Abstract
Started in 1973, ITRI began life with a mission to help Taiwanese SMEs to move up the value chain. ITRI has been active in assisting local technology companies in improving their competitiveness in the global marketplace. Given changes in the economic environment, ITRI needs to further concentrate its energies and stress integration among various sectors. The organization needs to be better equipped to face challenges, maintain a competitive edge and create business opportunities amid the latest wave of economic development. This organizational restructuring will focus on creating mission-oriented, highly motivated technology centers that have clear goals. Internal resources will be clustered in these centers, helping to promote innovation and create beachheads in the latest technologies. The institute has also made significant growth in intellectual property business which benefits the private sectors. On the other side, ITRI encourages researchers to think out-of-box and to be innovative. ITRI has changed the rigid culture and systems. For example, researchers can come up with their own ideas on the areas they desire to work on and there would no penalty if the projects failed. On the other hand, ITRI gave free time and project for researcher to take risk at exploratory level to assure the creativity can happen. ITRI Management team committed the new vision and goal. In order to fulfill the goal of organization, ITRI had transformed the structures and innovative culture. With the great inner changes, ITRI also updated corporate Identity. After reorganization, ITRI has received many international awards for its innovative technologies. The paper surveys that the strategies of management how to enhance ITRI brand values in brand awareness, perceived value, brand loyalty, brand association and other proprietary brand assets.