Crisis management of agro-tourism sites in Chiang Mai Province

Abstract

The study investigates the management of crises at agro-tourism sites in the province of Chiang Mai. Its objective is to analyze the management strategies employed during crises in the agro-tourism sector of Chiang Mai and to comprehend the context and crises that occur in agro-tourism sites using data from 74 agro-tourism sites. The study employs a mixed-method approach that integrates quantitative and qualitative research methodologies. The research results indicate that many agro-tourism administrators are male, with an average age of 47. Before registering as agro-tourism sites, they have an average of three years of experience in agro-tourism activities. The average registration period for an agro-tourism site is 5.8 years. A substantial number of agro-tourism sites are community enterprises that operate daily. Young Smart Farmer (YSF), Agro-Tourism, and University to Tambon or U2T Project (U2T) are projects with which they frequently collaborate. The agro-tourism site is situated in a tiny area of no more than 20 Rais and has an average of 17 members in its group. The primary activities emphasize cultivation over tourism, and most do not impose an admission fee. The average accommodation cost at agro-tourism sites is 507 Baht per night, and each site typically offers seven rooms. Agro-tourism locations come equipped with a comprehensive tourism infrastructure and offer diverse services. They possess a defined cultural identity, distinctive agricultural practices, and distinctive traits. Agro-tourism sites employ three categories of tactics: 1) The Subsistence Farming (SF) category comprises 47 small-scale agro-tourism sites, constituting 63.5 percent. Producing products for household consumption is the primary objective of these destinations. 2) The Commercial Farming (CF) group is comprised of 31 medium-sized agro-tourism sites, which are predominantly dedicated to the production of goods for local distribution within the community, accounting for 31 (31.0 percent) of the total. 3) The Semi-Commercial Farming (SCF) category comprises four large-scale (5.5 percent) sites that are significant agro-tourism destinations. In addition to producing products for sale, these facilities also meet the consumption needs of the local community. Additionally, they can conduct manufacturing and marketing operations that extend beyond their immediate vicinity. The management of the agro-tourism crisis involved a series of five distinct measures. Overall, the initial two phases were easily controllable in any emergency. Step 1: Prioritize proactive preparation by collecting pertinent information and staying updated on the impending catastrophe. Step 2: Ready oneself and acquire the necessary resources to respond to and avert the crisis effectively. Step 3 facilitates efficient administration of crisis response, addressing unique problems within the local populations of agro-tourism destinations. In contrast, the issue of legal policy and government bureaucracy received the least amount of attention in terms of management. During step 4 of crisis management, the improvement and correction process occurs once the crisis or event has concluded. The COVID-19 epidemic necessitated the most extensive management among the various crises experienced by agro-tourism communities. Minor management was necessary for legal policy, government bureaucracy, and environmental disasters like climate change. Step 5 entailed overseeing the recuperation process following an extended crisis. The government assisted exclusively with the COVID-19 pandemic, natural disasters (such as wildfires), and specific emergencies affecting agro-tourism communities. The data analysis concerning the agro-tourism crisis indicates that it falls into two distinct segments: 1) There is an issue with agro-tourism, which encompasses 16 locations evenly distributed between the SF and CF organizations. The CF group encountered distinct crises and plant epidemics, while the SF group encountered distinct crises and animal epidemics. 2) A crisis in agro-tourism from an external source impacted 58 places, accounting for 78.4 percent of the total. Out of all the groups, the SF group had the most influence, reaching 67 percent. These crises encompass the COVID-19 pandemic, which had the most profound impact, and difficulties with legal regulations, bureaucracy, government, and climate change-induced natural disasters. The SCF group comprised four places and was affected by three crises related to foreign agro-tourism, accounting for 6.9 percent. These encompassed the COVID-19 epidemic and difficulties with legal regulations, bureaucracy, governance, and the economy. Three crises equally afflicted all three sectors: an economic crisis characterized by high production costs and low agriculture prices, a government crisis, and an external tourism crisis. Four distinct external crises impacted 25.9 percent of the 15 CF groups: a pandemic crisis (COVID-19), natural crises (rainstorms and forest floods), an economic crisis (leading to high production costs and low agriculture prices), and a legal policy crisis. A hierarchical framework established the government system.