Page 321 - Social Enterprise A New Business Paradigm for Thailand

Meechai Viravaidya, profiled in Chapter 2. A pioneer of Thailand’s civil society and social
enterprise movement, Meechai was raised by parents who operated a clinic offering free
medical treatment to the poor. More than fifty years ago, he recognized that “development

work requires funding, and if we wait solely for donations, it will never be sustainable” (Chapter
2, Box 2.1). Acting on this belief, he used his own seed capital to establish restaurant and hotel
ventures, writing into the company’s founding charter that every baht of revenue must be used
to serve society.

Another prominent example is Vichien Phongsathorn, a driving force behind ushering a new
generation into the social enterprise sector. As the architect of a natural ecosystem that
supports emerging social enterprises, he currently serves as Chairperson of the Premier Group
of Companies. Vichien is recognized as a visionary leader, one whose outlook extends beyond
a single organization to elevating the entire ecosystem for social enterprises. He was raised in a

middle-class family that instilled empathy and a sense of social responsibility. Growing up
alongside classmates from financially disadvantaged families, he shared their struggles, which
left a lasting impression. Upon graduation, he aspired to work in the nonprofit sector but later
realized the private sector offered greater potential for mobilizing capital and resources. He co-
founded the Khonthai Foundation as a platform to incubate social enterprises, facilitate
knowledge-sharing, and encourage creative thinking among young people. The foundation also
supports midstream "linkage enterprises" that mobilize public donations, build technology
platforms, and assist downstream providers that address the needs of an aging society, such as
Cheewamitr and Yuen Yen.

Beyond these individuals, a growing number of young people are committed to driving positive
social change. Many do not come from privileged backgrounds but have firsthand experience
living among marginalized communities, for example, members of Thailand’s hill tribes. Some,
like Lee Ayu Chuepa (Chapter 10, Box 10.1), developed their passion through hands-on
experiences such as volunteer camps, where they formed deep connections with underserved
populations. These experiences often inspired them to enter the field of social enterprise.

2) A Strong Business Model and Effective Management

A well-designed business model and effective management are critical to the success of both
mission-driven organizations and social enterprises. A strong model enables these organizations
to align their social and commercial goals, generating sustainable revenue while creating
meaningful social impact. Key components of such a model include high-quality products that
clearly meet customer needs, the ability to identify underserved markets, and the application
of feasible and appropriate technology. These elements help build customer trust by
demonstrating that the organization can consistently deliver to professional standards.

Siam Able Innovation Co., Ltd., a social enterprise founded by a person with a disability,

exemplifies this approach. The company designs and manufactures assistive equipment that

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