夏業良、魯煒在他們所譯的體驗經濟時代一書中提到：「消費是一種過程，當過程結束後，體驗的記憶將恆久存在」，消費者對於實體商品的消費可能因時間、空間的流失而結束，但他們對消費實體商品後，所衍生出來的感動與情感依附，卻可能長久存在，從實體商品轉換成感覺商品的價值差異，正是所有體驗行銷推動者，所試圖創造並達到的。 基於一次對黃金博物園區的親身旅遊經驗，研究者發現該園區具備執行體驗行銷之完整條件，因此引發本研究動機，以此為個案，採問卷調查法與焦點訪談法，研究黃金博物園區體驗行銷之策略。 本研究採取驗證性之方法，獲得結果如下： 1.遊客對黃金博物園區體驗行銷五大策略模組，整體同意度接近4，趨向同意。 2.遊客對黃金博物園區體驗價值，整體同意度超過3.6，趨向同意。 3.遊客對黃金博物園區顧客滿意度與忠誠度，整體同意度為3.8，趨向同意。 4.人口變項與體驗行銷、體驗價值、顧滿意度、忠誠度關聯性不顯著。 5.遊客的旅遊態度與型態，影響遊客對體驗行銷五大策略模組的感受。 6.體驗行銷與體驗價值正向顯著關係，部分成立。 經由本論文問卷資料分析實證結果發現「感官體驗對美感價值、服務優越性 有顯著正向關係」；「情感體驗對美感價值、服務優越性、趣味性有顯著正 向關係」；「行動體驗對服務優越性、趣味性、美感價值有顯著正向關 係」；「思考體驗對服務優越性、趣味性、美感價值有顯著正向關係」； 「關聯體驗對趣味性價值有顯著正向關係」。而「感官體驗對趣味性價 值」、「關聯體驗對服務優越性、美感價值」，卻沒有呈現顯著正向關係。 7.體驗價值與顧客滿意度有正向顯著關係。 8.體驗價值與忠誠度有正向顯著關係。 9.顧客滿意與忠誠度有正向顯著關係。 10.黃金博物園區擁有五大成功關鍵因素（KSF），可提供其他生態博物園 區、博物館，作為體驗行銷執行策略之參考。 （1）保持原味（Originality） （2）具有獨特性（Unique） （3）多變性（Variation） （4）價格低廉（Free & Inexpensive） （5）市場區隔（Distinctive） / In the “Era of Experiential Economy” translated by Xia and Lu, it reads: “Consumption is a process, and when this process is over, the experiential memory is what lasts forever.” A consumer’s consumption of a physical product may end with spatial or temporal changes; however, the feeling and affect that derive from the consumption may last forever, and the difference in value in the transition from a physical product to an affect product is what all experiential marketers are trying to achieve. After returning from a trip to the Gold Ecological Park (hereafter the “Park”), it was determined that the Park had all the necessary conditions for experiential marketing, and this study was conducted as a result. This present study is a case study of the Park using methods such as questionnaire survey and focus-group interview, aiming at the strategies of the Park’s experiential marketing. The results yielded by the analysis are as follows: 1. The overall level of the interviewed tourists' (hereafter the “respondents”) agreement regarding the Park’s five major marketing strategies was close to 4. 2. The overall level of the respondents' agreement regarding the Park’s experiential value exceeded 3.6. 3. The overall level of the respondents’ agreement regarding the Park’s customer satisfaction and loyalty was 3.8. 4. There were no significant correlations between demographic variables, experiential marketing, experiential value, customer satisfaction, and customer loyalty. 5. A tourist’s travel-related attitude and style affect how he/she feels about the five major experiential strategies. 6. The statement that there is a significantly positive correlation between experiential marketing and experiential value is partially supported. The findings yielded by our questionnaire indicate that “there is a significantly positive correlation between sensory experiences, aesthetic values, and superiority of services.” “There is a significantly positive correlation between affective experience, aesthetic values, superiority of services, and fun.” “There is a significantly positive correlation between action-based experience, aesthetic values, superiority of services, and fun.” “There is a significantly positive correlation between thinking-based experience, aesthetic values, superiority of services, and fun.” “There is a significantly positive correlation between correlation-based experience and fun values.” However, there is no significantly positive correlation between “sensory experience and fun values” or between “correlation-based experience and aesthetic values and superiority of services.” 7. There is a significantly positive correlation between experiential values and customer satisfaction. 8. There is a significantly positive correlation between experiential values and customer loyalty. 9. There is a significantly positive correlation between customer satisfaction and customer loyalty. 10. The Park has five KSF, or Key Success Factors, that serve as valuable reference for other ecological parks and museums in their experiential marketing. （1）Originality （2）Unique （3）Variation （4）Free & Inexpensive （5）Distinctive