本研究主要探討資訊顧問服務業者在面臨臺灣地區資訊服務市場日漸飽和，企業客戶對於顧問服務要求的多樣化；而資訊科技演變在軟體供應商大者恆大的趨勢下面臨創新與整合兩難的情況下，資訊顧問服務業者如何在激烈的競爭環境中脫穎而出，業者仍然必須從對現有客戶服務的品質提昇與持續地研究各項對客戶經營有附加價值的行銷服務著手；在這個標準是關係行銷與高人員涉入程度的資訊顧問服務產業內，我們希望從策略行銷4C架構的理論基礎為出發點，針對與企業客戶在整個服務行銷的過程中，能夠綜合考量包括『無形性』、『不可分割性』、『異質性』、『易消逝性』等服務特性來從內部各項提供服務的機會與流程中，綜合產業先進與企業客戶的寶貴經驗來探討有哪些切實可行的作法可以來協助資訊顧問業者來達到『降低客戶道德危機成本』與『增加專屬無形資產』的行銷服務的營運目標。 　在『降低客戶道德危機成本』方面，本研究結果認為資訊顧問業者必須發展出一套如何協助客戶就資訊系統採購專案的內部與外部要進行哪些詳細評估流程，並從包括『策略』、『組織』、『流程』、『人員與文化』、『資訊科技』等構面來協助客戶瞭解到這些資訊系統引進來的衝擊與必須有的應對策略與方法，在『增加專屬無形資產』方面，本研究結果認為資訊顧問業的核心競爭力是『人才』與『知識資產』，客戶購置顧問服務其目的也是在希望完成某種程度的『技術移轉』，包括企業客戶與資訊顧問都是希望是達到能夠協助客戶自行維護系統的目標，資訊顧問公司所提供給客戶是一個很好的『體驗經濟』的服務過程；我們相信這個雙方願意相互陷入的結局應該是好的。

面臨來自中國、越南廉價鞋品及國外鞋品業者高品牌知名度的威脅，台灣的鞋品零售業者除了在品質上力求精進外，開始逐漸轉型走向OBM（Original Brand Manufacture），企圖尋找相關的策略來因應來自國外的競爭。而在企業經營中，新產品開發的成功代表著獲利來源及取得競爭優勢的要項。鞋品零售產業屬於流行時尚業的一環，面對消費者快速多變、個性化的需求，如何從市場調查中精準的掌握消費者流行喜好及潛在需求，是業者進行鞋品開發時的一大考驗。 本研究採個案研究法，首先針對鞋品零售產業之經營環境進行檢視，並透過訪談與實地觀察，分析位於該產業龍頭的個案公司是如何透過導入門市服務創新—「鞋品e學專家服務系統」來精確掌握消費者需求變動，協助開發符合消費者需求之鞋品。本研究從兩個面向進行探討，其一先針對個案公司既有之新產品開發模式進行分析，接著探討導入服務創新後的新產品開發模式，並將兩模式進行比較，討論其中相異之處。最後，透過導入服務創新後之個案公司績效，以瞭解該模式所帶來之效益。 本研究期望探討個案公司係如何透過提供服務創新來改善其新產品開發模式，並提出一概念模式給台灣的業者參考。透過該模式，除了加強對消費者需求的掌握度外，更期許業者能瞭解如何提升鞋品的附加價值及經營績效，進而轉型至服務型精緻鞋業，提高國內鞋品零售廠商的競爭優勢。 / Nowadays, the Taiwanese footwear retail industry is facing two direct challenges: the low price footwear imported by Chinese and Vietnamese competitors, and also the dominant branding and marketing power of American and European leading players. In order to stay in the game, besides continuing improve the quality of footwear, the Taiwanese footwear retailers also starting to engaged with the strategy of OBM(Original Brand Manufacture), hoping to confront with the oversea competitors. On the other hand, a successful New Product Development(NPD) means the potential of gaining revenue and acquiring competition advantages. As one members of the fashion industry, the footwear retail industry also facing the rapid change in consumer demand, how to accurately grasp the needs and potential demand from the market remains a difficult task for all retailers. This thesis uses Case Study method. Firstly, the thesis surveyed the business environment of the footwear industry. Secondly, through interviews and field observations, the thesis analyzed the case company, to see how the company accurately grasps the demand of consumers by importing an innovative service system- Footwear E Expert Service System, and examined how this system helps the company to improve the NPD process. The analysis is divided into two aspects. One is the analysis of the traditional NPD model; another part is the analysis of the new NPD model after importing the new innovative service. Then these two models would be compared and discussed. Finally, the thesis analyzed the performance of the case company after the implementation of the system. The goal of this thesis is to examine how the case company improves its NPD model by importing the new service system, and hoping to provide a novel concept for the Taiwanese footwear retailers. In addition to NPD, this study also provides an example of enterprise transformation for the retailers from the traditional service model to tailor-made service model, and allows them to understand how to increase the added value and operating performance through the implementation of innovative service.

