当然，要掌握核心科技并不是一件容易的事情，财力、物力、人力、时间上的
投入和积累，还需要抓住那一闪而过的灵感。所以，我们可以看到的，相当部分的企
业产品创新的策略是：相对保守并且稳健的跟随型创新战略。企业家们都知道企业没
有新品是必然会被淘汰的，成功的创新产品所可能带来的财富也是巨大的，但与此同
时，他们又深切地体会到创新产品投入成本的巨大和获得市场成功的不易。创新，意
味着要冒险，先跑者不一定会是最终的领先者。

我们往往能看到的这样的情况，一旦市场上有个相对好卖的产品出现以后，必
然会出现很多的相似产品或跟风产品。如此跟随性的做产品，的确是节省了大量的产
品开发成本和推广成本，或许凭借着渠道上的相对优势，也能抢占到一定的市场份额。

可是，如此行为带来的负面影响也不少，至少消费者对于这个品牌的创新性属性会给
出低分。而创新性属性又是品牌属性中一个能吸引消费者，提高消费者忠诚度的一个
重要因子。

随着现代市场上的产品生命周期越来越短，在企业内部，研发部门的员工也常
常为着公司每年的新品指标忙碌。从产品概念的提出、产品模型的设计和实验、产品
的小试、中试到终端产品成型、再到产品的上市，部分企业的一大特点就是“速度快”。

尤其是在民营企业，只要老板一声令下，大家开足马力，能在几周内就让一个新品上
市，铺货到位。在这一点上，这些企业和一些成熟的国内企业，以及外资企业有很大
的不同。成熟企业的新品上市，会经过一个很长的周期，有时会长达一年甚至几年，
在反复的论证讨论中，在一次又一次的消费者测试中，在按步就搬地规划中，新产品
才会慢慢呈现。

这两种不同的产品创新方式，在市场认知、消费者体验、产品的独创性，产品
的完美性、产品的前瞻性等各个方面都会有不同。这些不同也导致了创新产品的生存
率、市场受欢迎率等等方面的市场表现会有大不一样。两种不同的产品创新策略：基
于消费者调研的产品创新，是精耕细作，稳步开创新的市场；基于成功产品的跟随型II
的产品创新，是跟上潮流，追赶市场的步伐。

产品的科技含量高是一个好的卖点，然而对于产品能带给消费者的体验如何，
是否能恰当地满足到消费者情感上和生理上的各种需求，是否能持续地吸引住消费
者，这些和消费者相关的表现更是产品成功更为重要的保证。由此，成熟企业在进行
新品开发的时候，对于消费者调研的这一方法是非常看重的，特别在产品测试阶段的
消费者调查，都具有“一票否决权”以确定产品是否投入市场。正因为花了巨大的成
本在消费者研究上，包括了时间成本和经济成本，成熟企业创新一个产品的时间才会
相对更长，精益求精。也正因为如此，他们所创造的“人性化”产品才会更畅销。

反观我们的一些企业，在运用消费者调研这一产品创新的利器时，却有些放不
开手脚。产生这种现象的原因多种多样：预算的限制、时间的不够、对数据的不信任、
对结果使用的不当、产品研发部门和市场部门的无间合作问题等等。

由此，本论文将通过光明乳业莫斯利安的产品创新案例来论述：基于消费者调
研的产品创新策略是如何帮助一个企业进行产品创新，创造出一个企业的战略新品，
获取巨大且持久的收益。

