Вы находитесь на странице: 1из 178

Member I

Member

Mr. Niphat Namkiatsakul ID: 4931203044

Email: Niphat99@hotmail.com Tel: 087-3038858

Mr. Ittipon Sitahirun ID: 4931203134

Email: Bming_boy@hotmail.com Tel: 084-0465905

Mr. Phongphat Ajchariyavaranon ID: 4931203165

Email: himykung@hotmail.com Tel: 082-6196900

Mr. Ritnatee Pinitpaisarn ID: 4931203196

Email: Remake483@hotmail.com Tel: 083-4753878

Mr. Thumrongthum Kumpilo ID: 4831205225

Email: Ganth1986@hotmail.com Tel: 086-6709771

Project Feasibility Study of Kaset Popeang Company


Preface II

Preface
This project is established for study feasibility of agricultural industry. This
project analyzes data from the real situation for investor who would like to invest
agricultural industry in this area. First of all, this project is evaluating industry profile,
market feasibility, technical feasibility, financial analysis and risk management for
investor will get maximum profit, ensure to investor and understand problem will occur
in the future. However, this project describes many factors that impute the foundation
for a successful project, actions to take during project initiation.

The objective of this project was to provide the project feasibility of agriculture
business, study the market and trends of agriculture industry, and calculate financial
factors of this business. In addition, the benefit of this project is for knowing feasibility
of this project and financial for proceeding this business. Also, the situation and the
trends of agriculture industry is needed and understanding behavior of agriculturists.

Furthermore, we would like to thank our advisor Mr. Chaiyawat Thongintr for
his continuous support. During the project he led the term professionally and helps us
achieve our aim in the right way. Moreover, his encouragement helped us cope
whenever we encountered problem during our project work. Therefore, we are very
thankful to him. Finally, we would like to thank the companies and stores that give the
information for this project is reliable.

Project Feasibility Study of Kaset Popeang Company


Table of Content III

Table of Content
Member ................................................................................................................................................ I
Preface ................................................................................................................................................. II
Table of Content ................................................................................................................................ III
List of Figures ...................................................................................................................................... V
List of Tables ..................................................................................................................................... VI
Exclusive Summary .......................................................................................................................... VII
Chapter 1: Introduction ....................................................................................................................... 1
1.1 Background .............................................................................................................................. 2
1.2 Project Objectives ..................................................................................................................... 3
1.3 The data collecting method ....................................................................................................... 4
1.4 Benefits .................................................................................................................................... 4
1.5 Action plan ............................................................................................................................... 5
Chapter 2: Industry Profile .................................................................................................................. 6
2.1 Nature of Industry ..................................................................................................................... 7
2.2 Situation of Industry ................................................................................................................. 8
2.3 Product&Service ..................................................................................................................... 11
2.4 Vision..................................................................................................................................... 12
2.5 Mission................................................................................................................................... 12
2.6 Strategy .................................................................................................................................. 13
2.6.1 Corporate Level ............................................................................................................. 13
2.6.2 Business Level ............................................................................................................... 13
2.6.3 Function Level ............................................................................................................... 14
Chapter 3: Market Feasibility Study ................................................................................................. 18
3.1 Market Analysis...................................................................................................................... 19
3.1.1 General Environment Analysis ....................................................................................... 19
Social .................................................................................................................................................... 19
Political................................................................................................................................................. 20
3.1.2 Competition Analysis ..................................................................................................... 21
Customer Analysis................................................................................................................................. 21
Competitor Analysis .............................................................................................................................. 22
3.2 STP Analysis .......................................................................................................................... 32
3.2.1 Segmentation ................................................................................................................. 32
3.2.2 Targeting....................................................................................................................... 33
3.2.3 Positioning .................................................................................................................... 35
3.3 Marketing Mix Strategy .......................................................................................................... 36
3.3.1 Products & Services....................................................................................................... 36
3.3.2 Place ............................................................................................................................. 37
3.3.3 Price ............................................................................................................................. 38
3.3.4 Promotion ..................................................................................................................... 41
3.4 Sales Forecast ......................................................................................................................... 42
Whole market value of agricultural products ........................................................................................... 45
3.5 Marketing Expenses ................................................................................................................ 55
3.6 Conclusion ............................................................................................................................. 59
Chapter 4: Technical Feasibility Study .............................................................................................. 60
4.1 Production and Operation Analysis ......................................................................................... 61
4.1.1 Product Characteristics ................................................................................................. 61
4.1.2 Product Process ............................................................................................................ 67
4.1.3 Services Process ............................................................................................................ 70

Project Feasibility Study of Kaset Popeang Company


Table of Content IV

4.1.4 Location ........................................................................................................................ 77