隨著科技的快速變化，企業為了生存，除了產品，也應在服務上進行革命。服務創新成為每個企業都希望擁有的能力，然而，想像和現實是有差距的，大多數的企業因為環境因素而缺乏資源，但仍不得不去進行服務創新，這樣強求的結果通常是失敗的。本研究欲開發一個互動的雛型工具，提前建立服務創新雛形，幫助企業避免投資風險。但由於服務是無形的，所以這項工具想利用故事的方式闡述服務。對於企業需要的獨特的服務或產品，我們利用服務意象的主要概念，在故事中進行表達。在這項研究中，意象代表的是企業對其服務或產品的態度，目的是，企業可以測試自己的意象，並通過互動式雛型建置的過程中，令企業獲得新的服務創新靈感。 / Along the fast changes in technology, business should revolute not only products but also services to survive. Service innovation becomes a popular competence that every business wants to have. However, there are the gap between intentions and results. Most of business are lack of resources but forced to do service innovation because of environment factors. The result usually is a failure. This research wants to develop an interactive prototyping tool to help business avoid the risk of investing on innovation by creating their service prototypes in advance. A service is always intangible and this prototyping tool would elaborate the prototype contents in a storytelling way. For business needing unique services or products, we adopt service image as the main concept in constructing the story prototype. In this research, an image represents the attitude of business toward its services or products. The goal of this research is that business can test its image and get new inspiration through the interactive prototyping process.

根據國際會議協會(International Congress & Convention Association；ICCA)資料顯示，每年全球約舉辦40萬場會議及展覽，總開銷約2,800億美元，國際展覽產業協會(UFI)也提出會展產業之年產值已高達1兆1,600億美元，為各國家帶來了龐大的經濟效益。台灣已慢慢在世界會議展覽領域起步，並逐漸提升國際競爭力與能見度。除了會展在台灣被受到重視之外，政府也非常重視「設計在台灣」。 本研究藉由相關的文獻探討、利用量化問卷調查及深度訪談等研究方式、探討展覽中「策略體驗模組」、「體驗價值」、「服務創新」、「顧客滿意度」及「顧客忠誠度」的意涵，了解此五個變項之間的關係，期望本研究的結果最終能給予展覽主辦單位些許有價值的策略建議。研究方法採用描述性統計、皮爾森積差相關分析、T檢定、迴歸分析及深度訪談等研究方法。 1.探討「策略體驗模組」、「體驗價值」、「服務創新」、「顧客滿意度」與「顧客忠誠度」之意涵。 2.檢定「策略體驗模組」、「體驗價值」、「服務創新」與「顧客滿意度」「顧客忠誠度」等構面之關係。 3.「人口統計變項」對「策略體驗模組」、「體驗價值」、「服務創新」、「顧客滿意度」、「顧客忠誠度」是否有顯著差異化。 本研究以『2011台北世界設計大展之設計交鋒展展館』為例，根據量化及質化訪談顧客的結果做為基礎，提出以下未來舉辦此類展覽的行銷策略建議。 一、提供一個具有更高素質的觀賞空間 二、加強整個展館的服務品質 三、強調整個展館的主題性，製造差異性 四、提供更多的互動性，讓設計變得更親民 / According to the survey by International Congress and Convention Association (ICCA) , there are over 400,000 conventions and exhibitions hold around the world with total cost $ 280 billion. The International Association of Exhibition Industry (UFI) also mentioned that the production value of the MICE industry has been up to$ 1 trillion 160 billion and brought the huge economic benefits to all countries. Taiwan has gradually started and improved the international competitiveness and visibility in the World Conference and Exhibition field. In addition to the Exhibition , Taiwan government also emphasizes the importance of "design in Taiwan” The purpose of this research is to explore the relationships among five variables strategy experiential modules, experiential value, service innovation, customer satisfaction and loyalty and provide suggestions in marketing strategies on conducting special exhibitions based on research results. The statistical analysis includes descriptive statistic, t-test, Pearson correlation, ANOVA, regression , in qualitative approach, and in-depth interview. 1. To discuss the meanings of “strategy experiential modules”, “experiential value”, “service innovation”, “customer satisfaction”, and “customer loyalty ”. 2. To examine the dimensions of “strategy experiential modules”, “experiential value”, “service innovation”, “customer satisfaction”, and “customer loyalty ”. 3. To test the significances on “demographic variables”, “strategy experiential modules”, “experiential value”, “service innovation”, “customer satisfaction”, and “customer loyalty ”. After analyzing the data of questionnaires and qualitative interviews with customers, the study provides four marketing strategy suggestions on conducting exhibition. 1.Providing a more high-quality viewing. 2.Strengthening the service quality of Exhibition Emphasizing on the theme of the exhibition and making differentiation. 3.Providing a more interactive, and making the design more friendly and close to the people.

