本研究乃以新興之體驗經濟、體驗行銷觀點，探求原住民觀光之體驗活動之體驗類型、經營情況以及行銷策略與方式，並提出有關各項建議。本研究選取「南投縣信義鄉達瑪巒原住民重生協會」所經營之「原住民部落知性生態之旅-巴庫拉斯老部落探索」作為實證研究地點，經由實際觀察活動情形，及針對業者、遊客之深度訪談與整理分析，得到研究成果如下： 一、原住民觀光經營之困境：目前遊客較少，主要包括原住民生活、工作習慣較為隨性，人力經費的不足，先天環境劣勢以及部落態度贊成反對聲音各半等原因造成。 二、活動情形與體驗：業者表現以用心、服務、親切的態度，確能打動消費者的心，對於消費者體驗，亦有所注重但亦難以與其他原住民有所區隔。遊客反應尚稱熱絡，於文化交流亦有相當效果。遊客在兩天行程中雖各種體驗兼而有之，但大多數為教育體驗，遠離現實的體驗所占成份並不多。 三、遊客滿意程度：服務態度、住宿、衛生、導覽及收費有較高的滿意程度，滿意程度較低的主要為交通設施、安全、及便利性上。多數遊客大多亦表明願意重遊及向他人介紹。 四、行銷觀念及方式：目前業者強調加強人員服務，以親切的交流活動吸引重遊，達到情感的訴求，主要是口耳相傳的口碑行銷，但效果不甚明顯。以Schmitt(1999)所提出的體驗行銷觀點上，目前業者所操作的體驗策略模組可整理出為感情行銷及思考行銷。業者已嚐試的行銷方式(媒介)，主要為溝通、視覺口語識別、共同建立品牌、空間環境、網站與電子媒體及人，其雖曾採行，但明顯呈現不足，且無產品呈現一項。未來行銷規劃上，主要是強調網站的建立，事件行銷，以及銷售人員的培養。在新產品的開發上，也有多元且切合主題的規劃，但仍停留在構想規劃階段，並無具體呈現。 五、建議：本研究針對上述結論提出相關建議，包括強化溝通、輔導訓練與交流，多管道募款，尋求交通改善之道，加強與部落溝通，強化區隔，加深體驗，活動及行程設計，新行銷方式以思考、關聯模組切入及網路行銷等。 關鍵字：原住民觀光、體驗經濟、體驗行銷

本研究以誠品信義店做為研究的場域、Schmitt (1999) 提出的體驗行銷為理論基礎，用深度訪談的方式探究誠品信義店的經營理念，研究誠品信義店如何將體驗的氛圍帶入書店空間，讓消費者願意花較長時間待在書店內細細咀嚼。此外，也以問卷調查的方式探討消費者這端的感受，瞭解誠品信義店的體驗行銷策略是否正向強化了顧客的忠誠度與滿意度。 本研究結果發現：體驗行銷策略模組與顧客滿意度及顧客忠誠度的關聯性皆呈現正相關，而在顯著性方面，除了關聯體驗外，其餘四構面對顧客滿意度及顧客忠誠度的影響都趨近於顯著。 本研究並提出實務建議：在感官體驗構面上，注意主動線上的商品呈現設計；在情感體驗構面上，依照商品的調性來調配氛圍；在思考體驗構面上，利用多媒體化的設備來呈現多樣化的商品訊息；在行動體驗構面上，提供自助式查詢服務；在關聯體驗構面上，進行多樣化的活動規劃。 / This research is a case study of Eslite Xin Yi Store, based on “Experiential Marketing” theory by Schmitt (1999). My goal is to explore the business idea of Eslite Xin Yi store, so that consumers are willing to spend more time to stay than usual . I also want to explore the consumer’s feelings to understand whether the experiential marketing strategy of Eslite Xin Yi Store have positive effect on the customer satisfaction and loyalty. I use in-depth interviews and questionnaire as the method to the research. The results are : SEMs (Strategic Experiential Modules) of experiential marketing, customer satisfaction and loyalty are positive correlation. In addition to related experience, the other four experiences are near significantly with customer satisfaction and customer loyalty. This research made the following recommendations to the firms that : 1. they should pay attention to the design of products decoration in the sensing experience. 2. they should allocate the atmosphere according to the distinguishing feature of products in the feeling experience. 3. they should take the advantage of multimedia equipments to present the diversity of products information the thinking experience. 4. they should provide for self-service enquiry in the acting experience. 5. they should plan a wide variety of activities in the relating experience.

