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Chapter 7

The Social Enterprise Ecosystem in Thailand

In Thailand, social businesses and social enterprises are entitled to the same benefits as
conventional businesses. They are eligible for support from various government agencies, such
as the Board of Investment (BOI), which offers matching grants ranging from 20 to 50 million
baht for high-potential startups under specific conditions. Other supporting institutions include
the Small Industry Credit Guarantee Corporation (SICGC) and the Ministry of Commerce.
However, because social enterprises place social goals above profit-making, they often face

greater operational challenges. As a result, both in Thailand and globally, there is a growing
consensus that social enterprises warrant special support. It is also important to note that
Thailand’s social enterprise ecosystem remains in its early stages. The Social Enterprise
Promotion Act, B.E. 2562 (2019), was only promulgated in the Royal Gazette on May 22, 2019.

Thailand’s social enterprise ecosystem comprises three main categories of actors: (1) upstream
entities that provide funding, (2) intermediary organizations that serve as incubators, and (3)
regulatory and promotional bodies that support alliances, customer networks, and consumer
engagement, mirroring the international ecosystem structure presented in Chapter 4.1. This

chapter adds depth by highlighting examples of Thai organizations that operate as upstream
and intermediary actors (see Figure 7.1). The organizations listed are illustrative rather than
comprehensive. Downstream actors, namely the social enterprises themselves, will be analyzed
in later chapters through empirical research. The content of this chapter draws from both
organizational websites and in-depth interviews (a list of interviewees is provided in Appendix
1).

The chapter begins by examining financial instruments available to social enterprises, with a
particular focus on upstream financial institutions and funding sources. It then explores the

reasons and motivations that lead some enterprises to register, or not register, under the legal
framework for social enterprises. Finally, it introduces the “wind beneath the wings” models
that help social enterprises gain momentum and scale. In addition to cited references, the
analysis draws on qualitative insights from interviews with leaders of relevant organizations, as
detailed in Appendix 1.1.

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