Steel industry prospered in Taiwan greatly from late 70s to early 80s. Automated steel manufacturing machines of high productivity were introduced into all steel factories and billions of NT dollars were invested. In this wave of steel manufacturing, three countries( US, Europe and Japan) dominated the advanced production-line equipment as well as the expensive materials needed for equipment production¡XTungsten carbide roll. This phenomenon put Taiwan steel industry in a less favorable position in the global competition. In view of this downside, PJ Company established a Tungsten carbide factory in Pudong, Shanghai in 1995. After years of hard work, PJ Company successfully developed a Tungsten carbide factory of high quality, breaking the old marketplace monopolized by foreign companies. In the year 2002, PJ took another step in overcoming the technical obstacle of Tungsten carbide alloy and successfully nanonized Tungsten carbide roll, making the company itself a global pioneer of Tungsten carbide manufacturer. The keys to P.J Company¡¦s success are its staged marketing strategy, and subsequent strategy including short, mid, and long-term management. More details are listed below: 1) Establishing the plant in accordance with the availability of raw materials¡Xlow cost strategy 2) Recruiting R&D specialists from China, Japan and Taiwan(especially consultant retired from Mitsubishi heavy industries)¡Xto speed up the establishment and innovation of the technique of powder metallurgy. 3) Brand strategy¡Xusing OEM cost as a counter for brand establishment. 4) Merger strategy¡Xto become a virtual storehouse for European steel factories, to improve service, and to lower time costs and transportation fees for individual product. 5) Strategic alliances¡Xto reduce the fierce competition on relative prices, achieving a bond of peaceful coexistence between companies through cooperation. 6) The nanonization of Tungsten carbide alloy ¡Xto make sure the company is ten years ahead of its rivals in competitiveness, narrowing the chances for other competitors. The success of PJ Company indicates good possibilities for future development and prospective market foresight in those traditional business combined with nanotechnology, the company¡¦s control in cash flow and critical R&D skills, as well as selecting national R&D departments for cooperation with many steel industries in Vietnam to avoid risks. All of these set a good example for Taiwanese businessmen who are or will be establishing factories in Mainland China. China Steel Corporation is currently evaluating the possibility of cooperation between PJ company and Dragon Steel Corporation, a member of CSC in Taichung, hoping to lower DSC¡¦s expenditure on Tungsten carbide roll. PJ Company also began an official collaboration with the factory of Yieh-hsing Company in southern Pintony industry zone on December 1st, 2005. At first the two companies worked together about the machinery process of Tungsten carbide to enhance productivity, to strengthen the techniques needed to complete the steps to producing roll and to achieve the goal of having the technique of nanonization of Tungsten carbide alloy to be replanted and stays in Taiwan. We are therefore extremely proud of this progress and look forward it.