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8/9/2019 Fresh Markets v. Hyper Markets - Adam Richard Tanielian - Independent Study IIS-RU
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IIS-RU
Keeping FreshA Survey of Chiang Mai, Thailand Local
Markets
Adam Richard Tanielian
1/11/2009
Exploratory research is made into the opinions of local market workers regardingdevelopment and performance enhancements. The researcher and a partnercontacted 352 workers at 12 Chiang Mai, Thailand markets in-person to findopinions related to desires to change market atmospheres, marketing channeldesign, management structure, general business model. Multinational Corporatecompetitors and Thai partners lead the field in logistics, facilities upkeep, andmodern methodology. NGOs and government-sponsored initiatives, in additionto the Royal Sufficiency Economy projects in Thailand have helped protect somecommunities against the threats of globalization, but more development ofinfrastructure is necessary in urban and suburban zones to adapt to changing
consumer demands and competitor offerings. An empirical study helps suggestsome solutions to ongoing small business problems in Thailand.
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I. Introduction
Globalization in its most modern stages has affected locally owned and operated markets
in myriad dimensions. This newest age of integration of once-sovereign, impenetrable
domestic markets with new models of international trade is distinct from all previous
historical efforts in transcontinental, overseas, cross-cultural and international economic
cooperation, due in large part to unprecedented usage of evolving technologies. With few
exceptions, gone is the age of the horse and ox drawn cart, the junk ship, navigating by the
stars, and the carrier pigeon.
Today, transportation technologies make it possible for people to move goods and labor
around the world overnight, making trades of perishable items in between regions which
businesspeople would have once considered possible only in a fools or childs dream an
every day reality. Logistics, tracking and inventory technologies like RFID, laser barcode
scanners, computer databases and global positioning systems can assure 100% delivery,
proper handling of packages including measurements of humidity, temperature and vibrations
inside of containers, potentially ensuring zero loss of products anywhere on earth (eg Hezier
and Render 2008). Cell phones, intranets, the internet, electronic data interchange and
services like On-Star help coordinate the various aspects of operations within the
multinational corporation today, from raw material acquisition to delivery to the end-line
customer with speed, reliability and connectivity that even mid-20 th century International
Business Machines representatives could have only dreamed of.
Though many organizations profit from modern amenities, this present-day transition to
the interdependent international structure of production, distribution and consumption has notyet benefitted everybody. While modern expansion and changes in operations create
opportunities for companies like Wal-Mart, Tesco-Lotus, Carrefour, Big C and Makro, which
rely on high power, expensive models of operations as strengths in the competitive retail and
grocer sectors, globalization and influx of hypermarkets and superstores into the developing
world have posed serious threats to local sellers, street vendors, farmers markets and
independent small business owners who suffer weaknesses related to lower credit lines,
smaller revenue, and tight budget constraints when compared to large corporations.
Corporate expansion in retail and grocery is nearly synonymous with the demise of local
mom and pop shops worldwide, and as corporations try to push out and minimize their
competitions scope and range, new class and caste structures emerge within groups of
consumers and sellers.
The negative impacts of corporate expansion on the traditional Thai style open-air
markets have been detailed in dozens of news and academic reports since the 1990s.
Globalized corporations servicing local patrons with localized imaging and product
placement have threatened the smaller, less organized fresh markets () so much thatNGOs and government-partnered organizations have been created to help farmers and serve
local interests of adapting to expansion of the corporations in a growingly Westernized
Thailand (Sivarksa 2002). Many activists and protectionists would like to resist corporatedevelopment, though in reality, the only true pragmatic solution for committed Thai workers
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in the marketing channels is to adapt to a changing domestic Thai consumerpopulation which is not likely to reduce spending at supermarkets enough to halt their
corporate expansionary efforts, regardless of corporate nation of origin.
Research Purpose
Prior to changes in operations, the local markets must first understand what their
organizational profile is from an administrative standpoint. The organizations of gypsy-mall
travelling markets, One Tambon One Project (OTOP) districts, and stationary traditional
Thai-style markets must decide what they are willing to do to proceed with their businesses in
the new competitive markets. Individual opinions vary to some extent related to numerous
aspects of organizational change. Thus, some data collection in and among the many
integrated individual booths, stalls, sellers, retailers, cooks, farmers and shop owners is
necessary to qualify and quantify presence of different outlooks and insights regarding the
markets present and future operations. Due to macro-environmental forces in economics
and technology having changed along with micro-environmental forces related to marketing
channel coordination, communication and operations among suppliers, distributers and
intermediaries, as well as transformations of different publics and customer markets (Kotler
and Armstrong 2008), a modern professional analysis of existing performance goals, factors
related to performances and desires of the vendors at the Thai-style markets is needed now as
opposed to the traditional model guide of outdated and less comprehensive methods which
rely primarily on speech communication and semi-religious structure of development,
management and organizational leadership.
Through collection of opinion data from shop owners and workers in the open air andOTOP markets in and near Chiang Mai, Thailand, the researcher can develop a good
understanding of how these workers feel their shops are performing, how they feel their
businesses have been influenced by foreign-origin corporations, and their desires to perform
better through some adaptations that the researcher can suggest by assessing data associated
with their opinions and attitudes related to variables upon which performances are dependent
in this highly competitive, globalized neo-market. Such a study of Thai-style markets has
both personal and professional potency in the academic and working communities in Chiang
Mai, Thailand. The researcher can provide assistance to lower class agricultural workers in
Chiang Mai through the study while not upsetting the corporate status quo in the region.
The researcher found insufficient reports of similar studies available on Infotrac-College
databases, through the university library, Google searches, Thai government websites,
relevant trade publications and reviewed journals to make conclusions regarding the present-
day status of open-air markets in Chiang Mai in the midst of corporate expansion. Very few
English language studies regarding Thailands agricultural sector were available to view, and
none were pertaining to integrated domestic Thai supply-chain logistics or retail foods. Due
to lack of relevant theories, reports, data, and studies available on the subject, the researcher
conducts original descriptive research in Chiang Mai, Thailand with the aid of a Thai
language native speaker.
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Researcher Objectives and Questions:
Objective 1: Collect opinion data directly from market workers by survey and speech
communication interaction.
Objective 2: Assess working conditions, general market atmosphere and conditions.
Objective 3: Use SPSS to analyze data and make suggestions designed to benefit the
Thai style poorer markets.
Question 1: Do local market workers want to have better business performances?
Question 2: Do local market workers believe their sales are negatively affected by the
expansion of hypermarkets in Thailand (i.e. Tesco-Lotus, Carrefour, Big C, Makro) and the
corporations smaller-sized neighborhood marts?
Question 3: Are local market workers willing to adapt to changing businessenvironments by adopting several marketing, sales, organizational and supply line models
and strategies which can help influence performances within their markets to improve by
better competing with the larger corporations? In other words, are the fresh market workers
willing to change with the times?
II. Literature Review
Farming isnt a business but a livelihood, enough to put food on the table, put the
children through school and pay for basic utilities, a Bangkok Post article from 2001 stated
about a Saraburi corn farmer named Mr. Lek, who earned then on his 28-rai farm roughly$2,000 per year, which is a fairly high income for many of the 1.5 million Thai farmers who
had to join a program which suspended debts for three years of up to ~$2,500 owed to the
state-owned Bank for Agriculture and Agricultural Co-operatives.
People dont need money any more than they need information or technology, said
Newin Chidchob, former deputy agriculture minister of Thailand. If you are going to reform
agriculture, you need to look at new models, he continued in the 2001 Bangkok Post article.
