Analysis of Investment Return and Business Model of Rice field Crab Farming in Kamphaengphet Province

Abstract

This article aimed to (1) study current circumstance of rice field crab farming in Kamphaengphet province, (2) compare investment return of rice field crab farm in Kamphaengphet and (3) compare business model of rice field crab farm in Kamphaengphet province. Data is collected from semi structured questionnaire and in-depth interview. Data is analyzed by Cluster analysis, Descriptive analysis, Business model analysis, and Cost and return analysis. The result of the study found that process of rice field crab farming. Rice field crab can be farmed in cement pond, floating basket, soil pond, or rice field. Farmer can use their own crab breeders within farm or buy them from outside. Rice field crab in different age eats different food. Perfect crabs are sold as breeder. Imperfect crabs are sold for consumption or processing. Entrepreneur who has low own fund should follow Group 1 to wholesale fresh product because it requires low average cost at 39,916 Baht. Production process is simple. It creates good revenue and average profit at 54,984 Baht. The case of entrepreneur with high own fund should follow Group 2 to sell as retail fresh and processed products. It requires higher average cost at 76,432 Baht. However, it creates higher revenue and average profit at 109,043 Baht. Group 1’s customer segment is B2B customer. Value proposition is fresh of the product. Customer relationship is maintained by offering discount. Marketing channel is selling at farm. Revenue stream is mainly from wholesaling fresh of product. Key partner are crab farms. Key activity is farming crab. Key resources are farm and household workers. Cost structure from farming crab operations. Group 2’s customer segment is B2C customer. Value proposition is processed product. Customer relationship has been created by giving free product. Channels are selling at farm and selling through, online, and restaurant. Revenue stream is from retailing fresh and processed products. Key partner are restaurants. Key activities are farming crab and processing products. Key resources are farm and workers. Cost structures are from crab farming and processing products.