通用設計是一以人為本之設計趨勢，在高齡社化社會來臨、全球化競爭衝擊下，消費者習慣及市場變化與過去大不相同，如此重視人本關懷之設計理念亦愈受重視。通用設計理念跳脫了過去的無障礙空間之框架，更廣泛的關懷所有不同能力之使用族群，達到滿足大多數人需求之設計。如此設計理念應用於產品亦或服務，都可以擴大其適用之使用族群，達到提供者與消費者雙贏之局面。 本研究採用多重個案研究法，將服務業區分為強調人機互動之硬服務、強調人人互動之軟服務以及無遠弗屆之e化服務等三大面向，透過國內外不同服務個案之介紹與分析，檢視通用設計七大原則於此些服務業之應用，並依據個案分析結果，歸納出通用設計應用於服務業將如何體現，並提出如何有效將通用設計應用於服務業模式中。藉由本研究之個案探討，真實反映出目前不同服務領域通用設計之應用狀況，另一方面則可以提供相關之服務業者作為其設計之參考方針，進而發展出不同層面之通用設計應用模式。 本研究結論如下： 1、將通用設計運用在產品與服務時，其最大之不同在於通用設計原則所應用之範圍，以及接觸的使用者範圍。 2、因應環境以及文化之變遷，將通用設計應用於服務業與過去傳統服務業最大不同處在於目標族群的變化。 3、通用設計原則應用於服務業模式可以從完整服務之組成四大要素：「環境」要素、「實體產品」要素、「顯性服務」要素、「隱性服務」要素來思考與切入。 4、當企業以普哈拉創新法則與體驗經濟之角度設計服務業時，與將通用設計原則貫徹於服務業中之表現具一致性。 5、多數企業由提供產品概念轉為提供服務可視為是一種通用設計趨勢下之思維轉變。

本研究的進行，乃基於體驗經濟時代的來臨促使消費模式的改變，再加上氣候異常與競爭日激等外部環境劇變，使得原先營運有成的機能衣業業者營運業績下滑劇烈，則如何從中突破營運困境即是功能衣業者當前重要議題。然而體驗經濟的落實，需從通路進行。但我國機能衣業大多是歷史悠久的傳統公司，要其立即配合體驗經濟時代需求的通路轉型，必會產生問題而需克服，促其業績與獲利成長。有鑑於此，本研究針對企業策略與戰術、行銷策略-4P’s到4R’s、行銷通路的定義、結構、行為與關係、策略、衝突、風險、創新、績效評估、多通路行銷和整合等進行文獻探討。並以體驗經濟時代為自變數，機能衣業通路轉型為應變數，進行探索性的個案式研究。其中從個案產業結構、公司營運現況、通路發展變化等三方向進行分析。最後，本研究得出如下結論與建議。 結論上，一則機能衣業”產品領域”擴增，而致”競爭者領域”產生變化。二則機能衣業通路變化大，勢必轉型。 建議上，根據商店類型鋪貨而非一致性鋪貨，並轉為多功能的通路。按照經銷商特性而對商品廣度及深度，給予不同支援。針對大型連鎖通路開發獨家專賣產品，增加合作模式。而且與同業通路共享，減少商品的備貨風險。強化虛擬通路的規劃，人力與訓練。發展主動攻擊的追單的團體訂單模式。 / The dramatic change of consuming model and external environments, they lead the sales of the function clothing to declining in the experienced-economy era. How do the function clothing transform to boost their sales in the experienced-economy era? The only way: they have to promote channel-transformation. Therefore, the study invested in literature(business strategy, marketing strategy, marketing channel etc.) review, adapted exploring and case study, and analyzed the industry structure, operating situation and channel change of the case deeply. In the end, the study got the conclusion and suggestion: In the conclusion: 1. The function clothing has to develop the “product field” to the “competitors field”. 2. The function clothing has to promote channel-transformation comprehensively. In the suggestion: 1. The case firm has to base on the difference of channel to supply and develop multi-function channel. 2. The case firm has to base on the characteristic of dealers to support. 3. The case firm has to develop exclusive-monopoly product with the large-chain-channel, and increase cooperative models. 4. The case firm has to strengthen the planning, human recourse and training of the virtual channel. 5. The case firm has to develop initiative sale on the group orders.