Mr. Chidchob clearly alludes to the real value of money being information or technology, or
some other good or service, which the money serves as a medium of exchange to purchase,
but people certainly do need money as Mr. Chidchob probably knows well.
New business models were thought to be beneficial to small and medium sized
enterprises in Thailand in 2002. The Allied Retail Trade Co., a state-sponsored firm designed
to help Thai small businesses compete against large foreign-owned competitors, expected
10,000 members in its first year, 100,000 within the first five years (Bangkok Post 2002).
The organization, partnered with the Office of SMEs Promotion and Small Industry Finance
Corporation (SIFC) joined small merchants together to make larger bulk purchases, which
helped them push for the same deals as larger businesses. Then-permanent secretary for
Industry, Manu Leophairote, stated that Allied Retail was intended to aid in recovery for local
businesses. ART released a statement in early 2003 informing the public that the company
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was making an agriculture addition designed to sell quality essentials to farmers such as
fertilizers, seeds, insecticides and pesticides, bypassing middlemen and brokers to create up
to 20% discounts (BNET, Knight Ridder/Tribune Business News 2003). The 2006 military
coup and 2008 government changes may have affected the operations of ART; no
information related to ART after 2006 was found using Google and Infotrac-College internetsearch functions.
Thai opposition to globalization has been similar to that in many other developing and
poorer countries for years (New York Times 2000). Roughly 1,000 protesters marched in
Bangkok during a UN/WTO conference in 2000, demanding immediate action to share the
spoils of globalization more fairly, according to the NY Times. Malay PM Mahathir
Mohamad criticized Western-style globalization at the 2000 conference, where Kofi Annan
called for a Global New Deal, to spread the advantages of liberalized flows of capital,
goods and people to all countries that were open to investment.
The World Health Organization (2001) reported that globalization has made both
positive and negative impacts on Thai health. While imported technology, information,
knowledge and procedures were reported to benefit Thai health ratings, air pollution in big
cities, environmental degradation and disruption [which] led to frequent floods [also led to]
changes in disease vector behavior. WHO also reported that globalization has brought with
it unhealthy lifestyles...health has been damaged by the promotion of fashionable drugs,
foods and other consumer products such as tobacco, alcohol, melatonin and Viagra[along
with] many concerns about health ethics. WHO (2001) recommended active response to
globalization rather than mere observation and speculation, and stated that the world needs
a clearly recognized moral authority to uphold the principle of equity in health and socialjustice[there is a need for new] norms and standards, accountability, measures for resolving
conflicts and responding to emergencies, and a mandate to implement themthe existing
international institutions have to be reoriented. This WHO report strongly suggested that
globalizations effects are not limited to those related to income and wealth distribution.
Money politics, stated Pathmanand (2001), the merging of profit-seeking and power-
seeking, has become stronger [through] more sophisticated conjunction between the private
sector and politics initiated by the Thai Rak Thai party after its victory in January 2001.
Pathmanand, continued in the Institute of Southeast Asian Studies journal (2001), during the
decade of the 1990s, Thailand became more exposed to global forces. Military issues
related to the US withdraw of troops in 1976 and the end of the Communist Party of Thailand
insurrection in the late 1980s, the end of the Cold-War era, coups and other distinctly Thai
political actions aided democratization of the nation, reform, and a transition toward a society
and government which represent the ideas of citizens mindful of rights of individuals
(Pathmanand 2001), which the developing economy is still undergoing. As a nation which
has faced several unorthodox changes at the national and provincial levels in government, the
benefits of standardization of service, method, model and standards associated with corporate
expansion and globalization are appealing, which FDI and regulatory pragmatism suggest
despite the harshest of protectionist critics among the many interest groups in the Thaipopulation.
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Friedrichs and Friedrichs (2002) cited numerous authors who claimed that globalization
in general, along with practices of the World Bank are criminal enterprises wherein ordinary
people lose control over their economic destiny. Friedrichs and Freidrichs cited several
sources which supported conclusions that that the World Bank and IMF have ignored local
interests by dealing mainly with economic elite classes; that the organizations have lentmoney to ruthless military dictatorships and that the organizations favors strong
dictatorships over struggling democracies...[and] the privileged benefit disproportionately
from dealings with the World Bank relative to the poor. Friedrichs and Friedrichs (2002)
focused on the Pak Mun dam loan from the World Bank to Thailand, in which it stated that
the World Bank supported rights abuses and refusal to handle grievances related to
involuntary resettlement of villages displaced by the dam. The same authors stated that the
World Banks own experts concede that millions of people have been displaced because of
these [dam] projects.
Siwaraksa (2002) made note of villagers rights and growing public interest in poverty-related political groups in the Social Policyjournal. The Assemble of the Poor has a history
of protests against injustices resulting from the governments development policy and
economic globalization; for example, forced relocation without adequate compensation due
to the construction of dams, industrial pollution, and increased indebtedness of small farmers
who are being uprooted by giant agribusiness, Social Policy printed (2002). The Assembly
[of the Poor group] is an amalgamation of seven distinct networks, representing almost every
region in Siam and comprising more than half a million members. At the heart of the
Assembly are urban and rural small-scale agriculturalists and manual laborers, whose
interests are served through political and social action designed to give credibility to the
monarchy-approved practices of self-reliance and self-sufficiency in Thailand, while still
joining the modern systems globalization has brought to the region, like establishing credit
unions, cooperative shops and better-functioning local economies.
Thailand hosted the Leadership Forum 2002 (Xinhua), where top businesspeople,
politicians and academic experts discussed the impacts of globalization. Then-deputy leader
of the then-largest opposition party in Thailand, the Democrat Party, 2009 PM Abhisit
Vejjajiva, delivered a speech along with WTO, Washington University, and Hong Kong
leaders. Shortly following the Foundation of International Human Resource Development
Leadership Forum in 2002, more than 100 Thai government officials and environmentalactivists planned to attend the World Summit for Sustainable Development in South Africa
(Xinhua 2002). Agenda 21, Thailands sustainable development plan, was on the speech
agenda of then-government officials and Princess Chulabhorn. Two years later, leaders from
then-Finance Ministry, Bank of Thailand, National Economic and Social Development
Board, and Budget Bureau planned to develop an economic sustainability plan for
government and private activities in efforts to avoid a repeat of the overinvestment boom
and subsequent crisis of the 1990s (Bangkok Post 2004).
Practical solutions are obviously necessary along with adequate theoretical guidelines if
blueprints for any structured sustainable development are expected to be implemented pastthe planning, verbal and written communication stage. Multinational corporations succeed in
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large part because of their research and innovation in transportation, logistics, IT and
company infrastructures which are implemented in accordance to theoretical guidelines. The
Bangkok Post (2004) printed that improvements in infrastructure, hardware and software
[are necessary] to enable Thailand to compete in the global arena, according to a study by the
Japan External Trade Organization. According to the BP (2004) article, Jetro BangkokPresident Atsuo Kuroda, said Thailand had a strong potential to be a logistics hub for
Indochinabut achieving this potential would require improvements in hard infrastructure
such as roads, airports, [railroads], and deep-sea ports, as well as improvements on the
software side, such as customs procedures and traffic regulations. Before Thai business
leaders can conquer the external competition, they must first win over the citizens of
Thailand and make a majority-led cause of action to upgrade internal protocols, standards and
strategies.
Thailand must improve technology to meet rising demand for food in the future,
printed Xinhua (2009) from the InnovAsia conference hosted by the Science and TechnologyMinistrys National Innovation Agency. Darunee Edwards, President of the Food Science
and Technology Association of Thailand said Thai food manufacturers must develop
themselves to meet non-tariff barriers imposed by importing countries based on food-safety
or face export difficulties.
