Page 236 - Social Enterprise A New Business Paradigm for Thailand

• Internal communication is weak. In some provinces, the link between the management
team and local producers is fragile due to inadequate communication. Many executive
members come from urban, non-agricultural backgrounds and view the business through

lenses shaped by experience in sectors such as real estate, non-agricultural retail, or
services. As a result, they often lack an understanding of the grassroots economy. They may
not fully grasp the diversity, variability, and limitations of the products and producers within
community enterprises, nor the unique identity of local goods, factors essential to
developing effective and targeted marketing strategies.
Political instability has impacted the group’s public image, starting with its name, which, by
coincidence, matches that of a political party formed later. Frequent reshuffling of high-
ranking officials, such as provincial governors and heads of departments like Community
Development, Public Health, Agriculture, and Commerce, has led to a lack of continuity.
Successors often have little understanding of social enterprises, resulting in inconsistent

collaboration. In short, both commerce and politics are in constant flux. What was once a
strength for the Pracharath network is no longer sufficient in today’s environment. Suppliers
still rely on labor-intensive traditional production methods, even as labor costs continue to
rise. Meanwhile, the group’s brand identity has weakened due to shifting political
associations, unlike long-standing names such as Doi Kham or Doi Tung. Its core organization
lacks an active digital presence and has no direct touchpoints with consumers, who now
primarily engage through online platforms. Furthermore, while the group’s goal is to

increase farmers’ income, the lead government agency, Community Development (CD), has
limited expertise in both agriculture and business, making it difficult to drive progress. Krabi
province is a rare exception, where the CD office has successfully leveraged public funding
to support community-based tourism. The Pracharath Rak Samakkee company network has
now been operating for nearly a decade. Over the past ten years, numerous global and
domestic changes have reshaped the landscape, including technological disruption, the
climate crisis, and, within Thailand, a surge in government support for the agricultural
sector and community enterprises. This heightened state support has lessened the
perceived need for the Pracharath Rak Samakkee network. Meanwhile, many of the farmer

groups working with the network are aging, making it increasingly urgent to bring in
younger generations to revitalize the movement. The original operational framework lacked
the flexibility to adapt to shifting conditions and evolving managerial insights. It may now
be time for Pracharath Rak Samakkee Thailand to chart a new strategic direction, developed
collaboratively with provincial-level companies. This may involve a full transformation:
rebranding the organization with a new name and logo, updating production technologies,
redesigning products and services, rethinking sales and logistics strategies, and adopting a

more proactive, future-facing approach. Equally important is the development of a new
generation of local leaders and encouraging their active participation. The group should also
pursue partnerships with agencies whose operations naturally align with those of
Pracharath Rak Samakkee, for example, Thailand Post.

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