長久以來音樂產業的商業模式，就是藉由創造歌手、偶像團體，並販賣實體CD唱片營利，但1990年代後期以來，由於網際網路的普及化與盜版的猖獗，讓世界各國實體唱片市場大幅萎縮，不過近年來全球最大音樂市場日本出現了一個女子偶像團體AKB48，顛覆了實體唱片業的不景氣，連續12張CD單曲銷量賣破百萬張，締造許多紀錄。故本研究主要想探討六個研究問題，包括AKB48的商業模式中，有哪些關鍵影響因素？什麼原因造成AKB48實體CD銷量可以持續銷售破百萬張？音樂產業中的競爭對手有無可能複製其商業模式？ AKB48如何在日本其他地區複製其商業模式？AKB48的商業模式有何管理意涵？AKB48的管理意涵如何應用在其他領域？ 本研究從商業模式的角度切入，運用體驗經濟與共創價值的概念，探討AKB48的劇場經營、與歌迷間的互動關係等，並以Osterwalder and Pigneur（2010）提出的「Business Model Canvas」研究為基礎架構，逐一分析AKB48的九大商業模式要素，希望藉此找出本研究的研究問題之答案。 本研究探討的結果，認為AKB48成功的關鍵因素來自創新的價值主張、共創價值的執行、體驗經濟的應用與卓越的領導者四點；防止競爭者複製商業模式的方法主要透過強大網絡的建構，讓競爭者無處可突破；AKB48成功地複製自己商業模式於日本其他地區，本研究將成功原因歸於成功在地化、與在地經紀公司合作、姐妹團彼此拉抬三點；至於實體CD銷量提升，來自於AKB48將單曲CD的附加價值提高，並設計出多樣式的單曲封面、內容等，最後藉由消費者與AKB48成員間的情感聯結促使他們消費購買。

臺東縣觀光休閒產業是大家目光焦點，已有千百個民宿業，配合市場需求已扮演住宿重要角色。所到之處，都是民宿業天下。隨著時間南迴鐵路、南迴公路以及蘇花二改全面進行中。未來3-5年交通上會有很大躍進。臺東市區BOT飯店業陸續完工，臺東市觀光旅遊產業軟硬體逐漸成形，臺東成為一個觀光城市，迎向陽光未來指日可待。 在這個"休閒者為中心”的時代，正逐漸成為一個日益引起關注、富有生機和活力的體驗經濟時代。體驗經濟的出現滿足了消費者對商品的需要、情感的需要、自我實現的需要。體驗經濟是以客戶為中心的經濟，它反映人類的消費行為和消費心理正在進入一種新的高級形態。 我們建議台東如意休閒事業飯店能朝以下方向前進，1)主題飯店2)體驗主題化 3)公益敎育提倡推廣4)異業結盟共創佳績 在這個世代希望創造自己和朋友、家人、孩子們的歡樂童年和美好回憶。忘憂館景觀旅店和曙光渡假酒店，要朝向這方向前進，要提供好的條件給消費者，藉由人的感受所創造的價值，是需要不斷提昇和優化來帶動經濟成長和發展。 / Tai-Tung tourism and leisure industry catch everyone’s eyes, hundreds of B & B in Tai-Tung, have been playing an important role in tourist-stay market. B & B could be found everywhere. With transportation to connect Tai-Tung and other cities will have great improvement in the nearly 3 to 5 years due to south-link highway and the Su-Hua Highway. Hotels in Tai-Tung downtown by BOT are being completed. Threrfore, Tai-Tung, as a tourist city, is expended to have a bright future. Since, the hardware and software of tourism are gradually being matured. In this "casual person-centric" era, the era of experience economy is becoming a growing concern, full of vigor and vitality. Experience economy fullfills to cousumers’ needs , emotion and self-actualization. Experience Economy is customer-centric economy, which reflects consumers’ behavior and consumer psychology are moving forward to a higher level. We recommend Tai-Tung Ru-Yi Leisure Hotels can move in the following directions, 1) Theme hotel 2) theme experience 3) Promote Public Education 4) cross-industry alliance to create success. People in this age want to create the joy of childhood and lovely memory for their friends, family, and children. The forget worry village and Sunrise Hotel should donate themselves to be the providers who provide customers the good living conditions, with the feelings of people to create value, is the need to constantly improve and optimize to boost economic growth and development.

