Development of strategies business management for agricultural business based on the Baan Ruam Thai Pattana community culture in Phop Phra District, Tak Province

Abstract

This research aimed 1) to study the process of agricultural management based on community culture in Ruam Thai Pattana Sub-district; 2) to examine the community culture, potential, and social capital related to the agricultural economy of the Ruam Thai Pattana community; 3) to develop an agricultural business management strategy grounded in the culture of the Ban Ruam Thai Pattana community; and 4) to evaluate the agricultural business management strategy based on the culture of the Ban Ruam Thai Pattana community in Phob Phra District, Tak Province. This study employed a research and development methodology. The sources of information included farmers from 354 households in Ruam Thai Pattana Sub-district, 19 tribal representatives, and 17, 9, and 9 stakeholders involved in the agricultural business operations rooted in the local culture of Ban Ruam Thai Pattana. Data were analyzed using descriptive statistics, including percentages and means.

            The research findings 1) farmers demonstrated a moderate level of agricultural management based on community culture. External factors influencing such management were also found to be moderate overall; 2) community culture, potential, and social capital related to the agricultural economy consisted of agricultural knowledge and wisdom, lifestyle, beliefs, and traditional agricultural practices;   3) seven key strategies for agricultural business management based on the community’s culture were identified: (1) development of high-quality agricultural products aligned with local culture and wisdom; (2) farmer empowerment; (3) integrated marketing that reflects local identity; (4) fair and sustainable supply chain management; (5) development of agrotourism and promotion of community culture; (6) integration of technology and innovation to improve agricultural efficiency; and (7) establishment of agricultural business partnerships; 4) the evaluation of the strategy indicated that the vision, mission, objectives, strategies, measures, and indicators were highly consistent and well-aligned.