As an emerging technology service enterprise within the ecosystem of a global leading battery company, the client was confronted with the dual challenges of a lack of internal management systems and unclear research and development directions during its early stage. These issues severely hindered its development and the process of being recognized as a high-tech enterprise.

The client is a leading enterprise in domestic intelligent inspection robots. When applying for a key project, it was confronted with the dual pressures of scattered technical materials, difficulty in extracting key points for novelty verification, and a tight time window.

As a semiconductor storage company listed on the Sci-Tech Innovation Board, the client has accumulated a large amount of intellectual property rights rapidly. However, it is currently facing a development bottleneck where the integration of its management system and innovation process is insufficient.

This case demonstrates the key path for the advancement of intellectual property management from "quantity accumulation" to "quality optimization".

A packaging company that has been deeply rooted in the industry for over twenty years encountered core challenges such as weak intellectual property reserves and unstandardized R&D management when it initiated the application process for a high-tech enterprise and a specialized and innovative enterprise in 2021.

This case demonstrates the crucial role of professional service institutions in promoting the resource integration and strategic upgrading of group-based technology enterprises.