電信市場開放以來，普及成效已現，加上其資本與技術密集的產業特性，行動通信業者如何有效達成利潤與成長目標，是現階段的深思重點。在一般使用者已達開發飽合狀態下，以企業用戶為主體的行動商務市場，是業者積極開發的利基區隔。行通業者致力於擴展企業用戶的服務之際，應將組織資源投注於哪些重要的價值單元，才能達成最大的市場效益是本研究欲探知的焦點。
本研究結合由文獻探討所得的次級資料，及訪談現今國內行動通信業者所得之初級資料，運用Robert (1972) 所提出的內外在環境分析方法，分別由組織、顧客、產品、競爭者、及政策環境等五個構面，推論出行動通信業者經營企業市場的關鍵成功因素。訪談對象方面，以目前台灣行動通信業三雄為研究主體，邀訪該公司推展企業市場的負責單位高階經理人。
研究結果顯示行通通信業者開發企業市場的關鍵因素包含：
1.營運方面需具備的能力：良好的運籌管理能力，掌握機會的能力，員工素質及能力的提升管理。
2.市場導向經營需具備的能力：顧客需求掌握的能力，顧客導向的產品設計能力，顧客溝通網路的建立，與顧客長期關係建立的能力。
3.市場擴展需具備的能力：範疇經濟優勢的運用，外部化效果的應用，全功能服務的能力，客戶的留續力。

Since the deregulation of Taiwan’s mobile telecom market in 1996, the penetration rate of mobile phone subscribers has grown substantially. Nevertheless, the increasingly saturated market leading to shrinking profit margins and decreased market size has forced mobile operators on the island to exploit new business opportunities. The research focuses on the how these mobile telecom companies create new revenue sources by developing the business market and focusing their resources on a few critical arenas.

This research adopts the qualitative exploratory study method. The first, author collected an amount of domestic and foreign relative references, including industry yearbooks, books, professional reports, journals, magazines and newspapers as the secondary data. Then, author interviewed the country’s three largest mobile operators and formulated these materials by using the “Characteristics of Perceived Environments and Perceived Environmental Uncertainty” methodology (Robert B. Duncan, 1972), to which author can understand the key factors to business success and the industry’s competition model.

The result from the research shows that the key to success includes:
1.Outstanding business operation capability: well-built management system, to ability to seize emerging market segments, and to enhance quality and ability of internal staff.
2.Market-oriented business strategy: to fully understand and meet customer demands, customer-oriented product design, smooth communications with new and existing customers, and to maintain long-term partnership.
3.Expansion beyond the existing market: to leverage the scope economics advantages, to apply the externalize efficacy, to provide full-feature services, and to retain the existing customers.

