Page 322 - Social Enterprise A New Business Paradigm for Thailand

directly meets market needs, an outcome made possible by the founder’s firsthand
understanding of the challenges faced by people with disabilities.

For social enterprises operating in highly competitive markets, a business model that is tightly
aligned with market demand is essential for long-term survival. In interviews, Meechai

Viravaidya described how he relied on his restaurant and hotel ventures to generate revenue
for his social enterprise. Likewise, Lee Ayu Chuepa, founder of Akha Ama Coffee, operates in a
competitive industry where profits are channeled into social initiatives. Both leaders agreed
that in order to compete with private sector businesses, social enterprises must offer high-
quality, distinctive products and services. Good intentions alone are not enough. Pricing must
also be appropriate to ensure there is a financial surplus to sustain social activities. As Lee
remarked, “We’re selling coffee, not pity.” Another example is Zero Waste YOLO, a company in
the recycling industry. Its founder stressed that “those running social enterprises must adopt a

mindset that they are building a business, and they must be able to compete like any other
enterprise.”

As Thailand moves toward a fully aged society, demand for elder care services is increasing
rapidly. Wheel of Joy Co., Ltd. was founded to address this need, offering specialized services
such as medical transport for the elderly (Ambulove), leisure outings (Joy Go Around),
interprovincial travel (Joy Ride to Fly), and support for expectant mothers in their final trimester
(Mamababe). The high rate of repeat usage demonstrates strong market acceptance.

Another successful model is Yuen Yen (see Chapter 2, Box 2.2), a social enterprise focused on
end-of-life care. As aging and terminal illness become more prevalent, the need for palliative

care that preserves quality of life has grown significantly. Hospital-based care can be
prohibitively expensive, making home-based care an attractive alternative. Yet this market has
been largely underserved. By clearly understanding market dynamics and the specific pain
points of customers, Yuen Yen has established itself as a financially self-sustaining social
enterprise that fills a critical gap in Thai society.

3) Clarity of Mission and Social Objectives
Academic literature highlights that having clear and measurable social goals is a key success
factor for social enterprises in many countries. This is particularly true in contexts like the United

States, where social enterprises do not typically receive tax benefits or preferential public
procurement treatment. Instead, they compete in a large social capital market, making well-
defined and measurable social objectives critical for attracting support and achieving impact.
Enterprises with a clear mission are better able to define their strategic direction, communicate
effectively with stakeholders, and attract external resources and collaboration.

▪ A well-defined mission and objective should align with societal needs. An effective mission
addresses pressing social issues or unmet needs of specific groups, clearly identifying the
target beneficiaries. This should be based on thorough data collection and problem analysis.

For example, MiVana Coffee supports forest conservation, Zero Waste Yolo is committed to
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