关键词: 产品创新策略；消费者调研；战略新品；莫斯利安

III
Abstract
From Made in China to Made by China, many people understand this idea as that we
need to strengthen our technology, especially on core technical capacity.
However, to acquire core technology was not as easy as it said, it need huge
investment of money, materials, people, time, and, a flash of inspiration. Hereby, we can
see some companies would adopt product innovation strategy as: conservative and
following. Entrepreneurs understood that the company definitely would be eliminated if
they have not new product, they also knew great fortune could be brought by new succeed
products. Meanwhile, they realized the large investment in new products R&D and it was
not easy to get success in the market. Innovation, means take advantage, first runner may
not be final winner.
We often can see lots of similar products or copy products launched in the market, if
the new one product with good sells. Such copy format would save large cost of NPD and
market education, even to some companies, they could rely on their advantages in sales
channel, to get part of market share. Yet, this action also could bring many negative
impacts, consumers may have bad perception on attributes of innovation to their brand.
And these kinds of attributes were quite important factor to the brand to attract consumers,
to raise consumers loyalty.
With shortening product life cycle, staffs in R&D department were often very busy
for new products design. From proposing product concepts, designing and making product
models, doing small tests, middle tests to finalizing products, launching to the market, one
super characteristic of some companies was “speed”, especial for some local private
companies, as soon as the big boss order, everyone would work rapidly, to launch a new
product in several weeks. In this point, it was quite different with other domestic
companies and foreign companies, they would spend a long time to launch a new product,
they would do several times of discussion, consumer testing, then a new product was born.
These two types of innovation strategy were quite different, in terms of consumersIII
acknowledge and using experience, product unique, product perfection, product
advancement. Of course, the gap in rate of new products survivors and market performance
were also big. These two innovation strategy, based on consumer research, was for
intensive cultivation, steadily to open new market; copycat strategy, was for keeping on
trends, pursuing market pace.
With high-tech was a good selling point for new products, however, the more
important factors for the new product to be succeed, were related to how the new product
was good in using experience by consumers, whether it could satisfy consumersemotional
and physical needs, whether it can abidingly attract to consumers. So, mature companies
very seriously count on consumer research when they doing NPD, they even would
abandon to launch new product if it was not good enough in the last consumer test.
Observe some domestic companies, they were less to use powerful tools of consumer
research in NPD, the cause could be budget constraint, no enough time, distrust on data,
improper to use result, etc.
This thesis would analysis the case of innovating MOMCHILOVTSI by Bright Dairy,
to discuss how to use product innovation strategy based on consumer research, to help
company to do product innovation, to make a strategic new product, to continuously earn
great revenue.
Keywords: Product innovation strategy; Consumer research; Strategic new product;
MOMCHILOVTSI

目录
致谢........I
摘要.......II
Abstract.. III
第 1 章 绪论.1
1.1 研究的问题 ........ 1
1.2 研究的方法 ........ 2
1.3 研究的目的和意义 .. 2
1.4 论文的结构和安排 .. 2
第 2 章 产品创新的理论和策略.........4
2.1 熊彼特的创新理论 .. 4
2.2 产品创新的分类和层次 .......... 4
2.2.1 新产品的六种分类 ........4
2.2.2 产品创新的分类 ..........5
2.2.3 产品创新的四个层次 ......6
2.3 三种产品创新战略 .. 7
2.3.1 三大基本的企业创新战略 ..7
2.3.2 中国企业的创新战略 ......7
第 3 章 消费者调研与产品创新策略.....9
3.1 消费者调研的理论 .. 9
3.1.1 消费者调研的定义 ........9
3.1.2 消费者调研的方法 ........9
3.1.3 消费者调研的创新 .......10
3.2 消费者调研与产品创新的关系 ... 11
3.2.1 消费者调研为产品创新提供精确导航 ...11
3.2.2 消费者调研是产品创新的保险机制 .....12
3.2.3 消费者调研为产品创新降低成本 .......14
3.2.4 消费者调研是产品创新的无穷源泉 .....15
3.3 基于消费者调研的产品创新策略 . 16
3.3.1 洞察在先，技术实现 .....16
3.3.2 策略的优势 .16
3.3.3 策略的可执行性 .........17
3.3.4 策略的可持续性 .........18
第 4 章 光明乳业的环境分析..........19
4.1 企业外部环境分析 . 19
4.1.1 宏观环境分析 ...........19
4.1.2 乳品行业市场环境分析 ...23
4.1.3 利益相关者环境分析 .....26
4.2 企业内部环境分析 . 29
4.2.1 企业的内部管理分析 .....30
4.2.2 企业的科技能力分析 .....31
4.2.3 企业的市场营销能力分析 .32
4.2.4 企业的业绩分析 .........34
第 5 章 光明乳业