Farming contributes to 14% of the global GHG emissions according to experts at the
Copenhagen environmental conference (Bangkok Post 2009). Solutions for GHG reductions
in farming are proving elusive as well. Many Asian countries want advanced food and agro
technologies and know-how from Japan, which has a comparative and competitive advantage
in production of such technologies and know-how in East Asia (Xinhua 2009). Due to poorChinese safety standards in food production, some Japanese investors are expected to move
their production facilities to Thailand (Bangkok Post 2008) to supply Japanese demand for
imported foods, which make up 60% of consumption in Japan. The JTEPA free trade pact
with Japan should prove useful for Thai farmers who benefit from the Chamber of
Commerces master plan to improve competitiveness in agriculture and food production (The
Nation 2009) hopefully through upgrading technologies on the farms. The focuses of the
TCC macro-action plan are improving environmental and food safety standards, which will
increase the number of export-quality foods.
China recently set up a $1 billion fund for the Thai agricultural processing industry (Bangkok
Post 2009). Thailand is seen as a strategic location in terms of trade and logistics in the
ASEAN partnership with China. With general improvements in quality and organization, all
sellers of Thai produce can benefit from private and public programs which target agriculture
and food.
Warr (2004) studied the relation between economic growth and poverty reduction,
concluding that the two are positively correlated (Table 1). It is obvious that over the long
term, sustained economic growth is a necessary condition for large-scale poverty alleviation
(Warr 2004). Macroeconomic programs, education and health care helped the poor overcomesocial exclusion, raise agricultural productivity, enhance diversification, sustain consumption,
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and improve risk
management.
Thailands
Decentralization Act
under the 1997Constitution gave more
control over local
revenue appropriations
and increased local
accountability for public
expenditures. In regions
like northeastern Isan
(EE-sahn), which
accounted for 61% of
Thailands poor people
in 2000 with only 34%
of the national
population, where an
earlier Green Isan
program outlined local
interests which clearly
did not appeal to the
smoggier Bangkok
urban dwellers, greater control of public funds at the provincial levels can be a strong point indeveloping the opportunity, security and community the government decided were
dimensions of poverty reduction (Warr 2004). Yet even under decentralization, politicians
strapped for swift and long-term solutions within the very limited timeframes of public office
terms might be swayed to accept the benefits of foreign direct investment and multinational
corporate expansion under the assumption that locals both benefit with jobs and some
organizational influence, while many or most of the locals may actually think quite
differently about the impact of multinational corporations.
2006 protests made by independent shopkeepers against global hypermarkets prompted
Thai government officials to halt expansion of 15 large retailers within the nation (IIED,Planet Retail 2006). Later that month, Tesco was involved in talks with government
authorities regarding a draft law to regulate retail sectors. Seven other multinational retailers,
including Boots and Makro, agreed to suspend expansion for 30 days (Grocer 2006). By mid
2007, a new central government office the Retail and Wholesale Committee, chaired by the
commerce minister was set up to assess and approve proposed supermarket and
hypermarket outlets within any Thai province. As part of the decentralization initiative
undertaken by the Thai government, this office was designed to allow greater hearing of
public opinion and give greater power to provincial governments, said deputy commerce
minister Oranuj Osathananda (Retail Planet 2007). Retail Planet commented that it seemslikely that the draft regulations will not deter the foreign grocers from their expansion plans.
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Thai hypermarket shoppers appear driven more by conveniencebecause they tend to
shop in groups and enjoy this experience, retailers may want to consider more of the
experiential or social aspects involved in shopping, rather than purely functional offering,
stated a study in the Journal of Product and Brand Management (Shannon and Mandhachitara
2008).
The Journal of Retailing (Leszczyc et al 2004) printed a study which stated that during
the last few decades there has been a significant increase in one-stop shopping centers like
the supercenters and hypermarkets in Thailand, which feature retailers [who] have
responded to this need for shoppers to economize on the time spent shopping by providing a
wide assortment of products allowing consumers to combine purchases in multiple
categories. According to Leszczyc et al (2004), price is a motivating factor in consumer
behavior too. Classic location theory is developed on the premise that shoppers visit the
closest store or the store where costs are minimized, the Journal of Retailing published.
Price seekers in this study were willing to travel farther to go to larger stores with lowerprices, more likely to shop at every-day-low-price (EDLP) stores as single-purpose shoppers,
and as multi-purpose shoppers were willing to travel farther to go to combination stores,
malls, or supercenters, to shop at EDLP and Hi-Lo stores.
The Thai government restricts foreign business expansion under the Foreign Business
Act B.E. 2542 and previously under the Alien Business Law B.E. 2515, both of which are
more restrictive than American and UK foreign business laws. Thus, there must be
compelling interest in favor of the Thai consumer preferences and MNC retailers to continue
allowing expansion rather than pure conspiracies or gross injustices alluded to by protestors
and MNC opposition parties.
Harris and Goode (Journal of Retailing 2004) cited a Gundlach and Murphy (1993) study
which found that the variable most universally accepted as a basis of any human interaction
or exchange is trust. EDLP superstores like Tesco-Lotus, Carrefour, Big C and Makro
develop trust through standardized operations, commitments to low prices, clean and friendly
atmospheres, helpful staff, regular hours, reliable open/close times and consistently stocked
shelves. Harris and Goode (2004) found that consumer trust was highly correlated -
statistically significant at the 1% level in a two-tailed test to service quality, perceived
value, satisfaction and loyalty. Shoppers at the supercenters and hypermarkets no doubt
derive a sense of value and satisfaction from the modern structures, the social atmospheres,
everyday low prices, service quality and therefore develop a sense of trust for the retailers
through repeated loyal visits to the businesses.
EDLP leaders like Tesco and Carrefour often offer price matching guarantees, which
Srivastava and Lurie (2004) found to be a determinant in consumer behavior. Local fresh
markets are known to be price laggards in several categories of packaged goods due to
inability to make bulk purchases and receive discounts, which makes price-matching nearly
impossible for independent sellers when compared to MNC chain retailers. Available
literature on the subject of price suggests the obvious truth about buyer behavior: people aremore likely to shop at stores which offer lower prices. If Thai nationals want to truly
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compete in this new age of business modeling, service structure and organization, they will
need to first look at what is very popular in Thailand which foreign companies offer.
Like Thailands unskilled labor force, which is composed of 2 million or more migrant
workers primarily from Myanmar (5%+ of the total labor force), representing at least 1.25%
of the Thai GDP (UN 2009), consumer goods in Thailand are quite often from foreign
companies. While the Kings self-sufficiency programme is undergoing a 20 billion Baht
transition designed to free [farmers] from debt slavery by corrupt corporations and banks,
under the supervision of the Sufficiency Economy Office, which advocates the same ideology
that many respected scientists around the world believe in - be wary of corporations and
their promises of quick profits (The Nation 2009) and that Westernized farming practices
are not always the best idea for Thai farmers another market segment does show preference
for westernized products, services and corporations in their buyer behavior. For a large
number of urban Thais, imported products, services and retailers are not just a luxury, but
essential for survival.
The figure below helps to make clear the nature of Thailands partial dependence on
imports, FDI and foreign-origin MNCs like Tesco, Carrefour, Big C and other superstores
which sell the products in the figures. Latitudes and longitudes of MNC origins for the
majority of consumer goods at the superstores, written below the logo or photo, suggest that
Thai consumers enjoy the benefits of globalization very much. These products originate from
much farther territory than Myanmar and represent much more than 5% of the consumer
goods available on shelves at the superstores, supermarkets and some local shops.