4.1.5 Store Layout .................................................................................................................. 78
4.1.6 Machine, Tool and Equipments ...................................................................................... 79
4.1.7 Retail Management and Inventory .................................................................................. 88
4.1.8 Logistics Management ................................................................................................... 89
4.1.9 Organization Management ............................................................................................. 90
4.2 Cost of Investment .................................................................................................................. 95
4.3 Investment Cost ...................................................................................................................... 96
4.4 Management Analysis ........................................................................................................... 101
4.4.1 Electricity .................................................................................................................... 101
4.4.2 Water Supply ............................................................................................................... 103
4.4.3 Drinking Water ............................................................................................................ 105
4.4.4 Telephone .................................................................................................................... 106
4.4.5 Insurance .................................................................................................................... 106
4.5 Conclusion ........................................................................................................................... 107
Chapter 5: Financial Analysis .......................................................................................................... 108
5.1 Income Statement ................................................................................................................. 109
5.2 Cash Flow ............................................................................................................................ 109
5.3 Balance Sheet ....................................................................................................................... 109
5.4 Project Analysis .................................................................................................................... 125
5.5 Conclusion ........................................................................................................................... 127
Chapter 6: Risk Management .......................................................................................................... 128
6.1 Risk Management ................................................................................................................. 129
6.2 Financial Risk Analysis......................................................................................................... 134
6.3 Conclusion ........................................................................................................................... 135
Chapter 7: Summary ........................................................................................................................ 137
Summary ....................................................................................................................................... 138
Bibliography ..................................................................................................................................... 140
Appendix A: Survey Data................................................................................................................. 144

Project Feasibility Study of Kaset Popeang Company


List of Figures V

List of Figures
Figure 1: Business Structure of Chiang Rai by GPP, 2007 ............................................. 2
Figure 2: Price of Rice ................................................................................................ 10
Figure 3: Price of Corn ................................................................................................ 11
Figure 4: Process of employment and improving service quality ................................. 15
Figure 5: Market share of fertilizer, chemical and seed of competitors. ....................... 30
Figure 6: Market share of of agriculture equipment of competitors. ............................. 31
Figure 7: Segmentation of Keset Popeang ................................................................... 32
Figure 8: Targeting of Keset Popeang ......................................................................... 33
Figure 9: Positioning of Kaset Popeang ....................................................................... 35
Figure 10: Agricultural Area of Mae Chan, Chiang Sean and MaeSai ......................... 43
Figure 11: Number of Agricultural Family in Mae Chan, Mae Sai and Chiang Saen.... 44
Figure 12: Expected Market Share Of Keset Popeang ................................................. 44
Figure 13: Trend of sale of Agricultural product&part................................................. 45
Figure 14: Trend of sale of Fertilizer & Chemical Product .......................................... 45
Figure 15: Process of supplier to customer .................................................................. 67
Figure 16 : Example of expert service process ............................................................. 71
Figure 17: Service processing ..................................................................................... 71
Figure 18: Call center service process ......................................................................... 73
Figure 19: After sale service process ........................................................................... 75
Figure 20: Setting up of equipment service process ..................................................... 75
Figure 21: Repair&Maintain Service process .............................................................. 76
Figure 22 : Example of Delivery process ..................................................................... 77
Figure 23 : Shop Location ........................................................................................... 77
Figure 24: Example of location of our company .......................................................... 78
Figure 25: Example of store layout .............................................................................. 78
Figure 26: Logo of Kaset Popeang Company .............................................................. 90
Figure 27: Organization Chart ..................................................................................... 93
Figure 28: Five year – Depreciation ............................................................................ 98
Figure 29: Risk Management Model ......................................................................... 129

Project Feasibility Study of Kaset Popeang Company


List of Tables VI

List of Tables
Table 1: Cultivation Period ........................................................................................... 8
Table 2: Price Comparison of Seed Products ............................................................... 26
Table 3: Price Comparison of Equipment products ...................................................... 26
Table 4: Price Comparison of Fertilizer products......................................................... 27
Table 5: Price Comparison of Chemicals Product ........................................................ 28
Table 6: Fertilizer Products ......................................................................................... 39
Table 7: Chemical Products ........................................................................................ 39
Table 8: Seed products ................................................................................................ 40
Table 9: Agricultural Products .................................................................................... 40
Table 10: Show the Market volume of each product .................................................... 46
Table 11: Five Years - Sale Forecast ........................................................................... 47
Table 12: Five Years - Cash Receive ........................................................................... 52
Table 13: Five Years - Marketing Expenses ................................................................ 56
Table 14: Electricity Expense .................................................................................... 103
Table 15: Water Expense .......................................................................................... 105

Project Feasibility Study of Kaset Popeang Company


Exclusive Summary VII

Exclusive Summary
Kaset Popeang Shop Project is to study the feasibility for opening an
agricultural supply shop. Agriculture industry is chosen because it is one of the largest
industries in Chiang Rai, with wide range of market, most areas in Chaing Rai are used
for agriculture. Therefore, there is a high demand for agriculture supply in Chiang Rai.
In the market of agriculture, it have growth up a good rate every years, from the data
Chiang Rai have agriculture as the main business (31.03%).

