This study is aimed at analyzing the cognition and the relationship between distributor?s co-opetition and enterprise core competencies in telecommunication. Base on the theoretical foundation of co-opetition by Brandenburger & Nalebuff and enterprise core competencies by Prahalad & Hamel to discover the characteristics and commentaries of this industry. The strategy of co-opetition must consider five essential PARTS (players, added values, rules, tactics, and scope); also enterprise core competencies must pass three trails such as its extendibility, distinctive and create customer value. The research is based on the qualitative case studies and quantification of questionnaires to analysis the change in year 2007 of telecommunication industry at Taiwan. Qualitative research is interviewed with high-level managers in Lemel Inc., Senao Inc. and Aurora Inc., to actual the status of telecommunication market. The acquired information was criterion of questionnaires. In total, 450 questionnaires were placed at the telecommunication companies as mentioned above, and the subjects were the staffs and the managers who are responsible for the distribution. Number of valid returned questionnaires is 303 and analyses through the SPSS software. Following results were obtained by the outcome and the qualitative information: 1. Overlapping and downsizing channel causes more competitive market nowadays. 2. Different backgrounds of distributors have variances with the essentials of co-opetition, though same cognitive on the enterprise core competencies. 3. Different backgrounds of distributors have variances in satisfaction among co-opetition and the enterprise core competencies. 4. The relationship between co-opetition and enterprise core competencies of distributor in telecommunication is correlated. The valuable suggestions for the telecom distributors are drawn from the findings as reference.