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Taking a hard line against largely foreign-owned retailers is unwise as countries in
which the firms are headquartered can respond in a similar manner against Thai interests,
said deputy commerce minister Wattana Muangsuk (Bangkok Post 2002).
Sufficient news articles, revenue reports, present and planned operations activities
regarding hypermarkets have been available to review via Google and Infotrac-College
searches to conclude that Thais like shopping at the international corporate retail shops
regardless of the negative effects on the smaller locally owned shops. 2002 Deputy
Commerce Minister Wattana Muangsuk had a good point about the strategic games
international businesspeople play, be they of John Nashs theories or some alternative style,
and it is unwise for Thai people to resist much considering their status as a developing nation
of consumers which import many goods, purchase a large percentage of daily-use products
from foreign-headquartered MNCs, and lack sufficient domestic corporate retailers which
could replace the Tesco, Carrefour, Big C and others if a major resistance effort were made.
However, it is important that the international corporations do not get an unrealistic sense ofpower among them, as it appears Tesco may have in a 16.4M libel damage claim against a
former Thai MP, Jit Siratranont, who faced up to two years imprisonment for the charge in
connection with a business newspaper columnist, Kamol Kamoltrakul, against whom Tesco
claimed damages of 1.6M. A single speech at Bangkoks Kasetsart University, in which Jit
said Tesco Lotuss expansion was aggressive and a single BangkokBizNews article from
2007, both featuring a statistical error which the two defendants retracted and admitted was a
mistake, UKs Guardian (2008) printed, signaled potential for hundreds of millions of Baht in
damages to an unreasonable Tesco-Lotus Thai general counsel.
Defamation suits of this nature and of such absurd proportions are clearly meant toharass legitimate criticism, intimidate independent media, and stifle discussions and debate
over legitimate public concerns, said Roby Alampay of the South East Asian Press Alliance
(Seapa). Seapa sees the Tesco Lotus suits as harassment, pure and simple (Guardian News
& Media 2008).
Tesco also pursued libel proceedings in the UK against the Guardian publication
regarding criticisms of the companys offshore tax structures. Tesco-Lotus in California,
USA, operating under the name Fresh and Easy, had also run into trouble with activists and
critics, but the retailer dared not pursue libel claims there, clearly alerting the international
news media that the large British corporation was indeed trying to harass and intimidate the
developing world activists and media in Thailand. Sinfah Punsarawuth, a lawyer familiar
with Thai libel cases, said companies invariably file hugely inflated damages claims thus
again evidencing the unrealistic and lucid, on-the-fringe-of-insanity style of governance
among the corporate attorneys involved in such cases as these.
Competitors beware! The barristers show no fear of exhibiting delusional thinking at
their places of business, and they offer only bankruptcy and imprisonment to critics who utter
even a mistaken slip of the tongue under at-best loose and subjective defamation definitions.
Henceforth, the cause of protectionism takes a backseat to personal safety in the presence ofruthless corporate counsels, and the independent Thai businesspeople are better advised to
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leave the giants asleep as they may be, and to pursue more coordinated efforts directed at
their own target market segments and in their local niches; focus on self improvement rather
than on the wrongdoings of others. For fresh produce sellers at the Bang Kapi, East Bangkok
local open-air market, located roughly 100 meters from the largest hypermarket ever built in
Thailand which features a Tesco Lotus (Bangkok Post 2002), across from The Mall and downthe street from the Makro, criticisms, anger and spite are natural reactions still.
Tesco Lotus CEO, Michael Raycraft, addressed this part of their business expansion by
saying Whatever the retail law looks like, Tesco Lotus will comply with it. However,
consumers should have a chance to say what they want (Bangkok Post 2002). One cannot
help but wonder where this magnanimous attitude was at the time of the Siratranont and
Kamoltrakul lawsuits, and this suggests that a swift organizational effort among provincial
government leaders, academics, small grocers, farmers and independent retailers by way of
exploiting the political and legal confusion in this expansionary period can help concerned
citizens and consumers protect their own neighborhood market interests and their moneyfrom leaving the country.
MMR (2002) reported that several large store operators in Thailand face[d] fines and
possible jail terms for executives after being accused by the Thai government of forcing
wholesalers to cut prices in return for placement on their shelvescompanies named
include[d] U.K.s Tesco PLCFrances Carrefour SABig C Supercenter Pci of France
and Siam Makro Pci which is 40% owned by SHV Holdings NV of the Netherlands.
However, while criminal and higher-level legal sanctions are not out of the question and have
been prepared by former governments in the past 10 years, for the average worker,time and financial constraints limit that possible means of procuring income stability to moreof a theoretical rather than pragmatic one.
Most of the 24 Tesco superstores in Thailand in 2008 were located in Bangkok, and the
smaller scale convenience stores are dotted all over Thailands urban and suburban tourist
and commercial zones (James 2008). In 2002, a joint venture between Tesco Lotus and the
CP Group employed 14,000 Thai people, and the lions share of the 607M worth of food
and non-food purchases by the chain were supplied through Thai vendors in 2001. Thai
Tesco Lotus stores are supplied through a distribution center in Wang Noi which uses a
1.3B information technology system which can handle 500,000 cases per day. Food courtsat the Tesco hypermarkets like those in Bangkok serve an average of 7,000 hot meals per day
(Quick Frozen Foods International 2002). People from all over the world enjoy the
cleanliness, environmental and product safety, commercial atmosphere and prices at the
stores. Between 1998 and 2002, the CP-Tesco Lotus partnership accounted for 5.4% of all
foreign direct investing in Thailand, so there is compelling interest for most parties to accept
the supercenters as a permanent part of the Thai domestic economy.
On the other hand, given that Thai hypermarket sales are forecasted to increase 47% by
2012 (M2 Presswire 2008), the locals should look toward better competition with
corporations as a primary opportunity. CP-All, which is a Thai company, has severalpartnerships with international suppliers and franchises like the 300 7-Eleven shops it opened
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in 2008-09, the Tesco Lotus partnership and CP-Meiji, which competes with the Thai-Danish
Milk Co. that HM the King Bhumibol Adulyadej inaugurated on January 16, 1962 with King
Frederik IX of Denmark (Ministry of Foreign Affairs Denmark 2009). In fact, the all of the
7-Eleven shops in Thailand this researcher observed did not stock a full line of the cheaper
830mL bottles of Thai-Danish milk, selling only the more expensive Meiji and Foremostbrands of low-fat and skim above the 450mL bottle size, though some Tesco Lotus minimarts
the researcher checked did stock the full line of cheaper (29 for 830mL) bottles of Thai-Danish alongside the more expensive (39+ for 830mL) bottles of CP-Meiji milk.
Though many Thai people do not know of CPs partnerships with the foreign
manufacturers and chain super/convenience stores, common business sense tells them that 7-
Eleven and Tesco Lotus minimarts and superstores bearing names in Roman letters are a
threat to local interests in business. Despite the subtle conflicts in interest between CP and
small business owners, executive VP of CPGs Chia Tai Co., Manas Chiaravanond said, If
there was no CP, there would not be low-priced poultry nowadays. [CP] want[s] to create asupply of cheap vegetables in the market like [CP has] done with chicken (Bangkok Post
2001). Astute academic observers should note that there is an element of logical fallacy in
Manas statement since nobody knows what the actual price of chicken would be without CP,
and also note that many rural, suburban and urban poor people think the price of poultry
today, even CP brand, is still quite expensive by Thai standards. The threat companies like
CP have posed is one especially related to pricing in the developing economy, and
extraordinarily large growth of the partnerships with the UK, Japanese, American and other
First-World nations endanger the exclusively Thai pricing structure. The exclusively Thai
pricing structure of street-side prepared and packaged foods is often quite a lot lower than the
prices at multinational corporate expansion locations, which do at times severely negatively
affect purchasing power parity in the developing world.
