Abstract Competitive Strategies from 2G to 3G ¡V A case of Taiwan Mobile Group In trend with WTO, globalization and government policy, the domestic telecommunication market has gradually moved from monopoly to free market. Suddenly, the liberalization of telecommunication resulted in fierce competitions in the market, each fighting for customers and market share, staging a battle scene in the telecommunication industry. Although 2G has excelled, it could not lead the fixed network out of its distress. Business enterprises were still stuck in the swamp of the last mile. On the other hand, 3G was launched with a thunderbolt posture, but its expensive license fee has deeply scarred business enterprises once again. Competitors tried their best in both hard selling and lucrative promotions, only to find very few customers have been touched. Money has been spent, but the future seems dim. Faced with a chaotic market, fierce competition and a hazy future of 3G market, how the telecommunication business enterprises innovate new business models, provide attractive service content to consumers, so as to avoid fierce price competition and establish new competitive advantage, the business mindset, strategic positioning are crux of the matter. In Porter¡¦s Competitive Strategies, the objective of competitive strategy is to be different. In other words, when a business manager establishes a different set of business activities, provides a unique set of values to customers, can it thus have a unique competitive advantage. Taiwan Mobile Group is one of the three largest domestic telecommunications company. Its scope of business includes fixed network, cellular network, 2G and 3G mobile telecommunication, customer service and all other telecommunication businesses since the liberalization of the industry. The business team ¡V Fubon Financial - is one of the top business group in Taiwan. Is its factor of success in 2G one of internal advantage or one of external opportunity? What is its competitive strategy from 2G to 3G? Can its success in 2G ensure similar success in a competitive advantageous position in the 3G and future market? Faced with a slow development of 3G market, lack of competitiveness in the service function, as well as the impact of 4G WiMAX V technology, what kind of strategic posture should it take? This thesis investigates the development of Taiwan Mobile Group from 2G to 3G, its strategic positioning, internal competitiveness and how it should innovate a new business model, establish a different set of business activities, or provide unique service value, so as to create an unique competitive advantage, to reap greater market opportunities and continually create competitive advantage. Six conclusions are made for the case study company: (1) The success of 2G is the strength and foundation for Taiwan Mobile Group in the 3G market. (2) The development of Triple Play digital bus cross-industry system integration aids in the competitive advantage of 3G. (3) Merger strategy and resource integration strategy may not achieve synergy. (4) Corporate governance has poor results, unclear vision does not aid the long term development of the business. (5) Concern for employee should take a higher priority than focus on customers. (6) Dependence on external technology and lack of R&D capability do not facilitate development of continuous competitive advantage. Eight recommendations to the case study company: (1) Research and develop a killer ¡§integrated mobile digital service platform¡¨ to dominate the 3G and markets of the future. (2) Cultivate senior management with skills in innovation and integration. (3) Institute a forward-looking ¡§vision¡¨ to lead its employees, inspire passion and seize the future. (4) Build up a corporate culture of ¡§customer is paramount¡¨, ¡§employee first¡¨, and ¡§continued business operation¡¨. (5) Decentralize the organization, humanistic management, simplify process, rationalized costs. (6) Construct a ¡§business resource integration platform¡¨ to integrate all internal resources and build up a strong competitive force. (7) Cultivate the ¡§corporate client¡¨ market. (8) Plans moves in China with a global vision. Further studies: (1) Study of the competition and cooperation strategies between 3G and WiMAX. (2) How does Taiwan innovate an ¡§integrated mobile digital service platform¡¨. Keyword: Competitive Strategy, Competitive Advantage, Second Generation Mobile Telephony (2G), Third Generation Mobile Telephony (3G)