本研究發展一套融合音樂及情感體驗之互動裝置作品,目的是將手感帶入數 位音樂體驗以及讓音樂創作者和音樂聆聽者的互動更密切。 此作品包含一個雙向互動的實體音樂公仔及一個安裝於觸控式平板上的應 用程式(App),應用程式能顯示歌手的社群訊息與最新創作,播放音樂時將音樂 公仔放置在觸控式平板指定方框,即進入互動音樂體驗模式,此時粉絲如同導演 一般參與創作,可隨著音樂播放而移動音樂公仔,使互動音樂 MV 產生不同的畫 面,音樂公仔和互動音樂 MV 彷彿演出一場迷你舞台劇,並藉由音樂公仔與 APP 的運作,使音樂創作者和音樂聆聽者親密地連結與互動。 本研究之貢獻在於音樂行銷層面,讓作品成為音樂創作者和音樂聆聽者間互 動的橋樑,對音樂創作者(歌手、音樂提供者、樂團)而言這是一種創新的音樂 行銷工具;對音樂聆聽者(粉絲、聽眾、消費者)而言這是一種整合性的數位音 樂互動體驗方式。最後,本研究並訪談音樂創作者、聽眾和行銷人員,將音樂公 仔原型(prototype)提供給受訪者使用,透過訪談內容歸納與分析,提出對音樂 公仔未來應用的方向與模式,作為音樂產業業者設計產品與行銷的參考依據。

在體驗經濟 (Experience Economy)時代中，消費者敏感點(Consumer Sensibility)已由服務導向的「品質」(Quality)，轉為體驗導向的「真實性」（Authenticity）展現。因為惟有企業滿足消費者真正需求－提供真實且客製化的產品與服務時，才可以確實打動消費者；並在「控制成本」及「提升品質」的市場競爭中，切割出一個價值型利基的市場區隔。 體驗型企業必須依其「產業特性」與「競爭優勢」，針對目標消費者進行產品與服務的真實性展現。特別是在產品設計、傳達研究、空間設計三個領域中，建構一個有利於消費者辨別的企業識別系統－「行銷美學」(Marketing Aesthetics)，以透過各式各樣的感知經驗來吸引顧客，並與競爭對手產生差異化區隔。 以行銷美學展現企業真實性的「差異化」策略中，最具有效力的方式是「場所營造」(Placemaking)。使潛在與既有顧客在極為吸引人的場所進行體驗，一方面無可抗拒地注意到企業的產品與服務，進而消費購買，另一方面潛移默化地接受其傳遞的企業形象與價值認同，提高品牌忠誠度。 本文試圖結合行銷美學的「風格與主題分析」方法，以及聯合國文教組織(UNESCO)世界遺產公約作業準則中「真實性」研究，建立一個研究體驗型企業在「場所營造」構面，展現企業真實性的初步評估架構。並且以台灣現今較具產業特色與競爭強度的體驗型企業－肯園、食養文化山房、夏姿采采食茶文化等作為研究個案，藉以剖析市場現況及驗證評估架構。 在場所營造的風格與主題分析架構中，五種「真實性表現」－天然的、原創的、獨特的、參照的、影響的，充分對應於「場所營造」的材料、設計、手工藝、場所及精神／情感的五大構面，形成不同的企業特質(風格與主題)。亦即此一分析架構應可有效協助企業進行系統性、架構性設計思考與服務流程規劃。 在個案分析驗證中，因台灣多為小型文化創意或中型品牌跨界型公司，並無迪士尼或環球影城等類似組織成熟的大型企業，所以創新者的個人價值觀與美學傾向，易即是企業的行銷美學；卻也更易產生出獨特且展現真實性的場所空間。 綜言之，本文為研究體驗經濟之場所真實性展現的初探，並展開「美學行銷」與「建築場所」的首次跨界對話，未來若能再從「使用者體驗規劃」及「服務設計」等不同角度進行分析，必能加強場所營造之真實性研究的完整性。 / In the era of experience economy, the consumer sensibility has transferred from the service-orientation of quality management to the experience-orientation of rendering “authenticity”. Only when enterprises satisfy what consumers really want－real and customized products / services, then they can touch consumers . They can split a value-based business niche market segments in the “cost control” and “quality management” of competitive market. The experience enterprises have to follow its industrial characteristics and competitive advantages to render their authenticity of products and services to target consumers. Especially in the three fields of product and graphic design, communications, and spatial design, they have to build a corporate identity system – “Marketing Aesthetics”, easily distinguished by consumers. Then they can touch and inspire customers through a variety of perceptual experiences and differentiate from their competitors. The best way is the “Placemaking” for the marketing aesthetics of differentiation strategy. That is for potential (and current) customers to experience that offering in a place so engaging that they can’t help but pay attention, and then pay up as a result by buying that offering. Thus it make customers imperceptibly accept the corporate identity and value recognition, drive brand loyalty. The thesis attempts to build the preliminary assessment system of rendering authenticity about the placemaking of experience-based enterprises. This system combines “the style and theme analysis of marketing aesthetics”, and ”the authenticity research of the Operational Guidelines for the Implementation of the World Heritage Convention (UNESCO)”. In order to analyze the current market and test the authenticity assessment system, there are some experience-based enterprises (with industrial features and competitiveness) case studies－Canjune international Inc., Shi-Yang Culture Restaurant, and Cha Cha Thé Culture international Co.. In the style and theme analysis of placemaking , the five factors of authenticity－natural, original, unique, referable, and influential, is correctly mapping to the five dimensions of placemaking－materials, design, crafts, places, and spirit/emotions. It forms different characteristics of the corporation (style and theme). Besides, this analysis