Development of Tourist Accommodations Using Social Enterprise Concept: Case Studies of Chumphon Cabana Resort and Suan Sampran Hotel

Abstract

Currently, an increasing number of businesses are implementing the Social Enterprise (SE) concept, which intends to benefit society and the environment. However, the implementation of this concept in the tourist accommodation sector remains limited, despite the potential for such businesses to make a significant positive impact on society and the environment. This article focuses on the implementation of the SE concept in two case studies: Chumphon Cabana Resort and Suan Sampran Hotel. Data collecting is conducted through literature reviews, field surveys, and interviews with key informants, including business owners and stakeholders. Data analysis uses a comparative analysis method and presents the findings in terms of SE components and relationships of them. Lessons learned are also derived from cases.

The study found that, firstly, both cases used the idea of SE as the core concept for their business, despite having different starting points. Chumphon Cabana Resort, for instance, utilized this idea to tackle its debt issues, while Suan Sampran hotel used it to create a sales opportunity. Secondly, the SE concept implemented by both tourist accommodations included five main activities: (1) providing knowledge management support to stakeholders i.e., farmers and hotel staff (2) purchasing agricultural products from farmers at fair prices, (3) adding value to agricultural products through business production, (4) providing markets and distributing agricultural products, and (5) sustainable tourism development support. Lastly, the stakeholders involved in the development of the projects can be divided into three main groups: (1) primary businesses, including tourist accommodation, social enterprises, tourism service providers, restaurants, and markets; (2) beneficiaries, whose roles vary according to the context and environment of the location; and (3) supporters from various sectors, including government, education, civil society, private sector, and the general public.

The study reflects that the development of SE tourism accommodation projects in both cases has significant impacts on stakeholders and society. The lessons learned are key success factors: the intention and understanding of development owners who have the strategic planning for change. Furthermore, the stakeholders’ participation will be included in the SE process. This research can serve as a guide for tourism entrepreneurs interested in applying the concept of social entrepreneurship in their development projects.