The shop sells agricultural equipments and supplies, including, seed, fertilizer,
insecticides and equipment of agriculture in which each shop always sell many brands
of product for customers to choose and make a decision easily.

Kaset Popeang’s market position is to differentiate from other shops by


providing a higher level of service to customers and the variety of products. The
company’s vision is to create the best relationships with customer by providing best
services and products, and to be the one stop agricultural shop on the northern part of
Thailand. We will have a training course to train our employee before providing service
to customer and use differentiate service to attract customer. We will have club to be a
center of agricultural knowledge which customers could come to share the knowledge
for improving efficiently their farm. Agricultural products will be the good quality of
product in which we deal directly to supplier. We will provide a variety of agricultural
products that we also provide after sale service to respond market need. We will have an
annual festival for customer in which this festival is collecting donation in order to buy
some agricultural products to give needy farmer. We are willing to taking care customer
as the same as they are family.

For environment analysis, in social dimension, most people in Chiang Rai are
agriculturists, so there are many customers to the shop. In technology dimension, as
agricultural technology is continuously developing, the shop has to consider new
technology in agricultural industry, to be the first-mover in this business. In economic
dimension, the demand of agricultural product is not very stable because it depends on
many uncontrollable factors, such as the climate and government policy. However, from
the recent years, from the climate change, the demand for rice and sticky rice is

Project Feasibility Study of Kaset Popeang Company


Exclusive Summary VIII

increasing. In political dimension, at the present, government is strongly supporting


agriculture; this directly benefits the shop as agriculturists are the customers.

Analyzing the competitors, we have studied the agricultural supply shop in the
area, there are six main competitors, and other small shops. Udompan and Lor
Rungruang are two big shops that have been running for a long time with big customer
base; we consider these two shops to have a high market share. The five other shops,
including Kittipan, Tiyajakon, Junjaruan and Thai Damrong, are medium size shops
which provide not many kinds of supply. The other small shops, including, Tae Song
Guang, Tai Hong Seng, and Permpon, are considered having low market share.

According to interviewing of entrepreneur, the main competition in agricultural


shop is price and service. Price is factor that customers are going to concern first before
make a decision buying so agricultural shop around Mae Chan, they try to make lower
price to compete with competitor. In addition, agricultural shops try to catch a customer
by competition on providing information of product, help them to solve their problems,
give them with good quality of product and price that appropriate with them. It is good
to make a relationship with customer.

The market customers are divided to two segments, customer who are
agriculturists and use the products, and customers who buy the product to sell to others.
Our target is the agriculturists who use the product.

The marketing mix strategy of the company, for products and services, the shop
provide variety of agricultural equipments and supplies, such as insecticide sprayer,
lawn mower, feed pump, and so on. As for the services, the company provides high
service level including, call center service, delivery service, repairing and maintaining
service, and expert advisory service. For place, the location of the shop is in Mae Chan
that can cover the customers from many line of agriculturist such as Mae Chan, Mae
Sai, Chiang Saen, Nang Lae and hill tribe. Our company is the passing line to go into
town center or fresh market so, it is the opportunity that there are many our target pass
our company.For price, because our company is base on quality of service, so our
products are set up price on reasonable price but it is to be similar or a little bit more
than competitors. The price is standard for every customer but its divide by volume of

Project Feasibility Study of Kaset Popeang Company


Exclusive Summary IX

order and fluctuate cost of product each seasoning too. For promotion, our
communication mixes are dividing into 4 parts: Advertising, Sales Promotion, Event
and Experiences, and Public relations.

Project Feasibility Study of Kaset Popeang Company


Chapter 1: Introduction 1

Chapter 1: Introduction

Chapter 1:
Introduction

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Background
2. Project objectives
3. The data collecting
method
4. Benefits
5. Action plan

Project Feasibility Study of Kaset Popeang Company


Chapter 1: Introduction 2

Chapter 1: Introduction
Kaset Popeang Shop project is based on current agriculture industry in Thailand and
Chiang Rai. This part contains the concept of the project, its objectives and benefits, the data
collecting methods and action plan of the project.

