November 30th 2007 2007年11月30日
Jet Blue’s IT Strategy喷气蓝色的资讯科技策略
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. 创始人和前执行长的喷气蓝，一架美国航空公司的国内公司，有相当多的经验，并开始运行一个低成本航空公司的业务。 He co-founded low budget charter Airlines Company called Morris Air in 1980s and then sold it to Southwest Airlines in 1993. 他共同创办了低预算宪章航空公司一家名为莫里斯空气中的八十年代，然后再出售给西南航空公司于1993年。 He was also a high level executive at Southwest Airlines for a brief period. 他也是一位高层长官在西南航空公司作短暂时期。 He quit that job after he had some differences with the Southwest executives. 他辞去该职位后，他有一些分歧与西南高管。 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 当他开始喷气蓝，他的使命是提供一个优越的飞行经验，在可负担的成本，根据哈佛商学院（ HBs的）判例 JetBlue Airways: Starting from Scratch 加州航空公司：一切从头开始 . 。
Before analyzing Jet Blue’s IT Strategy, we have to understand it’s Business Strategy. 然后分析喷射蓝色的资讯科技策略，我们要了解它的业务策略。 Similar to Virgin America’s Strategy analysis as in my previous blog 类似维珍美国的战略分析，因为我在以前的博客 Virgin America’s IT Strategy 维珍美国的资讯科技策略 , I have used ，我用 Micheal Porter Generic Strategy 迈克尔波特的通用战略 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. 强烈的治国经验一个低成本承运人他一生受用不尽， neeleman了解如何运行一个精简的低成本航空公司的运作。 According to HBS case mentioned above, Jet Blue has successfully utilized IT to streamline most of their tactical operations. 据HBs的上述案件，喷气蓝已成功地利用它，以简化他们的大部分战术作战。 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. 同时，其他航空公司有一个过时的主机系统和每一个飞行员已经填补了若干文件，然后争取航线，喷气蓝色的飞行员拥有笔记型电脑及下载航线点选一个。 Clearly Jet Blue is using Cost Advantage Strategy and has aligned its IT Strategy to create a ‘paperless’ operations. 显然喷气蓝，是用成本优势的策略，并使其资讯科技策略，以创造一个'无纸化'行动。
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. 由国家品牌本身在微妙的方式（无限卫星电视，真皮座椅，蓝松饼等） ，喷气蓝，也经历了它的方式去分辨本身。 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. 不过，根据波特， 分化战略，是一个创造了一种印象，认为该产品或服务是独一无二的，是难以让竞争对手复制。 But, every differentiation gimmick by Jet Blue can easily copied by the Competitors. 但是，每一个分化的手段，由喷气蓝，可以方便地拷贝，由竞争者。 In fact, Virgin America has successfully copied Jet Blues differentiation technique when it announced its Airline route in the 事实上，在维珍美国已成功地复制喷气蓝调分化技术的时候，它宣布它的航空公司航线在
So it’s evident that Jet Blue successfully uses only the Cost Advantage Strategy and not the Differentiation Strategy. 因此它显然喷气蓝成功仅使用成本优势战略，而不是分化策略。 In my view, an IT Strategy should always align with the Business Strategy to widen the economic moat. 在我看来，一个IT战略应始终保持一致，与经营策略，以扩大经济护城河。 But, it appears that the Executives at Jet Blue are trying to implement IT infrastructure to create Differentiation also. 但是，它似乎表示，行政喷气蓝正试图执行它的基础设施，以创造差异化也。 Listen to Neeleman’s views on how they are using IT to create differentiation for Jet Blue. 听neeleman的意见，对它们是如何用它来制造分化为喷气蓝色。
It’s is tempting for the executives to extract maximum benefit from their IT implementation. 它的，是诱人的，为行政人员，以获取最大的受益于他们的，它的实施。 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. 但他们不知道的是，如果它实施支持任何非核心业务流程，这并不使业务策略，直接或间接地，然后执行工作是注定要失败的。 I think Jet Blue should focus only on implementing IT to streamline and reduce cost of operations. 我认为喷气蓝应该只注重实施，以简化并降低操作成本。 Focusing their IT resources on anything else is a distraction. 围绕他们的IT资源就什么都是一件分心的事情。 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，倾听neeleman的微妙供认，在视频以上（录音， 2003年） ，其中他说，他们的IT实施运作受到影响，因为它们的重点放在网上频繁快车节目。 Jet Blue’s frequent flier program is not unique (every other airline company has it), and implementing such a program can be outsourced. 喷气蓝色的频繁快车节目，是不是独一无二（每其他航空公司有） ，实施这样的计划，可以外包出去。 Why waste your IT resource working on a state of the art frequent flier application if it’s not your core business process? 为什么浪费你的资源，它的工作对一个国家的艺术频繁快车应用，如果它不是你的核心业务流程？
This is the main reason why I think Jet Blue has lost its credibility lately and Neeleman lost his job as CEO. 这是最主要的原因，所以我觉得喷气蓝已失去其信誉，最近和neeleman失去了工作，为行政总裁。 The main takeaway then is: Focus your IT investment ONLY to enable the Business Strategy . 主要的外卖店则是： 你的意见集中在它的投资不仅使商业策略 。 Investing and deploying IT resource in non core activities will erode your competitive advantage. 投资和部署IT资源，在非核心活动，会削弱你的竞争优势。
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