system which will be effective in helping enterprises systematic/architectural design thinking and service process planning. In the case studies of Taiwan experience-based enterprises, innovator's personal values and aesthetic tendency that is the company's marketing aesthetics. Because there are no the mature and large-scale enterprises such as Disneyland or Universal Studios. But it is easy to show the uniqueness and authenticity of place for customers. In conclusion, this is the preliminary research about the place of the authenticity rendering on the experience economy. And this is the cross-border “Marketing” and “Place” dialogue. Then, more "user experience " and "service design" studies should be able to strengthen the integrity of the placemaking authenticity research.

在今日，有愈來愈多的顧客、經理人與學者開始了解體驗的重要性。對顧客來說，他們不再只是消費產品或服務，他們開始重視置身於商店時，所感受到的體驗感，並且顧客也願意花錢購買體驗。對管理者來說，他們致力於營造觸動人心與具吸引力的體驗，並嘗試全面地管理顧客與公司接觸的每一項體驗。從學者的觀點來看，認為體驗是一種經濟商品，消費體驗是可以被企業塑造的，學者們指出經濟的重心開始轉移為體驗，這呼應了正在蓬勃發展的體驗產業。 然而，探討體驗本質的實證研究仍然不多，本研究界定兩個研究焦點來探索顧客體驗：（1）研究顧客體驗的情感面，（2）所研究的體驗乃是發生於精心設計之服務場景。研究目的有二，其一為從顧客觀點探討顧客體驗的本質：根據消費者深入訪談的結果，歸納構成顧客體驗的五大要素與提出相關的概念架構和命題，五大要素分別為顧客本身、顧客與實體環境的互動、顧客與服務人員、其他顧客與同行夥伴的互動。第二，本研究探討顧客對於體驗品質的情感性知覺，並發展體驗品質的衡量工具、檢驗體驗品質與顧客滿意度和忠誠度的關係，研究結果驗證了體驗品質為較高階的構念，並發現體驗品質對顧客滿意度與忠誠度有正向影響。本研究亦提出關於研究應用、未來研究與研究限制的討論。 / Today, more and more customers, managers and scholars have become aware of the importance of experiences, which are characterized as satisfying customers’ psychic or personal needs. For customers, they are not merely consuming products or services. They care more about the experiences, which are provided by the stores, and they are willing to pay for experiences. As for managers, they have made more efforts to create touching and attractive experiences for customers, manage customers’ experiential journey with the companies, or even charge for experiences. For academic researchers, they view experiences as distinct economic offerings, which are different from goods and services. They believe that the focus of the economy has been transferred into experience (Pine and Gilmore, 1998, 1999; Schmitt, 1999; O’Sullivan and Spangler, 1998) and experience industries are rising (Toffler, 1970, O’Sullivan and Spangler, 1998). This study focuses on exploring the emotional aspects of customers’ experiences underlying the context of deliberately designed service settings. Two research objects are approached in this study. First, this research comprehensively explores the essence of customer experiences from the customer’s perspective. A qualitative study is conducted to find out the elements that constitute customers’ experiences, and a conceptual model that describes what is customer experience is thereby proposed. In this model, customer experience is made up of five elements (dimensions): the customers themselves and customers’ interactions with physical surroundings, service providers, other customers, and companions. Second, this research attempts to probe customers’ emotional perceptions of experience quality and to develop an instrument to measure this construct. This research clarifies the concept of experience quality by reviewing the literature, conducting qualitative studies, performing a procedure of scale development, testing the relative importance of dimensions, and examining the relationship among experience quality, customer satisfaction and loyalty. The findings verify that experience quality, as a higher-order construct, is made up five first-order constructs, which are demonstrated in the result of the qualitative study. The result of this research also reveals that experience quality has positive effect on customer satisfaction and loyalty. Relevant discussion of applications, future research, and limitations are also provided in the conclusion.