The Charoen Pokphand (CP) Groups newer vegetable project, Fresh Giant brand, was
aimed at giving the company new profits and a new image. CP initially wanted to sign
contracts with 2,000 Thai growers who would receive guaranteed prices, targeting for high-
quality vegetables rather than the mass market and aimed to replace imported broccoli and
sweet peppers (Bangkok Post 2001). Using this First-World business and food production
model, selling only high quality produce within certain standards can help growers,
wholesalers and market workers export as part of their business strategy too. In part, CPoffers a good model for Thais to use as a frame of reference in starting larger-scale or more
modern production.
In 2007, German Technical Co-operation invested in the Thai fruit industry, desiring to
eventually train 600,000 Thai growers in EuroGAP accredited produce exporting. According
to Grocer(2007), less than 1% of the 230M EU produce market is made of Thai products,
though GTC officials stated that Thai fruit had great potential in Europe if it meets quality
requirements. Unfortunately for Thai growers prospects in the EU still, tropical African
nations can grow and sell the same species of produce at a closer proximity to Europe, but
improving standards and accepting newer government demands is the right thing to do forThais.
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Export-quality produce is part of the mission of the Marketing Organization for Farmers
Market, which operates a showcase of seasonal fruits and curries from 600 approved vendors
near Chatuchak in Bangkok (Time International 2007). Through greater dissemination of
production, handling, fertilizing, seeding and insecticide application literature from the MOF,
more training events hosted by provincial authorities and more agricultural fairs in ruralfarming districts close to the homes of poorer farmers, along with visits to small villages
throughout the country by MOF and provincial agriculture experts, the Thai produce
standards could improve to a level similar to Australia, the US, Canada, Europe, Japan or
anywhere the farmers and associated workers wish to export to for higher profits, especially
with CAFTA.
The initial phases of development to a First-World standard in Thailand - training,
funding, education and operations changes - are likely to be a difficult set of changes for
poorer farmers, their partners and distributers in shops nationwide in Thailand. With low
budgets, low incomes, relatively poor images among district and provincial authorities,without secondary educations and therefore minimal linguistic ability, lower levels of
literacy, and virtually no hard scientific, mathematical or financial knowledge, the challenge
is quite a big one for the common people to rise in class in this modern age.
While the Thai GDP grew at rates between 7-9% annually through the 1980s and until
the economic crisis of 1997, the agricultural sector did not experience such growth
(SOJOURN 2004). Though some farmers still practice communal farming or joint farming
in which they operate on land the farmers do not own for low or no rent, or whether farmers
still live on or work on near-to-home lands without deeds, which were issued to some rai in
the 1970s, the earlier 20th century A.D. style of the Thai farming occupation is provingunsuccessful and far less a sustainable way of life as economic growth pushes up the price of
land, equipment, and living.
VanWey (2005) stated in a Center for Migration Studies report that Thailand is [at] the
beginning of the transition from an agricultural to nonagricultural country[while]
agricultural products have accounted for slightly over 10% of the GDP in recent years (World
Bank 2001)55% of Thailands labor force was in agriculture (Asian Development Bank
2000). In the Thai northeastern region especially, poverty and issues related to land
ownership cause migration out of Isan, like other rural areas, and into cities (VanWey 2005).
Many families of farmers split apart rather than stay together for life in one small territory
like they did through the earlier parts of the 20th century A.D., and the demands of the
modern world education, technology, social image make the historical models in
agriculture inadequate for large numbers of people.
Although joint and communal farming are still possibilities in many of the rural locales
in Thailand, this style is mainly for basic needs related self-sufficiency endeavors. Larger
families will likely have one or more members who leave home to pursue a city or modern
lifestyle. Under the traditional system, families are not likely to ever have enough money
saved to provide for family members who leave their district of origin to work or for higher
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education such that the family member is protected from harsh and uninviting socio-
economic conditions away from home during a job-seeking period at least.
Disorganized farming communes cannot offer chain-grocer quality produce and are
subject to the whims of local markets if they do not wish to or cannot retail their own
products. Thai native speakers and English-speaking professionals in Thailand (2005) have
explained to the researcher that the gossip-friendly, more-social-and-less-occupational
structure of the in Isan can make farmers incomes unstable due to personaldifferences with purchasers, and for people who might only have a few spare Baht on any
given day, a loss of one days sales due to social stereotyping, cliques, or gossip can be a very
big problem. Due to variable and low quality levels of fresh produce, which could be
avoided by using modern farming methods recommended by government and private experts,
local farmers markets lose sales to the foreign and domestic big business competitors, and
suffer bad reputations among the middle and higher classes of consumers. A group effort to
evolve the Thai style would serve everybodys interests in that it would harm no party whilebenefitting the lower classes and thus increasing overall economic performance.
III. Empirical Study
A scientific study designed to qualify presence of certain opinions among the and OTOP workers and quantify the prevalence of varying opinions was conducted. 244
women and 108 men were surveyed in 12 markets in and near Chiang Mai, Thailand in
December 2009. Respondents were approached directly in person by the researcher and
native Thai speaking assistant.
A cluster area probability sample (Kotler and Armstrong 2008 p141) was taken at the
Donprayom, Sarapi, Meihia, Nong Hoy, Doi Sutep, Dong Gai, Pratu Chiang Mai, Hong
Dong, OTOP Tanin, OTOP Ban Tawai, Lakeland, and Muang Mai markets. Respondents
were segmented by age, sex, position at the business, place of business, type of market, and
what they sell.
The literature reviewed suggests there is a need for development in traditional Thai
markets, yet also lack of elaborate information collected directly from these markets
regarding the individual workers wills to evolve their market model and management style.
Relevant literature supports that supply chain changes, cleanliness, safety, organizational
cooperation and other westernized business model components should be assessed for
implementation into the traditional Thai style market. The researcher designed survey items
to first discover if the Thai market workers desired to improve their business performances,
and then to assess their will to make changes that would likely improve their performances,
increase incomes and further development.
Sample Survey:
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/ 18-35 36-5556+ //
: ____________________________________________________Sex: M/F Age: 18-35 36-55 56+ Owner/Family/Hourly1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree
I want my market to perform better. 1 2 3 4 5
I believe foreign competitors like Tesco, Carrefour and 7-Eleven are a threat to my business performances. 1 2 3 4 5
I think the market atmosphere, cleanliness and work environment here should be improved. 1 2 3 4 5
I think the sellers, suppliers and farmers at this market should work together more to make a better organization. 1 2 3 4 5
I am willing to work together with other sellers more if I can make more profits. 1 2 3 4 5
I think thieves are a problem at this market. 1 2 3 4 5
1 = 2 = 3 = 4 = 5 = 1 2 3 4 5 7-11
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
KFC, 1 2 3 4 5
1 2 3 4 5
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I want more customers at this market. 1 2 3 4 5
I want higher income for workers at this market. 1 2 3 4 5
I think this market should offer delivery for a small fee. 1 2 3 4 5
I think this market should change a little to be a great modern business. 1 2 3 4 5
Additional suggestions: ____________________________________________________
Method of Analysis
Lickert scale survey numbers and demographic data were entered into SPSS 12.0.
Using crosstabs, means, correlations, bar graphs and ANOVA functions on SPSS 12.0,
data was analyzed.
