Abstract: Users have been recognized as a vital business resource and strategic asset for enterprises. Crafting an exceptional user experience has increasingly become the core tenet of product innovation. However, a pleasurable user experience often seems to be at odds with the commercial development of products. Therefore, this study, grounded in paradox theory, explores how enterprises can manage the dialectical relationship between the "small and beautiful" user experience orientation and the "large and comprehensive" corporate commercial orientation, revealing the micro-mechanism through which user experience indirectly drives product innovation. Through a longitudinal case study of WeChat, this paper proposes a dichotomy of user experience dimensions for the experience economy era—strong functionality/service and strong emotion—and constructs a dynamic equilibrium model for experience-driven innovation flow. The study finds that product innovation can be driven by either strong functionality/service or strong emotional user experience, through one or several composite architectural innovation methods such as incremental, radical, modular, and architectural, and evolve within different experience network models such as individualisation, integration, combination, and ecosystem. This approach allows for the creation of an ultimate user experience while gradually exploring product commercialization. The appropriate sequence and pace of different experience network models during the evolution process will facilitate enterprises to utilize experience-driven product innovation from the top down, providing insights for product innovation in the era of the experience economy.