THE STUDY ON EXPERIENCE MARKETING OF TOURISM FACTORY IN TAIWAN.

This paper explored the status of experience marketing in the tourism factory in various forms of experience activities, including sensory experience, emotional experience, thinking experience, action experience, and related experience. Meanwhile, this research combined importance and performance analysis (IPA) methods to analyze whether there was a significant difference in the importance and satisfaction of tourists from different backgrounds to the experience activities of the tourism factory. The research results showed that in the statistical variables had significant differences in the importance of various forms of experience activities. In terms of satisfaction, there were different significant differences based on different experience activities as well. performance is satisfactory. However, the process has excellent performance. III. Low importance and low performance: The importance and satisfaction of the service attributes are no good, which is the source of the company's downward trend. Therefore, operators can improve the lack of service attributes in this quadrant after the improvement of the fourth quadrant. IV. High importance and low performance: The importance of this service attribute is high, but satisfaction is no good, and it is the weakness source of potential for the enterprise. This quadrant is where customers pay high attention to their service attributes, but consumers feel that the current service performance is not up to their expectations

This paper explored the status of experience marketing in the tourism factory in various forms of experience activities, including sensory experience, emotional experience, thinking experience, action experience, and related experience. Meanwhile, this research combined importance and performance analysis (IPA) methods to analyze whether there was a significant difference in the importance and satisfaction of tourists from different backgrounds to the experience activities of the tourism factory. The research results showed that in the statistical variables had significant differences in the importance of various forms of experience activities. In terms of satisfaction, there were different significant differences based on different experience activities as well.

…………………………………………………………………………………………………….... Introduction:-
With the economic development and the transformation of industrial structure, the proportion of domestic service industry's output value to the overall industry has continued to rise in the past few years. Because of the impact of the phenomenon of the Holy Child and the impact of human beings on the environment, countries around the world are advocating environmental protection, energy conservation and carbon reduction, and working hard to improve the living environment. Therefore, during the holiday of the week, there are more people are eager to live closer to nature and begin to advocate a variety of healthy outdoor leisure activities.
Tourism factories are a phenomenon in the development process of Taiwan's economy. With the transformation of the industry, manufacturing factories have been transformed into tourism factories, such as the Taiwan Towel Tourism Factory, the Taiwan Soy Sauce Museum, the Taiwan Glass Museum, and the Taiwan Whiskey Distillery. Some companies have also established leisure-type tourism factories to turn business activities into a new form and build relationships with customers through experience marketing. Since the Industrial Bureau of the Ministry of Economic Affairs of Taiwan has vigorously promoted the "promotion of the manufacturing industry to develop tourism and leisure industry projects" and "the promotion of local industrial innovation and transformation and development projects", many studies have begun to focus on tourism factories. The effectiveness of the experience activities organized by these tourism factories is a topic worthy of discussion. Therefore, based on the above, this paper explores the differences between statistical variables for the experience activities of tourism factories, and discusses the differences in related experience activities based on the method of importance and satisfaction analysis ISSN: 2320-5407 Int. J. Adv. Res. 7(11), 802-809 803 (IPA), and the results would be provided to the owner of tourism factory for reference to improve the experience activities.

Literature Review
The definition of a tourist factory in the Ministry of Economy of Taiwan is "a factory with tourism education or industrial cultural value that actually engages in manufacturing and processing in line with the manufacturing spirit of MIT (Made in Taiwan), and provides its products, processes or factory buildings to tourists." This definition does not rigidly regulate the nature and equipment of tourism factories. From the perspective of the local government, they hope that they can be combined with all the tourist attractions worthy of the public to promote, so that more domestic and foreign tourists can better understand the characteristics of local industries; on the other hand, from the perspective of the central government, they want to see the quality of the factory is unified, so that consumers are satisfied with the tourism factories they have visited. Different positions lead to different ways of doing things, but both hope that Taiwan's tourism industry can be more luminous and hot. Through the tourism factory, more people can understand Taiwan's local industrial culture.

Experience Marketing
Schmitt (2010) proposed a "strategic module" in the book of experience marketing. The experience marketing is divided into five aspects: sense, feel, think, act, and relate to create different experience modules for customers, and the sensory strategy is to achieve sensory impact through vision, hearing, touch, taste, and smell to provide added value to the product or service; the emotional strategy is to touch the inner emotions and emotions of consumers, and then promote consumers take the initiative to participate; thinking strategy is to make consumers think, participate and cause a paradigm shift through surprise and interest; action strategy is to increase the physical experience, affect consumers 'life style, and enrich consumers' quality of life ; The association strategy is to associate the brand with the social and cultural environment and affect the potential members of society. Specifically, the core of its operation is from the senses and feelings of consumers, not only providing the consumption of goods and services, but also let customers have an unforgettable experience. Traditional marketing mostly defines product classification and competition in a narrow way, and focuses on product performance and benefits. Consumers are often regarded as rational information processors; experience marketing regards customer experience as the focus of marketing and focusing on the experience of the customer's consumption situation, consumers are regarded as animals with both rationality and sensitivity (Schmitt, 2000). Westbrook (1980) points out that satisfaction is the cognitive process evaluation that customers actually obtain from the product and compare it with previous expectations of product performance; if actual performance exceeds or equals previous expectations, customers will generate satisfaction. Oliver (1980) believes that the main difference between the two lies in a cognitive point of view, and that the formation of satisfaction is a series of psychological evaluations, that is, the comparison process of consumers' prior cognition. On the contrary, the emotional perspective emphasizes that the formation of consumer satisfaction comes from the immediate emotional response of customers. To define customer satisfaction from a cognitive perspective, most believe that customer satisfaction is an evaluation of the cognitive process by which consumers actually obtain or feel from a product or service compared with previous expectations of product (or service) performance.