1.1 Background
Thailand is an agricultural country; agriculturist has always been Thailand’s number
one occupation, it is the most important occupation for Thai people. Thailand also takes the
role of food supplier for the world. At the present, the global demand for rice is
approximately 417.7 ton. Thailand is the country that exports most rice in the world, with the
export rate of 36%. Agricultural business is the business that supplies the basic needs of
agriculturists, and most of the area in Chiangrai is used for agriculture, so this business has a
high growth rate in the future.

Figure 1: Business Structure of Chiang Rai by GPP, 2007

32% Agriculture
36%
Whole sales & Retails
Industries
Construction
Hotels, Restaurants
Others

4% 19%
3%
6%

Note: Own Graphic

Project Feasibility Study of Kaset Popeang Company


Chapter 1: Introduction 3

According to office of commercial affairs Chiangrai, Thailand, Chiang Rai has


1,255,387 populations, GPP for the year 2006 is 50,093 million baht, increased from the last
year by 9.38%, and revenue per person is 38,332 baht per year. Main business is agriculture
(31.83%), followed by whole sellers and retailers (18.76%), industries (6.52%), construction
(3.81%), hotel and restaurant (2.72%), respectively.

Our business is an agricultural shop, with products such as chemical fertilizer and
agricultural equipments, such as insecticide sprayer, lawn mower, feed pump, and so on. The
name of the shop is Kaset Popeang Shop. The shop will take the products directly from
vendors for fertilizer and other agricultural equipments, then provide to the customers and
also sell to group of small shop retailers.

The shop is located in Mae Chan, because Mae Chan is the passing route to Chiang
Saen, Mae Sai, and Nang Lae. Our target market is agriculturists in the area of Mae Chan,
Chiang Saen, Mae Sai, and Nang Lae.

According to the field study, there are still few businesses, in Mae Chan district for
agricultural supplies, and there is still no shop in which provides all types of agricultural
supplies and equipment, it is a good opportunity to do this business.

This project will study the feasibility on agricultural business, the study target groups
are agriculturists, such as farmers, orchardist and agricultural product sellers. The project will
analyze direct and indirect competitors and study the trend of the market after collecting the
data, and plan the process and make strategy, such as providing different service for
customers because this kind of products usually has no difference. From the study, the
authors have found that most agricultural products need to have a good relationship with the
customers, so it is necessary to study the customer relationship management (CRM), this will
make it easier to get access to the customers. The time for conducting this project is about 3
months.

1.2 Project Objectives


- To provide the project feasibility of agriculture business
- To study the market and the trends of agriculture industry
- To calculate financial factors of this business

Project Feasibility Study of Kaset Popeang Company


Chapter 1: Introduction 4

1.3 The data collecting method


The authors will use data collecting method which depends on type of data as a
below.
Primary data
o Survey – the authors are going to search and focus the used behavior of
customer. In addition, geographic and demographic also is surveyed.
o Interview – the authors will interview directly to farmer or orchardist
Secondary data
o Internet
o Book
o Information from agriculturists department

1.4 Benefits
- Knowing feasibility of this project – the researchers study and analyze with real
situation. This will reduce the risks of this business; the risks are informed to be
able to avoid the problems, which can happen from IE matrix study. The problems
can be predicted from old information that is collected and analyzed.
- Knowing the situation and the trends of agriculture industry, understanding
behavior of agriculturists, and be able to select and identify the right customer
target clearly.
- Knowing the financial for proceeding this business, be able to calculate profits
and expenses, and find the way to get maximize profits.

Project Feasibility Study of Kaset Popeang Company


Chapter 1: Introduction 5

1.5 Action plan

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 6

Chapter 2: Industry Profile

Chapter 2:
Industry Profile

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Nature of industry
2. Situation of Industry
3. Product & Service
4. Vision’s company
5. Mission’s company
6. Strategy’s company

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 7

Chapter 2: Industry Profile


This chapter contains detailed information of agriculture industry and its current
situation. Another part is information of the business, including its product and service,
vision, mission, and the strategy of the company.

2.1 Nature of Industry


Agriculture is the occupation in which is most extensive throughout the world, by
42% of global labor is agricultural. However, the quantity of agricultural products still has
not reached 5% of Gross World Product (GWP).

Thailand has been developing, however, the main occupation for Thailand is still
agriculture, and the main revenue of the country comes from exporting agricultural products.
In the past, agriculture required a lot of man labor, and it depended on the nature to decide the
period of doing agricultural activity. In the present time, agriculture is highly developed, to
increase the product quantity and to reduce the cultivation time.

From the information collected from Chiang Rai Provincial Agricultural Extension
Office, we can observe that in Mae chan district, the area is massively used for agriculture,
approximately 98,000 rai (156,800 km2) in total. Cultivation requires some equipments and
chemicals, such as fertilizer, insecticide, stimulator, lawn mower, lift pump and water pipe,
chemical sprayer, and other agricultural equipments. This makes agricultural shops grow
continuously. The business is interesting and it also includes of livestock industry.

