The COVID-19 pandemic has severely
affected the tourism market and industry, yet Taiwan's
tourism factory, which has developed over many years,
suffered relatively few losses during the pandemic. In
fact, the customer unit price and number of
establishments reached new highs throughout this era.
Based on the PEST–SWOT theoretical framework and
the discussion of literature on innovative business
models, this research analyzes the current development
direction and practical operation mode of Taiwan's
tourism factory to define the business models and offer
transformation suggestions that enterprises can use to
transform into a tourism factory reference or serve as an
existing reference for the integrity of the selfexamination focus and development strategy of the
tourism factory operator during the operation process.
Enterprises can also use digital transformation and
cross-domain value-added strategies to integrate online
and offline resources, such as agriculture, culture, and
tourism in the region, and link regional revitalization or
ecosystem circular economy effects. The tourism factory
with local economic and humanistic historical
characteristics present the development background and
evolution of the local industry and offer unique cultural
values. These are the bases for innovative business
models, making Taiwan's tourism factory very
competitive as an international tourism brand and one of
the successful innovative business models.
Keywords : Tourism factory, PESTLE & SWOT Analysis, Innovative business model.