Page 328 - Social Enterprise A New Business Paradigm for Thailand

their consumer behavior and market needs. Addressing the challenges of these fragile
markets requires in-depth understanding of low-income consumers and the identification
of replicable solution models. In particular, further research is needed into the disability

market and low-income family segments, especially those living in remote or rural areas.

2.2) Markets exist, but consumers lack confidence in the quality or standards of services, or
international standards may be required, such as for carbon accounting or carbon-reducing
outputs. In such cases, enterprises must develop products and services that can either
reduce carbon emissions or increase carbon sequestration. However, these markets involve
high costs related to certification and quality assurance. Therefore, support mechanisms
should focus on enhancing the skills of social enterprise personnel through tailored training
programs, financial assistance, or subsidized training fees embedded within project
development initiatives. These interventions would enable social entrepreneurs to access

training at reduced or no cost, provided that they subsequently apply their knowledge to
future social projects.

2.3) Markets exist but require a level of standardization slightly below that described in 2.2),
along with assurances of safety in service delivery. These include services such as
maintaining cleanliness, providing elder care, and maintaining household infrastructure like
water and electricity systems. In these cases, a credible entity is needed to guarantee
service quality and ensure user safety, particularly because these services take place within
the private residences of consumers. Government support agencies could play a role by

developing and endorsing a network of certified social enterprises, with trusted
organizations verifying the quality of service. For instance, retired health professionals could
be recruited to manage service delivery for elder care, early childhood care, disability
services, and household repairs or appliance maintenance for persons with disabilities.
These services would carry formal certification to ensure reliability and trust.

2.4) Markets exist but are highly fragmented and lack centralization. These require
innovative management approaches, such as leveraging online technologies to aggregate
both service users and providers into digital platforms. For example, telehealth services

could be delivered to people with disabilities or individuals in remote and border areas.
Solutions will require individuals with expertise in online platforms or nationwide logistics
to help develop infrastructure that connects consumers across dispersed locations.

A key consideration when developing these fragile markets to support social enterprises is that
government agencies or donor-backed support entities must refrain from creating their own
parallel services that compete directly in these markets. Instead, their role should be to nurture
and sustain social enterprises until they are capable of standing independently.

11.3.2 Supply-Side Challenges

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