Through advisable orientations in research and development, technological transfer and innovation the meat industry can respond to the consumers’ demand. Continual crises have helped the consumers to understand that the term “beef” is generic and corresponds to many different products, breeding systems and origins. The beef meat sector has responded by improving the traceability of meat. For companies, there were two challenges: reassuring the consumers as to the origin of the meat consumed and information through appropriate labeling. This traceability has ended up being a strategic commercial asset. However, although the indication of the origin of meat is one of the ifrst criteria of consumer choice, it is not the only one. Today’s consumer is looking for an appropriate quality/price/use ratio. Since the cost-effectiveness of meat companies is rather low, there is a real need to combine consumer habits with a strategic positioning of value-added products. It is necessary to make investments profitable through higher volumes and diversification of the market. For example, ground meat has increased from 25%to more than 40%of the total meat consumption by supplying diversiifed products. The creation of an added-value via diversiifed products has raised many research and development problems which are discussed in this article.%接连不断的食品卫生危机，使得消费者明白了“牛肉”这个名称实际上涵盖了分类、生产模式和来源等各不相同的产品。我们已经满足了消费者对产品纯度（特别是可追溯性）的要求。牛肉企业解决了两个挑战：确保牛肉来源并通过标签详细描述。牛肉的可追溯性逐渐成为商业策略的王牌。虽然牛肉来源是消费者最关心的评判标准之一，但它却不是唯一标准。消费者追求的是最合适的性价比，但肉类产业的利润又相对较低。因此，需要结合消费习惯，将战略目标定位在附加值较高的深加工产品上，并且通过扩大和多样化市场来提高盈利。比如，靠提供多样化的产品，碎牛肉占牛肉产品的比例从25%增长到了40%。加工产品的分化产生了附加值，本文总结了在这一过程中的研究与开发问题。
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