Important and Performance Analysis (IPA)
Important and performance analysis (IPA) method was developed in 1977 by Martilla and James. An IPA framework was proposed in the analysis of the properties of industrial products, and the structure was used to analyze the service quality of the product. The average score of the importance and performance situation draw in a two dimensional matrix. The positions of the size and quadrant in the matrix can be arbitrarily determined. The focus is on the relative positions of different points in the matrix (Martilla and James, 1977). IPA is mainly based on the perspective of consumers to analyz the relationship between importance and performance, and further developing marketing strategies. IPA is a very useful tools for management. IPA's underlying assumptions are consumer satisfaction with attributes, and these are based on consumer expectations and evaluations of product or service performance. The four quadrants of the IPA matrix represent: I. High importance and high performance: The importance of service attributes and satisfaction ratings are all high, so this quadrant is expressed as a region that maintains the company's competitive advantage. II. Low importance and high performance: The importance of service attributes is low but the satisfaction process is good, which is the source of the company's secondary advantages. This quadrant is for customers who value their service items, but consumers feel that service 804 performance is satisfactory. However, the process has excellent performance. III. Low importance and low performance: The importance and satisfaction of the service attributes are no good, which is the source of the company's downward trend. Therefore, operators can improve the lack of service attributes in this quadrant after the improvement of the fourth quadrant. IV. High importance and low performance: The importance of this service attribute is high, but satisfaction is no good, and it is the weakness source of potential for the enterprise. This quadrant is where customers pay high attention to their service attributes, but consumers feel that the current service performance is not up to their expectations

Research Methodology:-
This study uses the classification of Schmitt (1999). There are five strategies for experience marketing, sensory experience, emotional experience, thinking experience, action experience, and related experience. The five types of experience activities are described in the Interest is caused by surprise, which provokes consumers to think with concentration or distraction. action experience The relationship between the body's action experience and life style.
By increasing physical experience, pointing out alternative ways of doing things, alternative lifestyles, and enriching consumers' lives. related experience The individual is related to the ideal self, others, or social culture.
Link consumer behavior to the social and cultural environment and influence potential community members.
This study used questionnaires to conduct surveys, and divided the questionnaire into sensory experience, emotional experience, thinking experience, action experience, and related experience, all of which used Likert's five-point rule. They were all scored in a forward direction, and they were rated from 1 to 5 from "strongly disagree" to "strongly agree".

Case Introduction
The "White Wooden House Cultural Center" is located in Taoyuan City, Taiwan. White Wooden House Food Company has a very important place in pastry cakes in Taiwan. Like other well-known food companies, White Wooden House was originally a small pastry shop, and then gradually turned into a large food tourism factory. It also provides visitors with visits.

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White Wooden House was established on November 02, 1997, and entered the bread market in September 2005, continuing the brand life of the company and diversifying its brand benefits. The activities in the White Wooden House Brand Culture Center can be roughly divided into three types: production process visits, general visits, and self-funded activities. Consumers can learn about the production process, stimulate the thinking and absorb relevant knowledge through visits to the various subject areas of the production process; at the same time, they can stimulate the senses through the fragrance and product appearance and color emitted during the production process.
The facilities of the White Wooden House Brand Culture Museum are divided into two floors and a total of three parts. There is a briefing room at the entrance of the museum area. A simple brand culture video is displayed for visitors, followed by image corridors and sales areas. You can understand the white wooden house brands, awards, quality recognition and other badges through the corridors.

Data analysis
This study adopts the method of random sampling. The subjects are mainly tourists who come to visit the white wooden houses. A total of 500 questionnaires were sent out, 485 questionnaires were recovered, and the recovery rate was 97.0%; 463 valid questionnaires, the effective rate was 95.5%. The valid samples for this study are described in the following table. Importance Analysis:-According to the five experience strategies of experience marketing (sensory experience, emotional experience, thinking experience, action experience, and related experience), the difference is tested with statistical variables, and the alpha value is equal to 0.05 as the criterion. If the p value is less than 0.05, it means that there is a significant difference; conversely, if the p value is greater than 0.05, it means that there is no significant difference. The results of the significance test are shown in the following table. Converting the table5 into a strategic perspective, we can get the following results.  Table 7 is converted into a strategic perspective, the following results can be obtained.

