台灣從1997年開始電信自由化以來，在短短的五年內，台灣行動電話用戶數成長幅度驚人，於2002 年年底，依據國際電信聯盟（ITU）的統計，台灣行動電話用戶普及率高達111％已位居全球第一。從如此高的普及率來看，台灣的行動電話市場似乎已達飽和的狀態。然而政府卻也順應了世界通訊的潮流，跟隨著國際的腳步，與通訊技術的進步，於 2001 年底開始標售第三代(3G)行動電話的經營執照，並於2002年2月6日將規劃的五張經營執照全數標售完成。從如此高的普及率來看，台灣的行動電話市場似乎已達飽和的狀態，然而當3G執照發放時，卻仍成為電信產業最為熱門的話題之一，不論是否為既有無線通訊業者，只要與此沾上邊的，莫不卯足全力，摩拳擦掌，以聯盟合資、貸款、發行公司債等集資方式，角逐3G執照發放盛會，只為爭取下一世代無線寬頻基礎建設的經營通行證。
第三代(3G)行動電話是有多大的利機？在這五家3G行動通訊業者中，聯邦電信（也就是現在的威寶電信）以及亞太行動寬頻電信為新的行動通訊業者，又如何與其他三家既有之2G行動通訊業者競爭？其市場之策略該如何擬定以立一席之地？這是值得探討，深入研究的課題。第三代行動電話到底有何商機 ? 或者第三代行動電話又該如何創造商機 ? 市場大都已經被2G業者佔據，新加入之3G 業者又該如何進入這市場參與競爭 ? 佔據最有利的競爭位置，使企業不僅可立於不敗之地，而且創造企業美好的遠景等等，找出這些答案和策略之運用就是本論文之目的。
本研究的範圍則主要以台灣市場為考量，並參與世界各國3G產業的發展和市場的趨勢，及台灣電信產業的現況形態。研究之對象為台灣本國內的現有行動通信業者，和有意進入國內3G市場的新業者，同時也把行動通信產業價值鏈中的合作伙伴–終端製造業者和內容供應商納入研究的對象。了解產業和市場狀況後，利用 SWOT 之分析與應用，來幫助新加入的3G 業者擬訂其市場策略。

Taiwan telecom market was opened in 1997, and then the telecom market changed from monopoly to relatively open market. Only after five years, the cellular phone subscribers have an incredible growth. According to ITU (International Telecommunication Union) statistic report in 2002, ie The popularity rate of cellular phone in Taiwan was 111%, It’s the No. 1 in the world. And from another words, the cellular phone market was full over.
But, the government still follow the globe trend of telecom industry, to sale the 3G license in 2002. There are total 5 licenses, and 3 of 5 are 2G operator, and the other two (APBW & Vibo) are new operators. For there two new operator, how to compete with the 2G operators ? The market strategy is very important in this moment.
This paper will base on local environment to study the market of telecom industry especially telecom operator, certainly including the value chain vendors such as handset manufactures and content providers.
The paper is not only study the telecom industry development and market current situations, but also use the SWOT analysis tool to draw up the market strategy. So that it can provide more efficient advice to the new operator.

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