ปัจจัยที่ส่งผลต่อความสำเร็จของวิสาหกิจชุมชนกลุ่มผลิตน้ำแร่ธรรมชาติ

Abstract

This study aims to examine factors contributing to success of mineral water production community enterprises. The study includes four community enterprises, namely Phu Phan Natural Mineral Water in Sangkho Sub-district, Phu Phan District, Sakon Nakhon Province; Aqua La-Or Natural Mineral Water in Mae Chedi Sub-district, Wiang Pa Pao District, Chiang Rai Province; Khao Chaison Natural Mineral Water in Khao Chaison Sub-district, Khao Chaison District, Phatthalung Province; and Phurinn Natural Mineral Water in Dong I Chan Sub-district, Non Suwan District, Buri Ram Province. The data collection tools used were in-depth structured interviews and a combination of open-ended and closed-ended questions. The study finds that among the four community-based natural mineral water production enterprises, there is general basic information available. These groups consist of a total 45 members, with 9 being female, accounting for 20%, and 36 being male, accounting for 80%. The age range with the highest number of members is 31 – 40 years old, comprising 14 individuals, or 31.11%. Following that is the age group 41 – 50 years old, with 13 members, accounting for 28.89%. Most members in these groups have no prior experience in producing natural mineral water, making up 93.33%. The majority of members have secondary occupations as farmers, accounting for 46.67%, and the next most common occupation is general wage labor, making up 24.44%. In terms of the potential of the community-based natural mineral water production enterprises, following the analysis of business potential using the SWOT framework, the strengths include the community enterprise leader having knowledge, skills, experience, and a network within the community and the industry. The weaknesses include the costs associated with transportation, especially factors related to energy, which tend to increase with economic inflation. Opportunities are found in the broad market for health products and participation in trad fairs with government policies at both the community and national levels. Lastly, the threats are the impact of the spread of the COVID-19 virus. Analyzing the situation with the TOWS Matrix, it is revealed that the community enterprises primarily employ a defensive strategy, leveraging its strengths to cope with the COVID- 19 pandemic. Analyzing the business environment using the PESTEL framework, positive factors are identified in politics, culture, technology, the environment and regulations, while negative factors are related to the economic situation. Examining the competitive potential of the enterprises using the 5 Forces Model, positive driving forces include the entry of few new players, strong bargaining power with numerous buyers, low direct product substitution, and relatively low industry competition. Negative driving forces are related to strong bargaining power with suppliers and relatively low production factor requirements, which necessitates cost reduction in production factors. In evaluating the readiness of the community enterprises using the Mckinsey’s 7-S Framework, it is found that the enterprises need to be prepared in all aspects. These aspects include structure, strategy, systems, style, staff, skills and shared values. This includes having an appropriate number of personnel relative to the size of the community enterprise, as well as employing strategies and management styles that align with the local community’s way of life seamlessly. Analyzing success factors for the community enterprises, it is determined that the enterprises must be prepared in every dimension. This includes financial factors, market factors, production factors and management factors. It finds that they have the ability to raise capital primarily by mobilizing funds from local members. They consistently promote sales to their target customer groups, ensuring simplicity and ease of understanding. Their production planning is straightforward, allowing for accurate forecasting and precise raw material calculations. In the contexts of community enterprise management, it finds that marketing management focuses on natural mineral water production enterprises within the community. The key concept is to develop the quality of products that the community customers can perceive and access the value of the products. There are components in marketing management, in term of product management, community enterprises focus on improving product quality and creating differentiation. Regarding pricing, community enterprises emphasize setting prices that are appropriate for product costs. For location and distribution, community enterprises primarily use direct distribution channels from producers to consumers. In terms of marketing promotion and communication, community enterprises use complimentary items and promotions at various product exhibitions as their main strategies. In terms of operational management, a complete quality management cycle is observed, following the PDCA cycle in all aspects. In product inventory management, products are carefully reserved and calculated based on estimated sales. Regarding leaderships, community enterprises should have leaders who are accepted and respected by the community, with good relationships and networks within the community and the business. These leaders should possess knowledge and capabilities and be willing to sacrifice for the common good. In terms of member participation in management, there should be opportunities for members to have a say and participate in decision-making transparently. Clear meeting schedules should be established. In financial and accounting management, community enterprises should maintain regular accounting transaction records and adhere to generally accepted accounting standards. Clear financial plans should be developed and additional funding and investments in production technology should be considered. In the context of environmental, society and governance (ESG) responsibility, community enterprises involved in natural mineral water production in conscious of its impact on various dimensions. Environmental Aspect, the community enterprises manage resources within its area, encompassing water sources and the landscape, it focuses on sustainable resource management and environmentally responsible practices. Social Aspect, the enterprises emphasize the use of local labor as a primary workforce, aligning with the local way of life and fostering a sense of community. Governance Aspect, the community enterprises plan with a focus on member participation and transparency in information disclosure, allowing accessibility in a fair manner. In terms of sustainability, the community enterprises align with the Sustainable Development Goals (SDGs) and have a core policy of contributing to the national economic and social development plan. This is achieved by creating benefits and income for the community. Specifically, Goal 1, which aims to eradicate poverty in all its forms everywhere, is pursued by promoting employment and generating income within the community. Goal 8, which seeks to promote sustained, inclusive, and sustainable economic growth, full and productive employment and decent work for all, is pursued by focusing on creating livelihoods for community members, efficient workforce management and skill development for future generations.