近年來台灣主題樂園百家爭鳴、競爭激烈，各大遊樂園業者無不各出奇招來爭取最大的來客數，然而，經營維護主題樂園的成本頗高，在現今的服務經濟裡，考驗著企業的經營管理能力，面對市場挑戰與維持獲利能力的考驗，唯有顧客體驗價值才能在一片競爭裡殺出重圍邁向藍海，企業應該要關注在顧客體驗價值創造才是真正的關鍵因素，有好的品質與服務的產品才能創造美好的顧客體驗價值，也才會讓民眾願意掏錢買門票入園及分享親友一起共遊，這些將是企業永續經營的重要關鍵因素。
因此，本研究以南部知名主題樂園之顧客體驗價值作為研究範圍，透過交織理論(Assemblage Theory)之微觀視角探討消費者如何在樂園遊玩歷程中創造屬於自己獨一無二的體驗價值。顧客體驗的好壞受到許多因素影響，例如業者所提供的外在環境條件、園區氛圍、活動表演項目、促銷優惠及消費者個人背景、價值觀、期望心理等，唯有透過交織理論微觀視角，不斷窺探顧客旅程體驗過程，才能設身處地為顧客找想，並且設法提升與改善不順暢之體驗經驗。
在研究方法上，本研究採用質性研究方法，以符合理論模式抽樣選定三位個案消費者，透過研究方法探討不同消費者個案在不一樣情境下的遊玩體驗價值，以主體樂園下的人與非人(物件)交織互動，會因那些情境條件及要素不同之下產生變化，並且針對個案獨特遊玩體驗價值進行深度訪談及蒐集相關初級、次級資料等進行驗證。藉由交織下的顧客地圖具體的描繪剖析動態的顧客體驗價值歷程，進而得知在各項交織體中的各項元素如何相互影響顧客體驗價值，在這些探究、挖掘的研究中發現許多有趣的新觀點。最後，文末也提出研究限制與未來研究方向之說明，希冀本研究能補足學術理論缺口，亦能提供業界經營管理與策略擬定之參考依據，為學術界及實務界提供相關貢獻。

In recent years, the competition for theme parks in Taiwan has been fierce. In today’s service economy, companies’ operational management capabilities are being tested. Facing market challenges and the test of maintaining profitability, companies should focus on customer experience value creation as the key to success. Only products with good quality and service can create a good customer experience value, which will be an important factor to company's sustainable operation.

Therefore, this study takes the customer experience value of the well-known southern theme parks as the research scope, through microscopic perspective of the Assemblage Theory and explore how consumers create their own unique experience value when enjoying the fun in the theme park. using microscopic perspective of the Assemblage Theory and continuously examination of the customer journey experience process can we put ourselves in the position to find the customer's thinking and try to resolve and improve the unpleasant experience.

This research adopts qualitative research methods to explore the value of play experience by sampling three consumers in different situations, studying the interaction and interweaving with humans and non-humans (facilities) in the theme park, and analyze the specific depiction of the intertwined customer map to describe dynamic customer value journey experience. Finally, the end of the article also proposes research limitations and future research directions. It is hoped that this research can fill up the gap in academic theory, provide a reference for industry management and strategy formulation, and provide relevant contributions to both academic and practical purposes.

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