體驗經濟思維已成為未來企業經營的重心，體驗為主的企業，紛紛利用不同的體驗活動增加產品、服務的附加價值。綜觀台灣稻米產業，在加入世界貿易組織後，面臨稻米開放進口及削減農業補貼之壓力，加上國人飲食習慣受西式文化影響，飲食選擇多樣化及家庭外食比例提高，造成稻米耕作面積縮減及稻米供應量降低，使稻米產業的經營不免落入產量與價格的競爭。 研究從商業模式創新的角度出發，針對掌生穀粒糧商號、行健有機夢想村、穀東俱樂部與南澳自然田，四間台灣稻米產業中成功轉換到體驗經濟思維下經營的個案公司，根據深入訪談與直接觀察分析，了解並評估個案公司在體驗經濟下的商業模式創新。而研究成果一方面可提供四間個案公司作為未來發展的參考，另一方面也可成為未來台灣稻米產業在體驗經濟下創新經營的參考典範。 本研究之研究結論如下： 1.傳統稻米產業應積極尋求外部資源的投入，以求產業的成長轉型，加強與消費者間體驗的互動，勿停留在提供初級產品的經營思維。 2.企業經營者應秉持自己的中心思想，尋找具相同理念的消費者，營造具特色的體驗活動，勿一味追求市場佔有率。 3.稻米產業中企業商業模式的創新應善用新科技與體驗活動設計，並納入舊有元素，在傳統與創新中找到平衡點。 4.稻米產業中企業進行商業模式創新時，除考量可行性與創造財富的潛力，亦應思考永續經營與移轉複製的能性。 5.企業進行商業模式創新時，需一併考慮自身的社會責任，透過體驗行銷與體驗媒介傳達有益社會的經營理念，以服務大眾為己任。 個案研究顯示，四間個案公司的商業模式創新都和創新機會與創新因素息息相關，更與體驗經濟思維有非常深厚的連結，而商業模式的創新，確實能為台灣稻米產業帶來創造財富的潛力與提升永續經營的可能性。 / In recent years, experience economic viewpoint has been an important role in business. Some companies raise their products’ or services’ value by holding different experiential activities. In addition, the rice industry in Taiwan faces many challenges recently. First of all, imported liberalization and reduction of agricultural subsidies owing to joining WTO make more stress. And then people change their eating habits because of Western cultures. Moreover, many kinds of eating choices and higher proportion of eating outside are harmful for entire rice industry. Therefore, rice farming areas and provisions are decreased as well as the rice industry in Taiwan falls into aggressive competitions of price and yield. According to business model innovation structure, this study analyzes four Taiwanese successful companies which use experience economic viewpoint. This study gains information from in-depth interviews. This study also hopes to provide case companies some advances which might improve their future development. Furthermore, a referenced model is built by this research result. This study comes to the following conclusions: 1.The traditional rice industry should actively seek external resources, increase interactions and experiences between consumers and companies and avoid only selling rice goods. These methods could improve the growth and transformation of the rice industry. 2.Business managers need to insist their own central ideals, look for consumers who have the same ideals, create unique experiences and avoid blindly pursuing market share. 3.Business model innovation in the rice industry in Taiwan have to use new technology correctly, create experiences and redesign old elements to find a well balance of convention and innovation. 4.Business model innovation in the rice industry in Taiwan ought to pay more attention to not only wealth potential but also the possibilities of replication and sustainable development. 5.Business model innovation in the rice industry in Taiwan must think of social duty, their own ideals which are spread by experience marketing and media and take responsibility for serving the public. From these case studies, it is shown that four companies have strongly relationships among innovation opportunities, innovation factors and experience economic viewpoints. In fact, the rice industry in Taiwan can produce wealth potential and increase the possibility of sustainable development by using business model innovation.