本個案藉由戴爾電腦併購全球最大的儲存裝置大廠EMC的併購案，描述兩家資訊產業重量級的公司，如何在本身產業已逐漸走入下坡的情勢下，藉由大者恆大的策略來重新為資訊產業投下一記震撼彈，在併購決策過程中如何執行風險評估以及在合併後人力資源管理的應用，此外攸關台灣的幾家重量級ODM廠商如何透過商業模式中的關鍵合作夥伴找出在這波合併後的定位與對應的方針。
戴爾電腦曾經以電話直銷的銷售模式成為全球最大的電腦王國，目前是全球第三大的個人電腦品牌以及第二大的X86伺服器公司。至於EMC(美國易安信公司)，則是資訊儲存和管理系統、軟體、服務和解決方案領域世界領先的公司。幫助全球各種規模的公司實施資訊生命周期管理(ILM)，使他們能夠更好和更經濟高效地管理、使用、保護和共用他們的資訊。無論是戴爾或是EMC，都在資訊產業日新月異的環境下一路走下坡，面對著同業間的競爭，更大的潛在威脅是產業的成熟以及新科技的推陳出新，面對這些難題，這兩間如大象般的重量級企業卻不容易快速應對。所幸戴爾的創辦人麥克‧戴爾仍具備創業家的精神，先是完成戴爾電腦從那斯達克下市並私有化，使他擁有投資未來的自由，來落實創新和持續的IT策略，進而執行併購EMC以進軍高階企業儲存設備以及雲端解決方案供應商。

In this case, Dell's acquisition of EMC, the world's largest storage device maker, describes how the two heavyweight companies in the information industry have gradually entered a downward trend. By “the bigger the stronger” strategies to re-inject a shocking shot for the information industry, how to implement risk assessment and application of post-merger human resources management in the M&A decision process, and also how several heavyweight ODMs in Taiwan collaborate through key partners in the business model to find out the orientation and corresponding policy after this merger.
Dell Computer has become the world's largest computer kingdom with direct sales of telephone sales. It is currently the third largest personal computer brand in the world and the second largest X86 server company. As for EMC, it is the world's leading company in information storage and management systems, software, services and solutions. Help companies of all sizes around the world implement Information Lifecycle Management (ILM) so that they can manage, use, protect, and share their information better and more cost-effectively. Whether it is Dell or EMC, they all go downhill in the ever-changing environment of the information industry. Faced with the competition among peers, the greater potential threat is the maturity of the industry and the innovation of new technologies. In the face of these problems, the two Elephant-like heavyweight companies are not easy to respond quickly. Fortunately, Dell's founder, Michael Dell, still has the spirit of an entrepreneur. He first completed the privatization of the Dell computer from Nasdaq, freed him to invest in the future, implemented innovation and continuous IT strategy, and then executed mergers and acquisitions of EMC to enter high-end enterprise storage equipment and cloud solutions provider.

中文文獻
1. 王銘祥，2015，(戴爾2兆元豪賭的背後－天價併購ＥＭＣ　是延長賽，還是毀滅戰？)，財訊雜誌，10/21，http://www.wealth.com.tw/article_in.aspx?nid=6029
2. 王宏仁，2015，(Dell併購EMC戰略轉型大剖析)， iThome，10/18，https://www.ithome.com.tw/news/99492
3. 湯明哲，2010，策略管理，臺大開放式課程
4. 奧斯瓦爾德Alexander Osterwalder、比紐赫 Yves Pigneur，2012，獲利時代 : 自己動手，畫出你的商業模式，尤傳莉譯，早安財經文化有限公司出版
5. 鄧家駒，2005，風險管理，華泰文化事業股份有限公司

英文文獻
6. Gartner, Inc.. (2015), “Magic Quadrant for General-Purpose Disk Arrays”; “Deduplication Backup Target Appliance Magic Quadrant”; “Enterprise Backup Software Magic Quadrant” and “Worldwide Server Vendor Revenue Estimates, 3Q15”.
7. International Data Corporation (IDC), Worldwide Quarterly Disk Storage Systems Tracker. (2015), “Top 5 Vendors, Worldwide Total Disk Storage Systems Market, Third Quarter of 2015”
8. Matt Brown.(2016), “The 10 Biggest Channel Challenges Facing Dell After Acquiring EMC”, in http://www.crn.com/slide-shows/storage/300081979/the-10-biggest-channel-challenges-facing-dell-after-acquiring-emc.htm/pgno/0/10 , September 7

網站資料
9. 維基百科網站，https://zh.wikipedia.org/zh-tw/%E6%88%B4%E7%88%BE