Results
All respondents were 18 years or older. The mean age of respondents at all markets was
the middle age group. Of the 244 total females surveyed, 91 were 18-35 years of age, 134
were 36-55 years old, and 19 were 56 years of age or older. 45 of the 108 men were 18-35
years old, 47 men were 36-55 years old, and 16 men were 56 years of age or older. Of the
264 business owners surveyed, 185 were women and 79 were men. 37 of the 53 family
member workers were women while 16 of the family workers were men.
12.5% of data was collected at Don Prayom market, where 8 respondents sold fresh
produce, 8 sold a combination of foods, 1 sold foods & household goods, 1 sold apparel, 2sold household goods only, 9 sold meats, 2 sold flowers, 1 sold religious goods, 2 sold
electronics and gadgets, 2 sold a combination of others goods, and 8 sold restaurant prepared
food. 15 men and 29 women were surveyed at Don Prayom market where 23 respondents
were 36-55, 18 respondents 18-35, and 3 respondents 56+ years old.
7.1% of data was collected at Nong Hoy market, where 5 respondents sold fresh produce,
6 sold a combination of foods, 2 sold foods & household goods, 1 sold apparel, 1 sold
religious goods and 10 sold restaurant prepared foods. 7 men and 18 women were surveyed
at Hong Hoy market where 11 respondents were 36-55 years old, 8 respondents 18-35, and 6
respondents 56+ years old.
6.8% of data was collected at the Doi Sutep traveling market, where 5 respondents sold
fresh produce, 2 sold a combination of foods, 7 sold apparel, 3 sold household goods, 2 sold
meats, 1 sold a combination of other goods, and 4 sold restaurant prepared foods. 9 men and
15 women were surveyed at the Doi Sutep traveling market where 15 respondents were 36-55
years old, 6 respondents were 18-35, and 3 respondents were 56+ years old.
9.1% of the data was collected at the Meihia market, where 8 respondents sold fresh
produce, 3 sold a combination of other foods, 3 sold foods & household goods, 2 sold
apparel, 2 sold household goods, 5 sold meats, 1 sold flowers, and 8 sold restaurant prepared
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foods. 11 men and 21 women were surveyed at the Meihia market where 18 respondents
were 36-55 years old, 13 respondents were 18-35 and 1 respondent was 56+ years old.
6.0% of the data was collected at the Dong Gai traveling market, where 3 respondents
sold fresh produce, 3 sold a combination of foods, 1 sold foods & household goods, 5 sold
apparel, 2 sold household goods only, 1 sold meats, 1 sold religious goods, and 5 sold
restaurant prepared foods. 6 men and 15 women were surveyed at the Dong Gai traveling
market where 10 respondents were 18-35 years old, 10 respondents were 36-55, and 1
respondent was 56+.
15.3% of the data was collected at the Muang Mai market, where 37 respondents sold
fresh produce, 2 sold a combination of foods, 1 sold household goods, 11 sold meats, and 3
sold restaurant prepared foods. 20 men and 34 women were surveyed at the Muang Mai
market where 26 respondents were 18-35 years old, 26 respondents were 36-55 years old, and
2 respondents were 56 years old or more.
4.5% of data was collected at the OTOP Ban Tawai market, where 2 respondents sold
arts & crafts, and 14 sold furniture. 3 men and 13 women were surveyed at the OTOP Ban
Tawai market where 10 respondents were 36-55 years old, 5 respondents were 18-35, and 1
respondent was 56+ years old.
15.6% of data was collected at the Hang Dong market, where 10 respondents sold fresh
produce, 8 sold a combination of foods, 8 sold foods & household goods, 6 sold apparel, 3
sold household goods, 9 sold meats, 1 sold flowers, 1 sold electronics & gadgets, 1 sold a
combination of other goods, and 8 sold restaurant prepared foods. 13 men and 42 women
were surveyed at the Hang Dong market where 27 respondents were 36-55 years old, 22
respondents were 18-35 years old, and 6 respondents were 56+ years old.
5.4% of the data was collected at the Sarapi market, where 6 respondents sold fresh
produce, 4 sold a combination of foods, 1 sold apparel, 7 sold meats, and 1 sold flowers. 6
men and 13 women were surveyed at the Sarapi market where 8 respondents were 36-55
years old, 7 respondents were 18-35 years old, and 4 respondents were 56+ years old.
2.0% of the data was collected at the Lakeland traveling market, where 2 respondents
sold fresh produce, 1 sold a combination of foods, 1 sold apparel, 2 sold household goods,
and 1 sold restaurant prepared foods. 5 men and 2 women were surveyed at the Lakeland
traveling market where 4 respondents were 36-55 years old, 2 respondents were 18-35, and 1
respondent was 56+ years of age.
6.5% of the data was collected at the Pratu Chiang Mai market, where 2 respondents sold
fresh produce, 6 sold a combination of foods, 4 sold apparel, 6 sold meats, 1 sold religious
items, and 4 sold restaurant prepared foods. 5 men and 18 women were surveyed at the Pratu
Chiang Mai market where 16 respondents were 36-55 years old, 5 respondents were 18-35
years old, and 2 respondents were 56+ years old.
9.1% of the data was collected at the OTOP Tanin market, where 1 respondent sold fresh
produce, 13 sold a combination of foods, 1 sold apparel, 3 sold meats, 1 sold a combination
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FreshProduce
Foodcombo
Foods&HHG
Apparel
HouseholdG
oods
Meats
Flowers
Religious
Electronics,P
hones,Gadgets
Arts&
Crafts
Othercom
bo
RestaurantP
reparedFo
Furniture
4 .0 0
4 .1 0
4 .2 0
4 .3 0
4 .4 0
4 .5 0
4 .6 0
4 .7 0
4 .8 0
MeanofS1
FreshProduce
Foodcombo
Foods&HHG
Apparel
HouseholdG
oods
Meats
Flowers
Religious
Electronics,P
hones,Gadgets
Arts&
Crafts
Othercom
bo
RestaurantP
reparedFo
Furniture
3 . 0 0
3 . 2 0
3 . 4 0
3 . 6 0
3 . 8 0
4 .0 0
4 .2 0
4 .4 0
MeanofS2
of other goods, and 13 sold restaurant prepared foods. 8 men and 24 women were surveyed
at the OTOP Tanin market where 14 respondents were 18-35 years old, 13 respondents were
36-55 years old and 5 respondents were 56+ years of age.
Of the 352 total respondents, 87 (24.7% of total) sold fresh produce, 56 (15.9% of total)
sold a combination of foods, 16 (4.5% of total) sold foods & household goods, 28 (8.0% of
total) sold apparel, 15 (4.3% of total) sold household goods, 53 (15.1% of total) sold meats
including seafood, fish and chicken, 5 (1.4% of total) sold flowers, 4 (1.1% of total) sold
religious goods, 3 (.9% of total) sold electronics & gadgets, 2 (.6% of total) sold arts & crafts,
5 (1.4% of total) sold a combination of other goods, 64 (18.2% of total) sold restaurant
prepared foods, and 14 (4.0% of total) sold furniture.
Descriptive Statistics
Means of responses for all
survey points among theentire data set of 352respondents were greater than3, and therefore affirm allsurvey statements. Ingeneral, respondents favormaking changes to the marketstructure, management,supply chain and atmospherein efforts to attract morecustomers, generate more
income and develop thebusiness model to achievebetter performances at themarkets.
MeanStd.
