A Business Management Model for One Tambon One Product (OTOP) Food Product in the Northern Region

Abstract

In this dissertation, the researcher studies (1) the management conditions and management capability factors affecting the success of the One Tambon One Product (OTOP) business; constructs (2) a business management model for the OTOP business; and evaluates and presents (3) a business management model for the OTOP business. The study was divided into three steps. In Step One, the researcher studied management conditions and management capability factors affecting the success of the OTOP business. A method was adopted in which in-depth interviews were carried out with six chief executives of successful businesses. The data collected were then verified by means of a questionnaire used as a research instrument for collecting germane additional data from 541 executives, business operators, consumers, and middlemen in the business. In Step Two, the researcher constructed a business management model for the OTOP business. In this case, focus group discussions were held in the course of which two groups of experts of nine members each were discussants. In Step Three, the model constructed by the researcher was evaluated by eleven experts in the aspects of appropriateness, feasibility, correctness, and usefulness. Using techniques of descriptive statistics, the researcher analyzed the data collected in terms of mean (M), standard deviation (SD), and percentage (%). Findings showed that the management conditions and management capability factors affecting success in the business management of OTOPs all fell in the same direction as based on the opinions of executives and business operators. Overall actual standards were satisfied. The same was true in regard to the satisfaction of consumers and middlemen in the business. Satisfaction was overall evinced at a high level. Insofar as concerns the overall evaluation of the model, the experts found that it was appropriate, feasible, correct, and useful at a high level. The model constructed by the researcher and evaluated by the experts consisted of the following input factor components: (1) leadership; (2) personnel capabilities; (3) innovation and technology; (4) community and network building; and support from the public and private sectors. The components of the process of transference consisted of: (1) strategy planning; (2) production management; (3) marketing management; (4) finance and accounting management. The components of output consisted of: (1) consumer satisfaction; (2) sales; (3) net profits; (4) quantity of customers; and (5) quantity of middlemen.