| Summary: | 首創直銷模式的戴爾電腦，創立18年來，每年的營業額皆有50%以上的成長。即使在2000個人電腦PC市場在萎縮的情況下，戴爾依舊交出亮麗的成績單。2001事件之後，所有主要電腦大廠的在下降的情況下，戴爾視唯一一家市佔率成長的電腦廠商，依2001IDC公布的數字，戴爾在全球市佔達13%，為全球第一電腦大廠，也是美國第一電腦大廠。
本文主要是深入探討戴爾電腦成功的營運模式，在網際網路時代起飛前後，戴爾在策略三構面的變化。本文定義1996年以後為網際網路起飛的年代。歸納整理得知，戴爾的營運模式有幾個成功關鍵：直銷模式、虛擬組織和供應鍊管理。戴爾的直銷模式架構起供應商、客戶和戴爾的虛擬組織，運用複雜的供應鍊管理，將戴爾的存貨管理和資產管理做最有效率的應用。
以營運範疇、核心資源和事業網路等三構面仔細分析戴爾後，可以發現網際網路的應用對戴爾的影響。因戴爾創立一開始，即使用直銷模式，省卻中間綿密經銷商的成本，戴爾的成本利基，在網際網路起飛前後是一致的。所不同的是：網際網路起飛前的直銷主要是仰賴電話和郵購，而因應網際網路的起飛，網路下單幾乎佔戴爾營業額的一半。
一開始就走對的營運模式，對戴爾的獲利模式有重要的影響。網際網路應用對戴爾的影響有以下幾點：
一、戴爾的營運範疇：因應網際網路的興起，戴爾的產品較偏向企業應用的服務，如伺服器、工作站和儲存設備等。以戴爾近年來不同產品對營業額的貢獻可以得知，企業應用的產品在戴爾的產品組合中佔有重要的比例。戴爾的活動組合在網際網路起飛後，更著重在組裝和客戶服務。
二、戴爾的核心資源：因應網際網路的起飛，戴爾創立的許多商業模式獲得了專利權。戴爾的專利權不僅為他取得策略聯盟的關鍵地位，也替戴爾築起了絕佳的進入障礙，防止康柏等電腦大廠的模仿。隨著網路下單客戶日益增加，戴爾將客戶區隔的也愈精細。客戶的區隔，讓戴爾清楚掌握客戶的需求。
三、戴爾的事業網路：網際網路的起飛對戴爾運用電子化的商業模式有很大的影響。不僅戴爾的體系成員增加，異業的合作在網際網路的時代裡更顯重要。戴爾與異業合作的目的，除了擴張事業網路外，對於關鍵技術和零組件取得的策略目的更是重要。
在講求速度的網際網路時代裡，戴爾以客戶為出發，創造與客戶直接的對話關係，不僅市佔率第一，也是客戶的第一選擇。
=== Dell direct model has created 50% growth yoy for the past 18 years since its establishment. In the year of 2001, especially after September 11, all computer manufacturers market share has shrunk and Dell is the only company with growth. According to IDC, the market share of Dell computer is 13.5% in the year of 2001, Dell is the global as well as the States leader.
The dissertation mainly focuses on Dell's successful model which is defined in this report as direct selling, virtual organization and supply chain management. Especially in 1996, Dell's three strategic dimension evolves along this year with booming internet usage.
This report is analyzed from Dell's business scope, core resources and business network before and after the internet age. Dell's cost advantage is consistent at the two stages, and the difference is Dell's sales mainly rely on phone and email before the internet application and nearly 50% of sales revenue is from internet after the internet age. The direct approach to Dell's profitability has the following important implication:
1. Dell's business scope: Dell's product line leans toward to enterprise application after the internet age, e.g. server, workstation and storage. If we analyze Dell's revenue drivers in recent years, we will find enterprise application weights important portion in Dell's product mix. Dell's activity focuses on composition and customer service after the internet taking off.
2. Dell's core resources: Dell is granted lots of intellectual property rights in its business model. Dell's IPR is the key competitive advantage for strategic alliance, furthermore, Dell establishes absolute entry barrier to keep other computer manufacturers copy its business model.
3. Dell's business network: Not only Dell has more members in the network, the cooperation with other industries is even more important for Dell in the age of internet. The aim of the cooperation with other parties in different industry is to expand its business network and to fUrther acquire the key components and key technology.
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