission was to provide a superior flying experience at an affordable cost , according to Harvard Business School (HBS) Case 當他開始噴氣藍，他的使命是提供一個優越的飛行經驗，在負擔得起的費用，根據哈佛商學院（商學院哈佛商學院）判例 JetBlue Airways: Starting from Scratch jetblue航空公司：從頭開始 . 。

Before analyzing Jet Blue’s IT Strategy, we have to understand it’s Business Strategy. 之前，分析射流藍色的資訊科技策略，我們要了解它的業務策略。 Similar to Virgin America’s Strategy analysis as in my previous blog 類似美屬維爾京，美國的戰略分析，作為我在以前的博客 Virgin America’s IT Strategy 美屬維爾京美國的資訊科技策略 , I have used ，我用 Micheal Porter Generic Strategy 邁克爾波特的通用戰略 Framework. 框架。

With strong experience in running a low cost carrier all his life, Neeleman understood how to run a streamlined low cost airlines operation. 強烈的經驗，運行成本低，承運人所有他的一生， neeleman了解如何運行一個精簡的低成本航空公司的運作。 According to HBS case mentioned above, Jet Blue has successfully utilized IT to streamline most of their tactical operations. 據HBs的上述情況，射流藍已成功地利用它，以簡化他們的大部分戰術作戰。 While, other airlines have a legacy mainframe systems and every pilot has to fill several documents before getting the flight route, Jet Blue’s pilot owns a laptop and downloads flight route with a single click. 同時，其他航空公司有一個遺留下來的主機系統和每一個飛行員，以填補了若干文件，之前獲得的飛行路線，射流藍色的飛行員擁有一台筆記本電腦和下載的飛行路線與單一點擊。 Clearly Jet Blue is using Cost Advantage Strategy and has aligned its IT Strategy to create a ‘paperless’ operations. 顯然射流藍色是使用成本優勢戰略，並已不結盟其資訊科技策略，以創造一個'無紙化'行動。

By branding themselves in subtle ways (unlimited satellite TV, leather seats, blue muffins etc.), Jet Blue has also gone out of its way to differentiate itself. 由品牌自己在微妙的方式（無限衛星電視，真皮座椅，藍鬆餅等），噴氣藍，也經歷了出來，其方式區分本身。 But, according to Porter, A Differentiation Strategy is one that creates a perception that the product or service is Unique and is difficult for the competitors to copy. 但是，根據波特，分化的策略，是一個創造一種看法認為，產品或服務是獨一無二的，是很難為競爭對手複製。 But, every differentiation gimmick by Jet Blue can easily copied by the Competitors. 但是，每一個分化的手段，由Jet藍色可以輕易地複製競爭對手。 In fact, Virgin America has successfully copied Jet Blues differentiation technique when it announced its Airline route in the 事實上，在美屬維爾京，美國已成功地複製射流藍調分化技術，當它宣布，其航空公司的路線，在 US 美國 . 。

So it’s evident that Jet Blue successfully uses only the Cost Advantage Strategy and not the Differentiation Strategy. 因此，它的明顯的噴氣藍成功只用成本優勢的策略，而不是分化的策略。 In my view, an IT Strategy should always align with the Business Strategy to widen the economic moat. 在我看來，一個資訊科技策略，要始終保持一致，與經營策略，以擴大經濟護城河。 But, it appears that the Executives at Jet Blue are trying to implement IT infrastructure to create Differentiation also. 但是，這似乎是行政噴氣藍正試圖實施IT基礎設施，創造行銷差異化也。 Listen to Neeleman’s views on how they are using IT to create differentiation for Jet Blue. 聽取neeleman的意見，它們是如何用它來創造分化為射流藍色。

It’s is tempting for the executives to extract maximum benefit from their IT implementation. 它的誘人的是為行政人員提取最大的利益，從他們的IT實施。 But what they don’t realize is that if the IT implementation supports any non core Business Processes that does not enable the Business Strategy directly or indirectly, then that implementation is bound to fail. 但他們並沒有意識到的是，如果它的實施，支持任何非核心業務流程，這並不使經營策略，直接或間接的，那麼實施是注定要失敗的。 I think Jet Blue should focus only on implementing IT to streamline and reduce cost of operations. 我認為噴氣藍應只集中於實施，以簡化和降低操作成本。 Focusing their IT resources on anything else is a distraction. 重點是他們的IT資源，對其他任何一個分心。 Again, listen to Neeleman’s subtle confession in the video above (taped in 2003) in which he says that their IT implementation in operation has suffered because of their focus on online frequent flier program. 再次，傾聽neeleman的微妙的供認是在視頻以上（錄音在2003年），其中他說，他們在執行它的運作受到了因為他們的重點放在網上頻繁弗利爾計劃。 Jet Blue’s frequent flier program is not unique (every other airline company has it), and implementing such a program can be outsourced. 噴氣藍色的頻繁弗利爾計劃並不是唯一的（每其他航空公司公司），和執行這樣一個程序可以外包。 Why waste your IT resource working on a state of the art frequent flier application if it’s not your core business process? 為什麼浪費你的IT資源工作對一個國家的藝術，經常飛的應用，如果不是你的核心業務流程？

This is the main reason why I think Jet Blue has lost its credibility lately and Neeleman lost his job as CEO. 這是最主要的原因，我認為噴氣藍已失去其信譽，最近和neeleman失去了工作擔任首席執行官。 The main takeaway then is: Focus your IT investment ONLY to enable the Business Strategy . 主要的外賣店，然後是： 集中您的IT投資不僅使商業策略 。 Investing and deploying IT resource in non core activities will erode your competitive advantage. 投資和部署IT資源在非核心活動，會削弱你的競爭優勢。