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SUNDAY Communications was one of six mobile phone service providers facing fierce competition in a small market of 6.7 million population in Hong Kong. The Company had pursued an aggressive marketing and branding strategy since its establishment in 1994. However, after six years it was still struggling to make a profit. The case allows students to evaluate the effectiveness of SUNDAY''s strategy in a competitive marketplace where pricing, service quality and brand loyalty are significant tools for competitiveness. With the imminent granting of 3G licences in early 2001, the Company is hard pressed to formulate a viable strategy that will enable it to capitalise on its brand image and reposition itself in the mobile phone industry.