文化是延續性的,文化創意產業所需的創意,絕對不是從未出現 過的「斷層式創新」,而是一種反思式的「服務創新」,所謂的服務創 新,強調以顧客為中心,透過完整的顧客服務系統,以顧客新的消費 經驗塑造為核心,創造滿足顧客的新價值。不論是文化園區或是創意 園區,在經營管理上皆是希望藉由產業群聚的效應,進而提升產業的 發展與增加經濟效益。事實也證明,諸多在經營管理上的關鍵影響因 素,皆會因為經營管理者的作為而產生不同的發展結果。仿效英國推 動創意產業政策,利用老舊工業遺址再利用,發展成創意產業園區的 模式,臺灣在 2002 年推動文化創意產業發展計畫中,將五個臺灣菸 酒公賣局舊廠址及倉庫規劃為文化創意產業園區,並以政府自營及委 外的方式進行管理營運。在不同的設置目標定位及不同的經營管理組 織運作下,各園區的發展狀況也產生截然不同的結果。本研究以多重 個案研究解析文創園區經營的服務創新及商業模式構成要素,檢視文 創園區是否符合設置規劃的期望,達成提升創意產業的價值創造,進 而增加綜效。 / Culture is continuous. Creativities required by cultural and creative industries are not unprecedented "fault-type innovation," but a kind of reflective "service innovation." The service innovation emphasizes customer orientation. Through a complete customer service system, take shaping new consumer experience as the core and create a new value satisfying customers. Both management of cultural park and creative park aims at improving industrial development and increasing economic efficiency through the effect of industrial clustering. Facts have also proved that many key impacts on management tended to generate different developments due to managers’ practices. Learn from the British creative industry policy, reuse industrial heritage, and develop the model of a creative industrial park. Taiwan promoted cultural and creative industry development plan in 2002. Five industrial heritages of Taiwan Tobacco and Liquor Corporation were planned as cultural and creative industrial parks, and they were state-owned or outsourced for management. Under various target positioning, the development of each park led to different results. By studying multiple cases, the study analyzes key factors of cultural and creative parks’ management, such as services, innovation, and business model. It reviews whether cultural and creative parks meet the planned expectation, and value to creative industries, and improve the overall benefit.

在網路科技與技術科技日新月異的今天，消費者的需求隨著生活習慣的變化而不斷的在改變，企業必須進行服務創新才能在競爭激烈的市場與產業中佔有優勢。因此本文係以飯店業者為研究對象，以服務創新為主軸，針對可能會影響服務創新，或會因服務創新而受到影響的幾個研究構面進行探討，包括組織文化、服務品質與經營績效，分別探討個案公司在這些研究構面中有哪些作為，並分析構面間互相影響的關係。 本研究採用文獻分析法與個案分析法的方式撰寫，以深度訪談的方式進行個案公司的資料收集，並以過去學者提出的理論為基礎，將訪談收集來的資料對個案公司進行研究主題的分析。過程中採用的文獻理論，包括Wallach(1983)對組織文化的分類方式；Hertog(2000)提出的服務創新模型；Parasuraman, Zeithaml & Berry(1988)提出的服務品質五大衡量構面；Kaplan & Norton(1992)提出的平衡計分卡四大領域等。 研究結果發現，不同的組織文化類型會對公司的服務創新策略，甚至是經營策略造成影響，而成功的服務創新包含多個可能影響成敗的因子，包括新服務概念、新顧客介面、新服務傳遞系統與技術選項等；另外，許多企業在衡量經營績效時都認為非財務性的衡量指標比財務指標更重要，對企業經營整體的影響力更大；而經由對個案公司的訪談，本研究也發現，組織文化、服務創新、服務品質與經營績效等各構面間確實存在著互相影響的正向關係。

