But what was unique about Dell’s latest incarnation of its strategy was how the company was using technology and information-sharing with both supply partners and customers to blur the traditional arm’s-length boundaries in the supplier-manufacturer-customer value chain that characterized Dell’s earlier business model and other direct-sell competitors. Michael Dell referred to this feature of Dell’s strategy as “virtual integration.” On-line communications technology made it easy for Dell to communicate inventory levels and replenishment needs to vendors daily or even hourly.