ปัจจัยที่มีผลต่อความสำเร็จของวิสาหกิจชุมชน กลุ่มผลิตภัณฑ์ผ้าฝ้าย ในจังหวัดเชียงใหม่

Abstract

This independent study aimed to investigate the factors contributing to the success of community enterprises producing cotton cloth products in Chiang Mai province. Data were gathered by surveying 10 members of 5 community enterprises who held the positions of chairman and vice-president. Notably, examples of community enterprises include Supin Cotton, Doi Tao Cotton, Aumpun Cotton, Sangrawee Pha Thai, and Huai Sai Cotton community enterprises. The data collection process utilized in-depth semi-structured interviews, incorporating both open-ended and close-ended questions, along with on-site observations conducted at these enterprises. The study's findings revealed that among the five community enterprises producing cotton products, 93.91 percent of the members were female, while 6.1 percent were male. Age distribution indicated that 42.64 percent of the members were aged 50 and above, and 26.96 percent fell within the age range of 41 to 50. Additionally, many members held secondary occupations; specifically, 37.56 percent were engaged in farming, while 31.98 percent worked as general contractors. A notable 80.71 percent of the group's members had prior experience in manufacturing cotton products. Regarding the potential of community enterprises, the analysis using the SWOT model identified the strength of product uniqueness. However, weaknesses encompassed the extended production time and the remote customer group location. On the other hand, an opportunity arose from the backing provided by governmental and private agencies. Conversely, a threat emerged from potential shifts in customers' purchasing behaviors due to technological advancements. By applying the TOWS Matrix analysis model, it was determined that participation in special events hosted by both government and private sectors was deemed essential. The PESTEL analysis revealed that the supportive environment for community enterprises encompasses political, social, environmental, and legal factors. Additionally, according to The McKinsey 7-S Model, community enterprises should be prepared for all components, including structural, strategic, systems, stylistic, staff, skill, and shared values. In terms of community enterprise management, findings indicated that marketing management was founded on the marketing concept and embraced a comprehensive marketing mix. Specifically, the product demonstrated distinctiveness and proved challenging to replicate. The pricing strategy aligned with market forces and varied based on customer segments. Availability of products and distribution channels should encompass diverse online and offline options. Marketing and communication promotion involved various initiatives, including special events, PR campaigns on proprietary channels, online media advertising, and targeted promotional offers. Operations Management identified the quality cycle as a circular process, with the PDCA method systematically progressing through stages via meetings, action, and effective monitoring. Notably, inventory management entailed stockpiling raw materials in anticipation of festivals like New Year and Songkran. In this context, operations management noted that organizational behavior was characterized by members within the area who were interconnected and driven to enhance their quality of life and communities. Leadership within this framework emerged as a product of sacrifice, trust, talent, and proactive leadership promotion. Moreover, participant management facilitated inclusivity, extending opportunities for engagement to all sectors across all stages. Concerning finance and accounting, community enterprises should undertake self-regulation and allocate resources on behalf of projects to qualify for tax assistance from the government. In terms of the sustainability of the community enterprise, it was evident that the community enterprise group had sustainable development goals in line with Goal 8 set by the United Nations, which was to improve the quality of life in the community and promote self-sufficiency. Furthermore, the responsibility toward the environment, society, and governance was also evident. The community enterprise was conscious of its responsibility toward the environment and society, and it promoted transparency and accountability in its operations, allowing for effective monitoring of its activities.