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange

近年來服務創新風起雲湧，由服務科學在世界研究之進展，可以看出「服務科學」將成為下一個熱門學科的風潮。國內外著名大學或研究中心投入甚多資源於服務科學之研究與人才培育，就算是製造業，對於服務的提供亦是相當重視，希望透過服務增加價值、強化競爭力，以利與同業進行對抗。因此在現今服務相關的學術領域中，如何透過服務創新以強化競爭力就變得是重要的議題。 本研究以服務創新為架構針對流程差異化進行探討，選擇我國筆記型電腦代工產業進行研究，期望能幫產業找到出路，也為服務創新開創新猷。我國筆記型電腦代工產業由於對於國際大廠之忠誠度與服務滿意度均獲肯定，是故世界上有90%的筆記型電腦代工均是由我國廠商進行，本研究以服務創新解析筆記型電腦產業，進而了解其流程差異化對於競爭力之影響。 本研究將使用Rob Bilderbeek與Pim DenHertog等學者於1998年8月發表之論文中指出服務創新的四個構面進行個案撰寫，素材則是深度訪談與次級資料並用，個案的公司是我國筆記型電腦第一大廠－廣達電腦（Quanta），以及由研究者立意選的華宇電腦（Arima）與精英電腦（Elitegroup）。最後將產業分析與個案分析進行比對，做出本研究之結論與建議，並針對流程差異化在筆記型電腦產業所引發的服務創新相關議題進行省思。 / The service innovation in Taiwan has been thriving in recent years. With the development of service science, we can see its future potential to be the next trend of popular study. Many famous colleges and research centers all over the world invest a lot in research of service science and the cultivation of the experts. Even a manufacturing industry will put a high emphasis on its services. They hope to compete with their counterparts by adding the value and strengthening their competiveness through service. Therefore, how to strengthen competitiveness through service innovation has become an important issue. This research will use service innovation as a framework to discuss process differentiation, expecting to find much more profound thoughts of innovation services and then open a new gate for industry. Taiwan’s notebook computer fundry industry composes 90 percent in the world market thanks to the acknowledgement from global brand-names in terms of loyalty to the brand and satisfaction of service. This research will analyze the notebook industry from the aspect of service innovation and then the effect of process differentiation has on competitiveness. Rob Bilderbeek and Pim DenHertog’s essay in August 1998 discussing service innovation in four dimensions are used in my essay, which are: new service concept, new client interface, new service delivery system and technological options. Interviews in depth and secondary data will be used at the same time. The case studies included are Quanta, Arima and Elitegroup. Quanta have the largest scale in Taiwan notebook industry which may be resulted from their service innovation that enhances their competitiveness. Through their case, I hope to find the edge of those similar companies in Taiwan. To sum up, this research touches on the innovation services especially of notebook computer industry. Comparing industry analysis and case study can lead us to think about the following issues: whether service innovation is easy to be come up with, whether there are too many similar aspects in this industry, what competitive situation or custom can lead to such a desirable result, and how we can deal with the problem when there are too many people doing the same thing.