According to Department of Agricultural Extension, the season of growing rice has two
periods in which is in-season rice and off-season rice. It means that In-season rice starts on
April until August, farmers are going to prepare the field to grow then they will buy
insecticide, fertilizer, and agricultural equipments.

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 8

Table 1: Cultivation Period

Calendar Calendar/Next year


Type Harvest(Day)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
In-season rice field 150

Double-crop field 120


Vegetable Ex. Cabbage,lettuce
60 - 90
etc..
Corn 120

Note
Cultivate
Harvest
Able to cultivate
The best period for cultivation

Note: Agricultural department

Off-season rice starts on October until May in which farmers are spending more
money than in-season because it is not season that there is enough water for growing.
Farmers need to buy agricultural equipments for help them such as water pump, fertilizer and
so on. The season of growing corn is starting on May until November that farmers also buy
insecticide, fertilizer, agricultural equipments before this season.

In order to open an agricultural shop, it requires high investment. Agricultural


equipments are rather high price, and the equipments are manifold, making it difficult for a
shop to provide all equipment available for customers. It will also require large area for doing
the business and store the inventory. The business operators are required to have wide
knowledge for agricultural equipments, for they can explain how to use the equipments and
know when to stock which inventory at the period, and know which brands and which models
are popular or has best sale. The target market of the shop will include customers for
agriculture, livestock, and fishery. This market is large and there are still few shops to supply
the need. In addition, the return or profit is rather high.

2.2 Situation of Industry


At the present, the global demand for rice is approximately 417.7 ton. Thailand is the
country that exports most rice in the world, with the export rate of 36%, followed by Vietnam
with 20%, India 18%, USA 14%, and Pakistan 12%, respectively. The world has high
demand for rice, due to natural disaster in which has made rice become inadequate in many

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 9

countries, and needed for import. This makes the price of rice become higher, and many
people are more interested in agriculture.

Chiang Rai has 1,255,387 populations, GPP for the year 2006 is 50,093 million baht,
increased from the last year by 9.38%, and revenue per person is 38,332 baht per year. Main
business is agriculture (31.03%), followed by whole seller and retailer (18.76%), industry
(3.98%), construction (3.81%), hotel and restaurant (2.72%), respectively. The province’s
trading system depends on international trading. The most important trading partner for
Chiang Rai is China, followed by Myanmar and Laos. Main export products are; agricultural
products, dried longan, grocery, gasoline, tire, construction materials, cars, food and
beverage, and medicine, respectively. Main import products are; agricultural products,
vegetables, apples, pears, fried onions, lumber, grocery, blanket, vehicles and equipments,
machines and equipments, lignite, respectively.

From the information above, we can see that Chiang Rai of main occupation is
agriculturist, which is 31.03% of the population, and it tends to grow more, by the increase of
price on agricultural products. Chiang Rai of economy is in good direction, even effected
with adverse factors such as the increased price on gasoline or the instability of Dollar, due to
sub-prime problem. This will be the growth in the main economic dimension of the province,
including agricultural dimension by the increased in production, and the growing rate of
agricultural product involving alternative energy production. However, in April 2009 there is
a decrease in growth rate, comparing with the same period of the last year. Considered from
the accumulate production of rice, which is decreased by 10%. It is the effect from a decrease
in off-season rice from bad climate, plus the decrease in demand for rice. This made the price
of rice decreased, and agriculturists turn to other cultivars, such as cassava, pineapple, soil
bean, corn, sweet corn, etc. In additional, the production of corn in this month has decreased
by 54.4%, as a result of decreasing in corn price, making agriculturists reduce the area for
growing corn. In contrast, the perspective of other industries in April 2009 has only a slice
increase, when comparing with the same period last year, considering from industry
dimension, the amount of factories has increased by 0.8%, the licensing and the amount of
labor has increased by 0.3% and 2.5%, respectively. However, for hospitality and tourism
industry, the growth rate has decreased. Hotel industry has decreased by 20%, amount of
passengers in airports has decreased by 20.7%, due to the instability of the situation in the
country.

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 10

According to Office of agricultural Economics says that trend of agricultural product


is increasing 5% to 6% in 2553. As figure 2 and 3, the price of agricultural has been
increasing from 2550 to 2552. It is a good signal that Agriculturist trends to crop rice and
corn than the last year. Moreover, government launches policy that support agricultural
outcome by guarantee the price and the economics of world start to be better also. Those of
factor will affect to Growth rate of our company that the total sale may be increasing 5% of
each year.