Deviation N
Want market to dobetter
4.4886 .81292 352
Foreign competitors arethreats 3.7614 1.19586 352
Market should becleaner
4.1676 .89810 352
Supply chain shouldmake betterorganization
4.3153 .80948 352
Willing to work withother shops more forprofit
4.3466 .82985 352
Theives are a problemat the market 3.5369 1.26031 352
Want more customersat the market 4.7330 .59652 352
Want more income forthe market 4.5739 .70827 352
Market should have adelivery service 3.3722 1.10199 352
Market model shoulddevelop/improve intime
4.3636 .84303 352
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Means across all seller product segments are 3.00 or greater with the exception of the
delivery item #9 in 3 product categories, showing at least neutrality regarding the majority of
changes necessary and possible to develop and improve standards at work in local markets
across seller varieties. A delivery service was desired by the majority, but not by all.
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Means above 4.0 with standard deviations less than 1.0 on all points except for 2, 6 and 9
suggest that the average seller in all segments is willing to make changes in efforts to increase
individual and market-wide incomes, improve performance, develop market structure with
modern amenities, attract more customers, organize supply chains better to gain advantages
of bulk purchase discounts through cooperating with other sellers more to increase overallmarket worth, productivity and efficiency while increasing personal profits.
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DonPrayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTO
PBanTawai
HangD
ong
Sarapi
Lakeland
PratuChiangMai
OTOP
0 .0 0
1 . 0 0
2 . 0 0
3 .0 0
4 .0 0
5 .0 0
MeanMarketshouldbecleaner
DonP
rayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTOPBanTawai
HangD
ong
Sarapi
Lakeland
Pratu
ChiangM
ai
OTOP
0 .0 0
1 . 0 0
2 .0 0
3 .0 0
4 .0 0
5 .0 0
MeanSupplychainshouldmakebetterorganization
DonPrayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTO
PBanTawai
HangD
ong
Sarapi
Lakeland
PratuChiangMai
OTOP
0 .0 0
1 . 0 0
2 . 0 0
3 .0 0
4 .0 0
5 .0 0
MeanWillingtoworkwithothershopsmoreforprofitDonP
rayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTOPBanTawai
HangD
ong
Sarapi
Lakeland
PratuChiangMai
OTO
P
0 .0 0
1 .0 0
2 .0 0
3 .0 0
4 .0 0
5 .0 0
MeanTheivesareaproblematthemarket
DonPrayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTO
PBanTawai
HangD
ong
Sarapi
Lakeland
PratuChiangMai
OTOP
0 .0 0
1 . 0 0
2 . 0 0
3 .0 0
4 .0 0
5 .0 0
MeanWantmorecustomersatthemarket
DonP
rayom
NongHoy
DoiSutepNat
Meihia
DongGai
MuangM
ai
OTOPBanTawai
HangD
ong
Sarapi
Lakeland
PratuChiangMai
OTO
P
0 .0 0
1 .0 0
2 .0 0
3 .0 0
4 .0 0
5 .0 0
MeanWantmoreincomeforthemarket
DonPrayom
NongHoy
DoiSutepNat
Meih
ia
DongGai
Muan
gMai
OTO
PBanTawai
Han
gDong
Sara
pi
Lake
land
PratuChiangM
ai
OTOP
0 .0 0
1 .0 0
2 . 0 0
3 .0 0
4 .0 0
MeanMarketshouldhaveadeliveryservice
Don
Prayom
NongHoy
DoiSutepNat
Meihia
DongGai
Muan
gMai
OTOP
BanTawai
Han
gDong
Sara
pi
Lakeland
PratuChiangM
ai
OTO
P
0 .0 0
1 . 0 0
2 . 0 0
3 .0 0
4 .0 0
5 .0 0
MeanMarketmodelshoulddevelop/improveintime
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56+ Mean 4.3714 3.9714 4.2857 4.2571 4.5143
N 35 35 35 35 35
Std.Deviation
.80753 1.24819 .89349 .88593 .74247
Total Mean 4.4886 3.7614 4.1676 4.3153 4.3466
N 352 352 352 352 352
Std.Deviation
.81292 1.19586 .89810 .80948 .82985
Mean responses for S6-S10 segmented by age group:
Age
Theives area problem
at themarket
Want morecustomers atthe market
Wantmore
income forthe
market
Marketshould havea delivery
service
Market modelshould
develop/improve in time
18-35 Mean 3.4926 4.7426 4.5735 3.4118 4.3015
N 136 136 136 136 136
Std.Deviation 1.28234 .66663 .75653 1.07821 .90529
36-55 Mean 3.5580 4.7238 4.5635 3.3370 4.3757
N 181 181 181 181 181
Std.Deviation
1.24865 .56856 .70127 1.13637 .81804
56+ Mean 3.6000 4.7429 4.6286 3.4000 4.5429
N 35 35 35 35 35
Std.Deviation
1.26491 .44344 .54695 1.03469 .70054
Total Mean 3.5369 4.7330 4.5739 3.3722 4.3636
N 352 352 352 352 352
Std.
Deviation 1.26031 .59652 .70827 1.10199 .84303
Very similar means and standard deviations were found between age groups.
Mean responses for S1-S5 segmented by company role:
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Mean responses for S6-S10 segmented by company role:
Responses varied within one standard deviation among different respondent groups.
Owners responded with the highest marks on all numbers except 7, 8 and 10. Overall, allrespondents showed desire to improve the markets on all points, but the owners showed thehighest desire to improve on most points.
Using a 2-tailed method, survey item #1 was significantly correlated to the 1% level withitems 1, 2, 3, 4, 5, 7, 8, and 10. Survey item #1 was significantly correlated to the 5% levelusing a 2-tailed method with survey items 6 and 9. These high correlations between therespondents desires to have higher performances in markets and other survey items whichfeatured possible changes which could be considered to improve performances suggest thatrespondents were willing to take practical steps toward improving their markets.Respondents showed highly significant desires to take steps to develop their market model in
2-tailed results showing correlations at the 1% level between survey item #10 and 1, 3, 4, 5,7, 8, and 9; 5% significant correlations were found between survey item #10 and 2, and 9.
Owner, Family,Hourly
Want marketto do better
Foreigncompetitorsare threats
Marketshould becleaner
Supply chainshould make
betterorganization
Willing towork with
other shopsmore for
profit
Owner Mean 4.5038 3.8523 4.1856 4.3485 4.3902
N 264 264 264 264 264Std. Deviation .83187 1.16873 .91441 .77983 .80591
Family Mean 4.4340 3.6981 4.1321 4.1509 4.3019
N 53 53 53 53 53
Std. Deviation .79686 1.16989 .92065 .94861 .91115
Hourly Mean 4.4571 3.1714 4.0857 4.3143 4.0857
N 35 35 35 35 35
Std. Deviation .70054 1.29446 .74247 .79600 .85307
Total Mean 4.4886 3.7614 4.1676 4.3153 4.3466
N 352 352 352 352 352
Std. Deviation .81292 1.19586 .89810 .80948 .82985
Owner, Family,Hourly
Theives area problem
at themarket
Want morecustomers atthe market
Wantmore
income forthe
market
Marketshould havea delivery
service
Market modelshould
develop/improve in time
Owner Mean 3.5758 4.7311 4.5682 3.3902 4.3523
N 264 264 264 264 264
Std. Deviation 1.29122 .63457 .74193 1.12154 .85049
Family Mean 3.4528 4.8491 4.6792 3.3019 4.4717
N 53 53 53 53 53
Std. Deviation 1.20202 .36142 .54679 1.04853 .89020
Hourly Mean 3.3714 4.5714 4.4571 3.3429 4.2857
N 35 35 35 35 35
Std. Deviation 1.11370 .55761 .65722 1.05560 .71007
Total Mean 3.5369 4.7330 4.5739 3.3722 4.3636
N 352 352 352 352 352
Std. Deviation 1.26031 .59652 .70827 1.10199 .84303
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Thus, respondents are very likely to have some understanding of the slower, morecomplicated process of changes their markets must undergo to satisfy desires for generalimproved performance, and respondents showed desire to make internal changesnecessary/possible to support their general higher performance goals
Data translated with SPSS using a one-way ANOVA function with the market namesegment as the factor showed responses for survey statements 1, 5, 6, 7, and 9 supported
the null hypothesis, while points 2, 3, 4, 8, and 10 showed varying means across groups.
