Purpose: We will understand and explain Dell’s value gap through an extended intellectual capital theory. This will be done by deriving the value to the different parts of the intellectual capital value scheme. We will also use value scheme to describe the ongoing strategy shift. Methodology: The qualitative method and an abductive reasoning have been employed during the progress. The interview method has been of semi-structured character. Theoretical Framework: The theoretical framework has been dominated by the intellectual capital. The intellectual capital theory has been supported by classic strategy models such as industrial organization and the resource based view. In addition to former theories, the Triple-A supply chain theory has been applied Empirical Foundation: The empirical findings have covered several fields of Dell’s organization. Dell has been a bold sales organization that has been resting on its fine business model. Dell 2.0 is changing the focus towards more soft aspects such as relations. Results: We have discovered that Dell is now in a changing state were they are starting to abandon the heavy cost focus to make way for longer and more profitable relations. The former business model is being imitated by so Dell is forced to create a more sustainable model for competition. The classic theories cannot explain this phenomenon with the same edge as the intellectual capital theory can. We have created a model that displays the origin of the value in the two competitive strategies
