Page 238 - Social Enterprise A New Business Paradigm for Thailand

khao ma (traditional woven cloth), the intended customer group must be clearly identified.
Product innovation may require adopting science- and technology-based methods to
improve quality, such as making fabrics softer and more environmentally friendly. This could

open opportunities to enter premium markets or adapt designs for modern use. To develop
distinct brand identities and product standards, the network should study successful models
in countries like Japan (noted for design excellence) and China (advanced in labor-saving
craft technologies). Each subsidiary must articulate a clear value-add for its products beyond
what local producers already offer.
7. Establish a transparent compensation structure for subsidiary company managers, or at
least for marketing personnel. Consider offering performance-based incentives or formal
recognition programs for outstanding community entrepreneurs. Such mechanisms would
motivate local managers, especially if their base salary is modest, by linking compensation
to sales targets or specific achievements.

8. Promote each province’s activities through television and online channels, showcasing its
products and services in connection with local tourist attractions and cultural narratives.
These promotional efforts should be strategically aligned with broader goals of equity and
sustainability.
9. Collaborate with state research agencies to develop technological innovations that enhance
traditional products, improving both productivity and quality. Create platforms for
knowledge exchange and support research to standardize key products and apply

appropriate, labor-saving technologies. Partners may include agencies such as the National
Research Council of Thailand (NRCT).
10. Encourage a new generation of social entrepreneurs in agriculture through support
programs similar to those for private-sector startups. These programs should offer
comprehensive guidance, from securing funding and navigating regulations to addressing
labor and product standards. Continued advisory support should be provided throughout
the business journey. Once ventures are profitable, even small repayments or fees should
be reinvested into a fund to support future enterprises.
11. Strengthen quality standards and certification systems for processed agricultural products

to ensure consistency and market competitiveness.

7.9 Conclusion

The development of social giving in Thailand has long been driven by initiatives from civil society.
Private sector involvement began roughly 30 years ago, in part due to pressure from
international governance standards. As seen in this chapter, social enterprises have become
increasingly prominent. While Thailand’s social enterprise ecosystem, largely shaped by

grassroots efforts, has made notable progress, it still faces significant limitations, despite
possessing more momentum than public-sector efforts. This chapter has compiled insights from
both registered social enterprises and those that operate without formal registration. Many
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