ZYIP helps a certain enterprise integrate group resources and establish a new paradigm of coordinated development.

2025-11-20

I. Case Overview
An enterprise, as a technology innovation enterprise with a group structure, was confronted with the development bottleneck of scattered resources and insufficient technical synergy among its subsidiaries. ZYIP, through in-depth diagnosis, formulated a systematic solution centered on the intellectual property strategy and promoting the synergy of talent and financial management. This solution successfully helped the client integrate internal resources and build a collaborative combat capability. Eventually, it achieved breakthrough results in intellectual property accumulation, authoritative qualification recognition, and policy resource acquisition.

II. Case Details
1.Customer type/Industry
Group-based microelectronics enterprise, specializing in the research and development of full-stack sensing and actuation microsystems. Its business covers cutting-edge fields such as intelligent vehicles and 3C electronics.

2. Customer Pain Points/Problem Description
During the process of group development, the customer encountered core challenges: The affiliated subsidiaries operated independently, with technology, talent, and resources scattered and unable to form a synergy; The lack of a unified strategic guidance led to slow overall development; The insufficient brand influence seriously affected the enterprise's qualifications and project application results, restricting the enterprise's scale development and improvement of market competitiveness.

3. Solutions and Processes
(1) Establish a three-dimensional protection system for intellectual property rights
By conducting in-depth analysis of the core products and technologies of the enterprise, a combined protection strategy of "integrated circuit layout design + invention patent + utility model + trademark" is established. This turns the technical advantages into quantifiable core assets, laying a solid foundation for subsequent qualification applications.
(2) Implement the talent coordination allocation mechanism
Break down the barriers of talent within subsidiaries, establish a unified talent allocation system for high-level talents, formulate precise plans for talent recruitment and gradient development, and ensure that key talents can flow and be reasonably allocated within the group efficiently.
(3) Promote the standardization of operations
Unify the sales contract and invoice management processes, establish a clear and traceable financial evidence chain, provide complete and reliable operational materials for various qualification reviews, and significantly enhance the standardization and transparency of enterprise operations.

4. Achievements/Results
(1) Rich technological achievements: The total number of patent authorizations exceeded 50, among which there were over 30 integrated circuit layout designs and more than 20 invention patents.
(2) Breakthrough in qualification certifications: Successfully obtained authoritative designations such as "National High-tech Enterprise" and "Specialized, Skilled, Innovative Small and Medium-sized Enterprise".
(3) Significant policy support: Cumulatively received nearly 4 million yuan in rewards and subsidies from municipal and district governments, and were selected for multiple key support programs.

III. Case Significance

This case demonstrates the crucial role of professional service institutions in promoting the resource integration and strategic upgrading of group-based technology enterprises. Through the integrated system solution of "intellectual property - talent - management", not only has it helped enterprises break through their development bottlenecks, but also provided successful experiences that can be learned by similar innovative technology-based group enterprises. This highlights the significant value of specialized services in enhancing the overall competitiveness and sustainable development capabilities of enterprises.

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