Importance and Performance Analysis (IPA)
808 Take the horizontal axis as the degree of satisfaction, the vertical axis as the degree of importance, draw a square, and use the average of the degree of satisfaction and importance as the center line of the cut, as shown in the figure1 below. The upper right corner (the first quadrant) in the figure below is high and the degree of importance is high; the upper left corner (the second quadrant) is low and the degree of importance is high; the lower left corner (the third quadrant) is the degree of satisfaction is low and the degree of importance is also low; the lower right corner (fourth quadrant) is high in satisfaction but low in importance.

Figure1:-Importance and satisfaction
As can be seen from Figure 1, the sensory experience is in the first quadrant, which indicates that the focus is outstanding and the effect is significant. The corresponding suggestion is to continue efforts.
Emotional experience in the second quadrant indicates that it is not important, but has significant results. The corresponding suggestion is not to deliberately pursue, it is appropriate to let it go.
Thinking experience and action experience are in the third quadrant, indicating poor performance and low importance, and it is recommended to low priority.
The related experience is in the fourth quadrant, which indicates that it is of high importance but poor performance. It is recommended to focus here and need to make efforts on improvement.

Result and Interpretation:-
After comprehensively analyzing the results, the management implications and suggestions are put forward as a reference for the management of the tourism factory, and the research directions for other interested researchers in the future are proposed.
The variables with significant differences in importance are as follows: 1. Sensory experience: age, marriage, occupation, whether you have been to a tourism factory, the number of times you have been visited a tourism factory, who you travelled with, and the purpose of visiting a tourism factory. 2. Emotional experience: age, marriage, he number of times you have been visited a tourism factory, and with whom you travelled. 3. Thinking and experience: gender, age, marriage, occupation, the number of times you have been visited a tourism factory, with whom you travelled, and the purpose of a visiting tourist factory. 4. Action experience: gender, age, marriage, occupation, whether you have been to a tourism factory, the number of times you have visited a tourism factory, with whom you travelled, and the purpose of visiting a tourism factory. 5. Related experience: gender, age, education, marriage, occupation, whether you have been to a tourism factory, the number of times you have been visited a tourism factory, with whom you travelled, and the purpose of visiting a tourism factory.

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The variables that have significant differences in satisfaction are as follows: 1. Sensory experience: education, marriage, occupation, whether you have been to a tourism factory, how many times you have been visited a tourism factory, with whom you travelled, and the purpose of coming. 2. Emotional experience: marriage, whether you have been to a tourism factory, how many times you have been visited a tourism factory, with whom you travelled, and the purpose of coming. 3. Thinking experience: marriage, whether you have been to a tourism factory, how many times you have been visited a tourism factory, and with whom you travelled. 4. Action experience: education, whether you have been to a tourism factory, how many times you have been visited a tourism factory, and with whom you travelled. 5. Related experience: gender, age, education, marriage, occupation, whether you have been to a tourism factory, how many times you have been visited a tourism factory, with whom you travelled, and the purpose of coming.

Conclusion:-
The sensory experience is in the first quadrant, which indicates that the importance and performance are significant, and it is recommended that the corresponding approach be continued. From the perspective of the Boston Consulting Group (BCG) Model, it is in the "super star" quadrant, and we should work hard to make this marketing experience strategy continue to ferment.
Emotional experience is in the second quadrant, indicating that it is not important, but the performance is significant. The corresponding suggestion is not to deliberately pursue, it is appropriate to let it go. From the perspective of the Boston Consulting Group (BCG) Model, it is in the "Cash Cow" quadrant, so you don't need to invest too many resources, and this marketing experience strategy can continue to make contributions.
Thinking experience and action experience are in the third quadrant, indicating poor performance and low importance. Recommendations are considered low priority. From the perspective of the Boston Consulting Group (BCG) Model, it is in the "Dog" quadrant, which means that thinking about this strategy need not be considered a priority.
The related experience is in the fourth quadrant, which indicates low performance but high importance, and it is recommended to focus on improvement. From the perspective of the Boston Consulting Group (BCG) Model, it is in the "Question Mark" quadrant. This part should be the focus of improvement to maximize the effectiveness of the marketing experience strategy.

Recommendation
Due to this study is limited by time and budget issues, the sampling and sample size are both limited. Therefore, the following two suggestions are put forward for these issues to provide a reference for follow-up interested researchers.
Importance and Performance Analysis (IPA) mainly analyzes the relevance of importance and performance from the perspective of consumers, and further develops sales strategies. For managers, IPA is a very useful tool. It is suggested that follow-up interested researchers can expand the scope of the research and increase the reference value of the research results as an important reference for business managers when formulating marketing strategies. Each tourism factory has its own operating characteristics. Therefore, it is suggested that interested researchers can conduct more in-depth discussions on different tourism factories and compare the differences in management to make the research results more valuable.