一、中文文獻
1.大前研一，黃宏義譯，策略家的智慧，長河出版社，民國86 年。
2.江俊緯，民國92年，「行動內容加值服務平台可行性之研究---以交易成本觀點」，國立政治大學科技管理研究所碩士論文。
3.克理斯汀生、雷諾，創新者的修練，天下，台北，民國九十四年。
4.克理斯汀生、雷諾，創新者的解答，天下，台北，民國九十三年。
5.吳士豪，民國90年，「未來我國第三代行動通訊服務市場之成形條件與關鍵成功因素」，國立政治大學企業管理學系碩士論文。
6.吳思華，產業政策與企業政策，中國經濟研究所，台北，民國七十七年。
7.林素儀、吳顯東，民國92年，「新興科技介紹－後第三代行動通訊(B3G)」，情報顧問產業研究報告。
8.柳九如，「行動商務新產品上市行銷策略之探討」，國立台北大學企業管理學系碩士論文。
9.徐玉學，民國93年，「2005 年台灣3G 市場發展展望」，拓墣產業研究所焦點報告。
10.莊尚平，民國89年，「資源基楚理論下持久競爭優勢之整合性架構初探」，國立台灣科技大學工業研究所碩士論文。
11.陳佳宜，民國93年，「2010 年B3G 時代的行動通訊市場演變」，拓墣產業研究所焦點報告。
12.彭淑芬，隻手遮天-大哥大四天王的電信大戰，台北，商訊文化事業股份有限公司，民國九十年。
13.黃佳櫻，民國92年，「建構行動商務的關鍵成功因素」，國立臺灣大學資訊管理研究所碩士論文。
14.劉幼琍編，電訊傳播，雙葉書廊，台北，民國九十三年。
二、英文文獻
1.Aaker, D. A. (1984), Strategic Market Management, John Willey & Sons, Inc., New York.
2.Alberto, Sousa De Vascomcellos e Sa J. and D. C. Hambrick (1989), “Key Success Factors: Test of a General Theory in the Mature Industrial Product Sector,” Strategic Management Journal, Vol. 10, No. 4, July/Summer pp. 367-382.
3.Ansoff, H. I. (1965), Corporate Strategy, McGraw-Hill, New York.
4.Chander, A. D. (1962), “Strategy and Structure, Cambridge,” MA: MIT Press.
5.Christensen, C. R., Andrews K. R. and Bower J. L. (1978), Business Policy: Text and Cases, Homewood, I11: Irwin.
6.Crag, J. C. and R.M Grant (1993), Strategic Management, McGraw-Hill, New York.
7.Dainel, R. D. (1961), “Management Information Crisis,” Havard Business Review, Vol. 39, No. 5, pp. 107-118.
8.Drucker, Peter F. (1974), Management: Tasks Responsibility Practice, Harper and Row, New York.
9.Farh, Jiing-Lih, Chen-Bo Zhong and Dennis W. Organ (2004), “Organizational Citizenship Behavior in the People’s Republic of China,” Organization Science, Vol. 15, No. 2, April, pp. 241-253.
10.Ferguson, C. R. and R. Dickinson (1982), “Critical Success Factors for Directors in the Eighties,” Business Horizons, May/June, pp. 14-18.
11.Flint, Daniel J., Robert B. W. and Sarah F. G. (2002), “Exploring the Phenomenon of Customers’ Desired Value Change in a Business- to- Business Context,” Journal of Marketing, Vol. 66, No. 4, October, pp. 102-117.
12.Hofer, C.W. and D. Schendle (1978), Strategy Formulation: Analytical Concept, West Publishing Company, pp. 75-76.
13.Hofer, C.W. and Shendel (1978), Strategic Management and Business Policy, McGraw-Hill Book Co., pp.99-100.
14.Kathryne, Dupre, Tim Jones, Shirley Taylor (2001), “Dealing with the Difficult: Understanding Difficult Consumer Behaviors in a Service Encounter,” American Marketing Association, Vol. 12, Winter, pp. 173-180.
15.Khandwalla, P. N. (1977), The design of organizations, Harcourt Brace Jovanovich Inc, New York.
16.Leidecker, J. K., and Bruno, Alber V. (1984), “Indentifying and Using Critical Success Factors,” Long Rang Planning, Vol. 17, No. 1, pp. 23-32.
17.Newman,William H., Summer Charles E. and Warren E. Kirby (1972), The Process of Management: Concept, Behavior and Practice, Prentice-Hall, New York.
18.Porter, M. E. (1980), Competitive Strategy Techniques for Analyzing Industries and Competitors, The Free Press, New York.
19.Rockart, J. F. (1979), “Chief Executives Define Their Own Data Needs” Havard Business Review, Vol. 57, pp. 137-145.
20.Shank, E. Michael, Boynton, C. Andrew, Zmud, W. Robert (1985), “Critical Success Factor Analysis as a Methodolody for MIS Planning,” MIS Quarter Minneapolis, Vol. 9, No. 2, June, pp. 121-130.
21.Strauss, G., and Sayles L. R. (1972), Managing Human Resources (3rd.), New Jersey: Prentice-Hall Co., pp. 119-125.
三、網站
1.中華電信http://www.cht.com.tw/
2.台灣大哥大http://www.tcc.net.tw/main/
3.電信總局http://www.dgt.gov.tw/flash/index.shtml
4.遠傳電信http://ecommerce.taipeitimes.com/ecom/industry/tel/fet/product/profile_b5