Figure 2: Price of Rice

16,000.00
14,000.00
12,000.00
10,000.00
Price/Baht

8,000.00
Rice 5%
6,000.00
Rice 100%
4,000.00
2,000.00
0.00
2548 2549 2550 2551 2552
Rice 5% 6,607.00 6,533.00 6,587.00 9,848.00 9,257.00
Rice 100% 7,685.00 8,032.00 8,875.00 12,536.0 13,819.0

Note: Office of Agricultural Economics

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 11

Figure 3: Price of Corn

8
7
6
5
Price/Baht

4
3 Corn

2
1
0
2548 2549 2550 2551
Corn 4.8 5.36 6.84 7.1

Note: Office of Agricultural Economics

2.3 Product&Service
Agricultural shop is sell a product about seed, fertilizer, insecticides and equipment of
agriculture in which each shop always sell many brand of product for customer to choose and
make a decision easily. Agriculture products are described into 4 types of product;

Seed

Normally, seed is always forming in can and pack which are many brands of company
and several kinds of plant. Customer in each area can grow difference plant because different
kinds of soil so seed are one of agricultural product that is a need of market in every area.

Fertilizer

Fertilizer has many formulas for the plant in which has difference of N P K. Plants
need difference formulas of fertilization. It depends on what agriculturist want plant to be.
Actually, agriculturist always uses fertilizer before growing and during plant growing.
Fertilizer is important to improve agricultural product for agriculturist.

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 12

Insecticides

Insecticides are one of agricultural product to protect the agricultural product. It has
many kinds of product depend on types of insect so company which produce the insecticides
need to improve the formulas for high efficiency of protect their insect.

Agriculture equipment

This thing is one component of agriculture because it is the help one to reduce time
and money to do agriculture and nowadays agricultural always use it. Because of this product
is machine that need to take care and always fixed it so the spare part of machine is important
for shop to serve the customer.

2.4 Vision
Creation the best relationships with customer by provide the best services and
products, also the one stop agricultural shop on the northern part of Thailand.

2.5 Mission
We will have a training course to train our employee before providing service to
customer and use differentiate service to attract customer. We will have club to be a center of
agricultural knowledge which customers could come to share the knowledge for improving
efficiently their farm. Agricultural products will be the good quality of product in which we
deal directly to supplier. We will provide a variety of agricultural products that we also
provide after sale service to respond market need. We will have an annual festival for
customer in which this festival is collecting donation in order to buy some agricultural
products to give needy farmer. We will have willingness to take care customer as the same as
they are family.

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 13

2.6 Strategy
Strategy of the company divides to corporate level, business level, and function level.

2.6.1 Corporate Level


In corporate level, we decide to use two strategies that will help our company to be as
the vision of company by use Concentric Diversification Strategy and Market Penetration
Strategy. Both of strategy has specific unique that we think it could push the company to be
success in market. There are two reason that why we use those strategy to compete with
competitors. The first reason, we use Concentric Strategy to make our company differentiate
with competitors in term of service and product. The second reason, we are a new shop on
the market and any competitors have their own customer already so Market Penetration is the
answer to get customer know us by using communications mix and gain market share from
competitors.

The concentric diversification strategy that our company uses, that means the firm
could leverage its technical know-how to gain some advantage, another meaning is the firm
launch new products that is related with the same as firm ever did. So our company chooses
this strategy because we need to provide variety agricultural products to customer that each
product will response need of customer. We plan to have consulting service to serve and
suggest information in order to farm who has problem about their agriculture by expert. It
means that our company has agricultural shop and consulting service.

Market penetration occurs when a company enters a market with current products and
the same market with competitor, the communications mix is used to gain market share from
competitors. We are using Advertising via Television, Local Radio and word of mouth to get
attraction of customer. Actually, most of agriculturists have watched a television and listened
a local radio, which should be our target market and word of mouth usually is used when our
company would like customer trust in company. However, word of mouth is not costly for
new company but it is very effective to attract customers.

2.6.2 Business Level


In business level, we use differentiate strategy to create new service for getting more
profit. As this business, if we would like to create difference products, it is quite hard. A lot

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 14

of shop is the same product lines which obtain from any supplier. So we think the way to
make competitive advantage to compete with competitor, it is using differentiate strategy. We
will concern more on service that information is collected. However, our company got an
opportunity that the existing agricultural shop does not have enough services to fulfill
customer need. The service that we are talking, it is consulting service for agriculturist which
we are going to help agriculturists in order to increase agricultural products. For example, if
agriculturist could harvest vegetable 20 kilogram per farm, we are going to help increasing
quantity of vegetable up to 30 kilogram per farm by sending experts on fieldwork.

2.6.3 Function Level


Functional level strategy compose of human resource management, logistic
management, inventory management, and marketing management. These strategies are
supporting the strategy in business level.

