過去十年間資訊產業在行動裝置及雲端發展快速，由於智慧型行動裝置的興起，帶動消費者獲取資訊的方式不再局限於有限的空間。這期間發展最快的企業以蘋果電腦、三星電子及宏達電為指標性的公司，許多台灣的供應商也因此受惠。透過行動裝置，大量的資訊需求被大型社群網站開發出來，指標性的公司有Facebook、Google及微搏等公司，這些公司提供用戶利用智慧型裝置快速存取及取代舊有的社交模式。
以電腦硬、軟體為主要服務的大型電腦公司如戴爾公司、IBM 公司或惠普公司都在此波市場變革中失去競爭優勢。戴爾公司以成本領導為經營策略，透過直銷及客製化的服務模式，提供客戶專屬及低價的產品，並且以零庫存來優化公司的成本架構，但是當企業單以低成本為策略時，企業卻失去創新的動力與價值。IBM是最早捨棄低獲利個人消費產品的企業，2000年後開始集中目標在軟體服務業，企圖打造全球化的雲端服務，此策略雖然提供企業高價值及高獲利的公司願景，但卻使企業喪失多角化及完整產品服務的優勢。而惠普公司一直致力於創造業務差異化策略，透由不斷的企業併購來提升企業的競爭優勢及競爭者的進入門檻，不過因為CEO 更換頻繁，缺乏策略的一慣性，導致許多購併案失敗，惠普漸漸失去在電腦市場的競爭優勢。
本研究論文以三家大型外商公司為例，研究與分析個別於電腦消費市場的經營策略，透由第三章對個案公司的競爭優勢及變革策略詳細分析，並探討個案公司未來的策略發展，最後提出本研究論文的結論與建議。

Mobile devices and cloud technology has developed rapidly over past decade. With the rise of smart mobile devices, it drives consumers to obtain information by more than one way. Such as Apple Computer, Samsung Electronics and HTC are more representative enterprise of fastest growing in this period, and many Taiwan suppliers benefit from them. For instance, Facebook, Google and Weibo, these large community websites create substantial of information demand owing to variety of devices, and they also provide quick access to replace the old social model.
The large enterprises like Dell, IBM and Hewlett-Packard, which sell computer hardware or software, they lost competitiveness gradually in this great revolution. Cost leading is Dell's business strategy, it not only provide specific and lower price products by direct sales and customization, but also optimize cost structure by its zero inventory strategy. Nowadays, enterprises would probably lose the abilities of innovation and their value when they only count on the low-cost strategy. IBM was the pioneer which abandons the low-profit personal consumer products. It began to put their target on software service industry after 2000. It attempted to build up the global cloud services. While it provided high-value and high-profit vision in the future, but it resulted in losing the advantage of diversification and complete product services. Hewlett-Packard has devoted to creating business differentiation strategy, and enhanced its competitive advantage and increase the threshold for competitions through merge and acquisition. Unfortunately, since the frequent CEO movement, making it lack of consistent business strategy, HP gradually lose their competitive advantage in computer market and resulted in facing the failure M&A cases.
This study raises three large foreign companies as case examples to research and analyze the business strategy in computer market individually. First, I will analyze the competitive advantage and changing strategies of case company in Chapter III. Second, I will introduce its future development. And I will make the conclusion and raise the relevant recommendations of this study in the end.

一、中文文獻部分

1.朱宏斌著，以小搏大，戴爾的七堂全球行銷課，宇河文化出版。
2.洪傳治編著，IBM的變革力量，創見文化出版。
3.彭桂清，楊春偉著，HP惠普科技：創造矽谷神話的科技品牌，中經社文化出版。
4.陳坤宏著，消費理論，揚智化事業股份有限公司出版。
5.羅耀宗譯，換軌策略，再創高成長的新五力分析，天下雜誌股份有限公司出版。
6.毛世英編著，戴爾文化，中國人民大學出版社出版。
7.李連利著，IBM百年評傳，大象的華爾茲，華中科技大學出版社出版。
8.康毅仁著，變革力，鑄就IBM百年傳奇，安徽人民出版社出版。
9.周禹，白潔，胡淑珍著，惠普怎麼辦？誰說老狗玩不出新把戲？，上奇時代出版。
10.MBA智庫百科，企業併購理論。
11.MBA智庫百科，企業戰略選擇。
12.MBA智庫百科，組織變革。
13.MBA智庫百科，雲計算。
二、英文文獻部分
1.Porter, Michael E. (1985) , Competitive Advantage : Greating and Sustaining Superior Performance, The Free Press. New York.
2.Porter, Michael E. (1998) Competitive Advantage : Techniques for Analyzing industries and Competitors，Simon &Schuster publishers，USA
3.Scott D. Anthony (2009)，The Silver Lining: An Innovation Playbook for Uncertain Time，Harvard Business press.
4.Geoffrey A. Moore (2011)，ESCAPE VELOCITY: Free your Company’s Future from Pull of the Past，HarperCollins Publishers，USA.
5.Michael Dell ()，Direct for Dell: Strategies That Revolutionized an Industry
6.Holzner，Steven (2005)，How Dell Does It，McGrew-Hill Publishers，USA.
7.Gerstner，Louis V.(2002)，Who says Elephants Can’t Dance?:Inside IBMs’ Historic Turnaround，HarperCollins publishers，USA.