ANOVA
IV. Discussion
Given the presence of statistically significant results, outlier sets in survey data collected
were not in sufficient amount to make a high impact on the entire study. Insignificant results
found in survey items 1, 5, 7, and 9 may have been affected by literacy problems among
some market workers. The native Thai speaking research assistant had to read several
surveys orally to respondents who could not read, and it is possible that some respondents
Sum ofSquares df
MeanSquare F Sig.
Want market to dobetter
Between Groups 11.172 11 1.016 1.564 .108
Within Groups 220.782 340 .649
Total 231.955 351
Foreign competitors
are threats
Between Groups 40.674 11 3.698 2.725 .002
Within Groups 461.280 340 1.357
Total 501.955 351
Market should becleaner
Between Groups 16.194 11 1.472 1.875 .042
Within Groups 266.917 340 .785
Total 283.111 351
Supply chain shouldmake betterorganization
Between Groups 13.503 11 1.228 1.928 .035
Within Groups 216.495 340 .637
Total 229.997 351
Willing to work withother shops morefor profit
Between Groups 9.852 11 .896 1.313 .215
Within Groups 231.863 340 .682
Total 241.716 351
Theives are aproblem at themarket
Between Groups 29.364 11 2.669 1.718 .068
Within Groups 528.156 340 1.553
Total 557.520 351
Want morecustomers at themarket
Between Groups 4.111 11 .374 1.052 .400
Within Groups 120.787 340 .355
Total 124.898 351
Want more incomefor the market
Between Groups 10.752 11 .977 2.010 .027
Within Groups 165.328 340 .486
Total 176.080 351
Market should havea delivery service
Between Groups 19.449 11 1.768 1.478 .138
Within Groups 406.799 340 1.196
Total 426.247 351
Market modelshoulddevelop/improve intime
Between Groups 14.243 11 1.295 1.872 .042
Within Groups 235.211 340 .692
Total 249.455 351
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and around Chiang Mai are ready to plan, control, motivate and lead their markets in a
transition which corresponds to recent demands and expectations placed upon the lower
classes of agro-workers in Thailand by government experts and importing foreign countries.
Markets can elect management boards which can form new partnerships with suppliers
and create organizational commitments among the fresh markets in their district, city,
province, region or larger level. Through making more organized vendor management
system style market channels, multi channel distribution systems, or through making binding
legal agreements to corporatize the entire supply chain from seed to market under one central
administration, the management teams from each individual market through cooperation with
a larger organization can secure cheaper bulk purchases for their entire autonomous markets
at least, to be split up among independent sellers who calculate demands and purchases
through more accurate forecasting, bookkeeping, and better inventory management. The
larger-order opportunities, which can neutralize those larger foreign threats and make a net
gain after that, are not limited to the food sellers. Electronics, consumer goods, religious andany other category of seller can support a division of a district, provincial, regional or
national network of suppliers, purchasers and distribution personnel like any of the larger
foreign corporations do in order to secure cheaper purchase prices and therefore lower costs,
which means more profits and better ability to compete with EDLP competitors.
A primary strength of companies like Tesco Lotus is their advanced, elaborate logistics
and distribution supply chain systems, which make large purchases, giving them the ability to
cut prices below the level of local small retailers and make profits. To truly compete with
foreign competitors and their partners like CP, local markets have to do something very
similar to companies like Tesco even though modern corporate management has not been agreat strength of Thai national businesses people yet. Small business owners can keep their
private properties, continue operating sole proprietorships or partnerships while engaging in
investment in larger corporate-style purchasing organizations, which is what the key to
lowering costs and (re-)acquiring customers who are most likely to travel farther for cheaper
prices is. Speech communication difficulties and determination are likely to be the only real
threats to actual development now that it is established there is a will to change operations.
V. Conclusion
For people who can go out and witness the state of the Thai style traditional open-air
market throughout the nation, the case is rather obvious. In the period of this study, the
concrete floors and vending stand base boards at markets other than OTOP were stained by
years of filth, washed often or not. In markets like Don Prayom and Pratu Chiang Mai, there
were rats scurrying to and fro. Foreign tourists seemed to love the filth for the experience,
but certainly most would not approve of such conditions in their own countries, and the
foreign FDAs and health departments would have shut down these markets long ago.
Cobwebs hung from old light fixtures, signs and roof trusses. Some of the butcher knives
and hot oil were placed in eerie scenes to say the least. Many of the faces () carried
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withered scowls, some were depressed from what appeared to be daily alcohol use at work,
and still others showed unmistakable fear and loathing for other people, poverty, stress,
overpopulation, and weaknesses against the threats of the new big business methods at work
just around the next corner.
Many of the present-day middle aged and older Thai style workers started at their
markets during their early teenage years. A new set of young teenagers has taken up shop
working instead of going to secondary school which they cannot afford or just helping out the
family. There was spirit and life, family and some cultured atmosphere, but the markets have
been worked, and they were a bit tired. With the exceptions of the One Tambon One Project
markets, the state of the facilities was quite bad. There has obviously been quite a lot of
money that has flown through the markets, especially those like Muang Mai, near the US
Consulate, where Hmongs in their black velure tribal clothes drove into with vegetables.
Unmentioned historical reports about Chiang Mai suggest that opium trading, and certainly
raw opium poppy trading were once highly prosperous in and around the city, likely in thesevery same markets along with several other now-illicit drugs which are probably still bought
and sold in small numbers to supplement incomes of underpaid, non-subsidized, overworked
farmers and sellers. The image of the markets and of the farmers cultures have suffered
through all of the legal and social changes of the past 40 years, and what was probably once
the grandparents great big dream at the local Thai style market had by the period of this
survey degraded into one of the places many of the urban hipsters would never be seen at.
Along with the pride of the modern consumer driving customers out of the family owned
and operated open-air markets with the cobwebs, the rats and occasional Burmese worker,
and into the hypermarkets, the malls and other shopping districts, the shame of some failureshad penetrated the local open-air markets. There was confusion in the less organized small
business style of operations that undoubtedly stagnated progress. Being left out of the big
business cultural movements had niche and subjective advantages, but there was a certain
feeling of being left out of the crowd, and for many of these East Asians in the poorer
agricultural and local market sectors, that alienation from the educated business class was just
a little too much unwanted insult to injury at the end of a difficult day full of manual labor for
some, and dull, dirty working conditions paying low wages for all.
There are certainly weaknesses within the general worker population of these local
markets, aside from more organized administrations of OTOP districts, along with macro and
micro threats from outside of the markets, but certainly some long-term shop owner has a son
or daughter with an advanced degree or enough money saved to put a sibling, son, daughter
or family member through an MBA or PhD business program. There are elders who have
experience and there is equity of intellectual property therein. Nearly all of the 352
respondents in this survey study approved improvement efforts for their markets, and those
results are likely to be similar to any found through Thailands impoverished and working
class small business communities at what once was the center of the neighbourhoods trading
. This researcher, thankful to his partner, concludes that the old idiom wherethere is a will, there is a way should hold true even among the non-native English speakershere in Thailand.
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