Human Resource Management

The report says that this Human resource management has responsible for hiring the
best employees and training employees in order to provide a good service. Human resource
functional will concern about employment process. First of all, when applicants is coming to
apply the job. They have to do the questionnaires which is related with their service
perspective. The questionnaires can evaluate applicants which they have a good view about
service or not, it will affect to provide a service to customer when applicants are employed.

In addition, after applicants pass for the questionnaires test. The next step is checking
profile or background of applicants that if applicants are going to be our employee, they need
to have all the job qualification that company want to be. However, employees still need to
get the training session to improving service quality and it is the way that prepares employees
before going to provide service with customers. All employees are trained to improve a
knowledge about agriculture include process of cultivate any plant, which fertilizer is
appropriate with plant, how to eliminate insect and so on.

Moreover, according to Donald Kirkpatrick who is Professor Emeritus of the


University of Wisconsin in North America and a past president of the American Society for

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 15

Training and Development (ASTD). He published a book “Evaluating training programs”


which this book says that there are four levels of Kirkpatrick's evaluation model essentially
measure:

Reaction - what they thought and felt about the training

Learning - the resulting increase in knowledge or capability

Behavior - extent of behavior and capability improvement and implementation

Results - the effects on the business or environment resulting from the


trainee's performance

It is tool which company is using to evaluate the employees after training session. As
you can see from the figure below, this is a whole process that Human Resource functional
concern about employee and customer who will got a good service from our company.

Figure 4: Process of employment and improving service quality

Conducting the Checking profile and


questionaires to beckground of
evaluate service applicant which fit Training session
perspective of with job qualification
applicant in each positioning

Evaluate Provide a good


employees after service quality to
training session cusotmer

Note: Own graphic

Logistic Management

Logistic Management has responsibility for customer service which company will
transport an agricultural product to customer’s house and repair operations that there is repair

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 16

service to customer by repairer. This functional has to manage the distribution product to
customer which is very important thing. All agricultural products are sent to customer’s
house excluding on hill or another country by using pick-up which has a good driver who
know the map of Chiang Rai.

When customers get a problem about product that it might break, customer can take it
to our company and the breaked product will be fixed by our repairer.

In addition, purchasing products also are responsibility of logistic management and


control process of transportation from supplier to warehouse. Our company is using
outsourcing transportation company to help us for example, Nim See Seng Company that is
the one of big transportation company on northern part of Thailand.

Inventory Management

This functional is controlling inventory in warehouse that mean there will be products
to provide the customer all the time and can manage inventory that has less damage as much
as possible. It would help to reduce cost also. Inventory manager has to collaborate with
logistic manage by sending the number of inventory in warehouse and advising to logistic
manage when the inventory need to refulfill.

Moreover, the arrangement of inventory is also main point that has to concern. the
warehouse are separated space following kind of product which some product needs more
space to put it or some product need shelves to arrange it. The FIFO process is request
because the agricultural product has expiration date which products come to warehouse first,
those products will sell first also.

Marketing Management

Marketing functional has responsibility to do marketing effort, which attract to


customer via communication mix. As our company concern about the variety of products and
service quality, that is our advantage to compete with existing competitors and is barrier to
new entre competitors.

Project Feasibility Study of Kaset Popeang Company


Chapter 2: Industry Profile 17

Communication mixes that we use to promote our company which has Advertising,
Sales promotion, Event and Experiences, and Public relations. Those communication mixes
are supporting positioning of our company. Advertising is first step to send message to
contact the customers, our company are using leaflet for first three month. The leaflets are
distributed at fresh market of Mae Chan and in front of Department of Agricultural Extension
where located at Muang, Chiand Rai. After that, Chiang Sean and Mae Sai market are the
next place to distribute leaflet. Moreover, posters will stick on around our company and
around market of Mae Chan, Mae Sai, and Chiang Sean. Those places are crowded.
Agriculturists usually come to market in the morning to buy some food and tack it to home.

However, our company is using local radio also to promote us. The local radio is still
favorite for local people. as you can see that some business launch the advertisement via
radio, the benefit of using radio is; It is can spread to promote our company larger than
leaflets or poster. It is not expansive when compare with efficient. Another reason,
agriculturists usually listen radio during working.

The sales promotion is a tool that our company uses for increasing sale. The special
price and delivery service is offered to customer. There will be special price for customers
who buy large size of our product. Moreover, our company has a free delivery service if
customers buy products more than 3,000 baht and the destination is not far from our company
or it is not more than 10 kilometers.

The event & experiences and Public relation is way to make strong bran, which is
using training course for employee, expert advice service and join Chiang Rai fair. Our
company will train employee before provide service directly to customers, our employee
need to have knowledge about agricultural such as which fertilizer is appropriate with that
plant, how to use agricultural equipment and so on. If customer has a problem about
agricultural, they could come to our company which expert will help customer to solve the
problems. In fact, Chiang Rai has a big fair every year that many people go those fair. So it is
opportunity to promote and make customer’s perception. For example, Phor Khun festival.

