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.