網際網路與行動運算興起改變了人類的消費行為模式，消費者/顧客因為科技的進步而更方便、更願意分享其使用的經驗與意見，並且在價值加值過程中的角色也起了變化，顧客與企業藉由共同生產而創造更多的價值。在競爭激烈的旅遊市場中，強調旅遊體驗訴求的深度旅遊業亦受到了很大的衝擊。本研究探討深度旅遊之價值共創的方法與價值內涵，並以趣吧旅行社為深入個案研究的對象，所得到的主要研究結論如下： 結論一、深度旅遊業者之員工的觀察力和人文素養越高，則其所設計與開發的商品，越能凸顯深度旅遊的特性與價值。 結論二、深度旅遊業者之顧客，若越符合業者定義之目標客群，則越能夠在深度旅遊之中獲得新知、感受、與自我提升。 結論三、深度旅遊業者透過事前期望服務與實際感受服務的管理，建立共創價值。 結論四、深度旅遊業者在與顧客共創價值時，會善用達人做為重要的互動介面，並以顧客與達人間的旅遊體驗做為其提升共創價值的基礎。 結論五、深度旅遊業者會透過有效的風險告知與危機處理機制來提升顧客的實際服務感受。 / Internet service and mobile computing changing the patterns of the consumer behavior. Consumer or customer are more willing to share their experiences and opinions because of advances in technology, and their role in value-adding process has changed. Customers and enterprises create more value by co-production. In the highly competitive tourism market, emphasizing the depth of travel experience demands of tourism has also been a great impact. This study explores the value of in-depth tourism and the connotation of value co-creation; and study the case of Tripbaa on-line travel agency. The main conclusions are as follows: 1.The deeper the observation and the humanistic accomplishment of the employees of the in-depth travel industry, the more services they design and develop can highlight the characteristics and value of in-depth travel. 2.In-depth tourism customers, if more in line with industry-defined target customer base, the more able to get new knowledge, experience, and ego-enhancement. 3.In-depth travel agency create value through the expectations of the service and the actual experience of service management. 4.In value co-creation, travel agency will make good use of experts as an important interactive interface, and enhance the value which created by travel experience of customers and travel experts. 5.In-depth travel agency will be through effective risk notification and crisis management mechanism to enhance the customer's actual service experience.

自2004年開始安麗公司陸續在全台各地成立『體驗中心』，此舉可說是多層次傳銷事業的創舉，不但是全新概念，直銷商與顧客皆可在此體驗中心內試用、體驗與購買安麗公司各項商品，目前也受到許多會員的好評。 本研究以安麗體驗中心最重要的兩項元素『服務創新』與『體驗行銷』，作為研究內涵，以瞭解安麗體驗中心在『服務創新』與『體驗行銷』上對『顧客滿意度』與『顧客忠誠度』之間的關係。本研究以『問卷調查法』進行，並輔以『焦點訪談』。問卷於台北地區直銷商中心進行發放，發放對象為事業型直銷商、一般直銷商與消費型顧客；共發出600份，最後回收510份，整體問卷信度達.974。焦點訪談部分，則訪談安麗事業型直銷商8人，及兩位安麗公司高階主管。研究結果顯示，受訪者認為安麗公司不論在服務創新、體驗行銷、顧客滿意度與顧客忠誠度上都具有良好表現。且透過相關分析與迴歸分析也可看出會員認為服務創新程度越高，越能提高滿意度與忠誠度；同樣地，體驗行銷程度越高，滿意度與忠誠度也越高。透過焦點訪談，也看出受訪者對於安麗公司在服務創新與體驗行銷上都具有高滿意度，也建議安麗公司能充分利用體驗中心的場地，舉辦更多讓消費者能實際參與的活動。 / Since 2004, Amway has been implementing a pioneering initiative by establishing the Amway Experience Centers (AEC) around Taiwan, introducing a brand new concept into the multi-level marketing business. Distributors and customers can try, experience and purchase various Amway products at the AEC. So far, the AEC has received many favorable views from Amway members. This study explores the two most important elements of the AEC – service innovation and experiential marketing, in order to gain a picture of the relationship between the service innovation and experiential marketing of the AEC and the customer satisfaction and customer loyalty of Amway. The study was conducted with the method of questionnaire survey, complemented with focus interviews. The questionnaires were delivered at the Distributor Centers in Taipei area, aiming at career-type distributors, general distributors and consumer-type customers. Totally, 600 questionnaires were delivered, among which 510 were collected ultimately, reaching a total questionnaire reliability of .974. In the part of focus interviews, 8 career-type distributors and 2 Amway executives were interviewed. Findings of the study show that all interviewees gave a high opinion of the performance of Amway in terms of service innovation, experiential marketing, customer satisfaction and customer loyalty. In addition, through regression analysis and other related analyses, it can be seen that Amway members think that the better the performance of service innovation, the higher the customer satisfaction and loyalty, similarly, the better the performance of experiential marketing, the higher the customer satisfaction and loyalty. Through focus interviews, it can be seen that the interviewees have very high satisfaction with Amway’s performance on service innovation and experiential marketing. They also suggested that Amway make full use of the AEC to hold more activities that are suitable for consumers to participate in.