國立海洋生物博物館 2000年以委外經營方式將展場委託民間公司：海景世界企業股份有限公司經營，不過館方仍保留了一塊展區做為自行辦理特展之用。 2006年國立海洋生物博物館建館工作完成，人力開始投入籌劃大型特展，自 2007年起每年都以年度特展的方式定期於該展區辦理特展迄今。近年為求特展的舉辦能發揮最大的效益，以及考量特展結束後能做進一步之評估分析，故於特展中導入體驗行銷的策略體驗模組來進行規劃以及分析。這包含了感官、情感、思考、行動及關聯五種體驗的策略模組，並依此來做為特展體驗行銷之指標。研究中發現 2011年的「誰的嫌疑最大－海中的武林高手」及 2012年的「愛與新生－海洋生物的繁衍」兩檔特展，其中只有感官和行動兩種策略模組與體驗行銷間有正向關係，而其餘三項與體驗行銷間無顯著關係，顯示特展在運用這三種策略時並未對觀眾產生預期之影響，有調整及改善空間。另研究也顯示特展的體驗行銷若能落實，觀眾對特展的滿意度也會提高，而好的滿意度能帶出好的忠誠度。整體而言，體驗行銷的手法是一種特展規劃的精進方式，同時也是特展成效評量的工具，是值得辦理特展時運用。

NMMBA adopted the BOT (Build-Operate-Transfer) model by leasing the Aquarium Department to Hi-Scene World Enterprise Co., Ltd., but still retains an area for special exhibition. After the completion of the 3rd main exhibition hall in 2006, the museum begins special exhibitions on an annual basis since 2007. In order to maximize the beneficial results of the special exhibitions, as well as to evaluate the results after the special exhibition, we implemented strategic experiential modules (SEMs) of experiential marketing that include sense, feel, think, action and relate as indicators. Our results showed that the exhibitions "Who's the Biggest Suspects: Sea Martial Arts Master" and "Love and Newborn: The Proliferation of Marine Life" in 2011 and 2012, respectively, possessed a significant positive relationship between experiential marketing and strategies modules of sensory and action, whereas no significant relationship was found between the remaining three modules and the experience marketing. The three strategies have no effect on the experiential marketing, pending future improvement. It also showed that the implementation of experiential marketing during a special exhibition would increase audience satisfaction, which could bring out good loyalty. In conclusion, the experiential marketing approach provides sophisticated way for improving special exhibition planning and can be used as an assessment tools for special exhibitions in the future.