Page 299 - Social Enterprise A New Business Paradigm for Thailand

project was further supported by the Banpu Champions for Change program (see Box 9.7), which
offered both funding and professional mentoring.

Now celebrating its 10th anniversary, a-chieve continues to grow in its role as a social enterprise,
even though it is not formally registered as one. The company has broadened its service offerings
and built partnerships with a wide range of public and private sector entities. Examples include
collaborations with schools under the Office of the Basic Education Commission (OBEC) to train
guidance counselors and career camp projects conducted in partnership with a functional drink
company. The case of a-chieve underscores how the growth trajectory of social enterprises often
mirrors that of conventional businesses. These ventures must also pursue strategic partnerships,
innovate new service models, and identify customer segments with unmet needs, such as students
who may be losing interest in traditional tutoring but are increasingly eager to explore their future
career possibilities.

(2) Commission-Based Engagement refers to instances where private companies support social
enterprises through their procurement processes, by purchasing goods or services from them.
This approach is actively promoted by the Yunus Thailand Center. A notable example is its
collaboration with Ducati, the motorcycle manufacturer, which commissioned a social
enterprise to produce employee uniforms. Beyond this, there are many other ways in which
conventional companies can support social enterprises through routine procurement. These
include purchasing corporate gifts or souvenirs for annual customer appreciation events, hiring

gardening or tree-trimming services, or ordering catering services and snack boxes for business
meetings (see Box 9.6).

Box 9.6: “Tang Ton Dee” (Good Start) – A Well-Balanced Social Enterprise Model

“Tang Ton Dee” began as a policy initiative by the leadership of the Thailand Institute of Justice
(TIJ), with a clear goal: to reduce recidivism by offering former offenders equal opportunities to
earn a living and reintegrate into society with dignity. The team behind the initiative shares the
belief that “doing good doesn’t mean staying poor.” When TIJ relocated to its new office at the
Chaeng Watthana Government Complex, it provided space for the team to pilot their concept. The
initial model took the form of a food court operated by formerly incarcerated individuals. Over
time, the project expanded to catering services. In its first year, the project received 3.9 million
baht in seed funding from TIJ. This amount declined to 2.8 million baht in the second year and 1.9
million baht most recently. Meanwhile, the number of people employed by the initiative steadily
increased, from 25 in the first year to 40 in the second, and 60 in the current year. The team
anticipates that this number could grow to 100. What began as an internal service for TIJ staff and
executives has expanded organically, thanks to positive word of mouth. Nearby government
agencies have become regular customers, drawn by the food court’s reputation for delicious,
hygienic, and affordable meals. The expanding customer base has bolstered the team’s confidence
in the model’s viability. They are now piloting additional services expected to gain market traction,
such as wellness spas and massage, barber services, and landscaping. With a well-defined mission
and demonstrable social impact, the project has also attracted external partners. Notably, the
Stock Exchange of Thailand provided a 3-million-baht repayable fund, to be returned only if the
business succeeds. If the project fails, repayment is not required.

The project’s evolution reflects the very goal the Tang Ton Dee team set out to achieve. From the
start, they pledged to TIJ that they would work toward greater financial self-reliance, thereby
reducing TIJ’s funding burden over time. This trajectory points to the project’s potential for long-

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