As our company concern on a quality service. So the special service is provided to


customers, there are call center service, repair & maintain service and after sale service. Our
company would like to take care our customer as they are our family.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 18

Chapter 3: Market Feasibility Study

Chapter 3:
Market Feasibility Study

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Situation of Industry
2. Product & Service
3. Vision’s company
4. Mission’s company
5. Strategy’s company

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 19

Chapter 3: Market Feasibility Study


Study on agricultural related environment, competitor and customer, to see the
feasibility of the project. Then set the market target and position for the company and set
strategy using STP analysis and marketing mix strategy.

3.1 Market Analysis


According to Kasikorn Research, trend of this business half of end year 2009 economic
world recovered, so agricultural products and food can export good rate include demand from
foreign countries is increase than at begin of the year, and in the market of agriculture have
growth up a good rate every years from the data Chiang Rai that have agricultural is the main
business (31.03%).

3.1.1 General Environment Analysis

Social
According to department of agricultural extension, Chiang Rai has 1,255,387
populations, GPP for the year 2006 is 50,093 million baht, increased from the last year by
9.38%, and revenue per person is 38,332 baht per year. Main business is agriculture (31.03%)
and this year trend unemployed rate higher more than 1,000,000 persons then they will return
to agriculture. The effect from general environment for agriculture is the main factor that
affects agricultural shops, because the main target customers are agriculturists. However, the
perspective of agriculture in April 2009 has a decrease in growth rate cause from climate
change, comparing with the same period of the last year, but end of the year the price of
agriculture products increase 60-70% per ton from 10,000 baht per ton up to 14,500-15,000

baht per ton, and then many people return to do agriculture. This is one of the factors that
directly affect agricultural shops, increase sales from end of the year.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 20

Technology

For agriculture, technology is essential to cultivation. The technology has been


continuously developing, to decrease the time for processing, and increase convenience for
users. For examples; in the past, harvesting rice required many people to help for the work
and it took a long time, but in the present there are tractors, no need for many people and it is
much faster. So, agricultural shops have to consider new technology in agricultural industry,
to be the first-mover in this business.

Economic

According to Kasikorn Research, in 2010, previous year’s product price is the


motivation for agriculturists to increase the production or change to other products such as
rubber tree or corn. The price of agricultural products is in a good rate, especially the price of
rice and sticky rice, which has increased from last year, due to the increased demand in
export, and competitor countries has been encountering inadequate production problem. rice
and sticky rice quantity in the world decrease from climate change while demand rice and
sticky rice will increase. Philippines is fourth major of export rice reverse to import rice
because the country got impact from nature disaster while quantity of rice and sticky rice will
increase that it opportunity of Thailand can export rice and sticky rice more than last year. In
contrast Thailand have to concern about climate change and policy of government then
Chiang Rai is considered an area with optimal climate for cultivation, with sufficient rain and
good soil; it can increase the agricultural production. However, this depends on the climate
for each year.

Political
At the present, government is strongly supporting agriculture. For examples, the
government provides policy to guarantee higher price for rice, get provincial agricultural
extension offices to make strategy for protection system to agriculturists’ risks by managing
to reduce the risks for agriculturists from disasters. Moreover, there are issues on adjusting
product prices and other projects that provincial agricultural extension offices will provide.
We can see that the government is continuously supporting agriculture. Economic breakdown
is one of the problems that affect agriculturists and shops. The gasoline issue has intensive

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 21

effects in the present economic, affecting both agriculturists and business owners. If the
gasoline price is higher, the cost of production will be higher, while the price of agricultural
products is still the same. This will make agriculturists reduce their buying from the shops.
As for the shops, the effect of unstable gasoline price makes the price of equipments change,
making it difficult for the shop to stock the inventory, resulting in lacking of inventory in
stock and insufficient products to satisfy customers. Moreover, this business has to rely on
suppliers. Sometimes if suppliers cannot supply in sufficient amount for the market demand
or send the products late, it will cause the shops to lose their customers.

3.1.2 Competition Analysis

Customer Analysis
Agriculturalist of Mae Chan, Mae Sai, Chiang Saen, has many type of cultivation. For
agriculturalists who cultivate rice, the area of this group is about 232,250 rai. For
agriculturalists who cultivate corn, the area for this group is about 104,846 rai. The area of
agriculturalists who cultivate vegetables, the area of this group is about 4,859 rai. Therefore,
total of agricultural area is about 337,096 rai. From the information show that agriculturalists
in this group has many group of cultivate and each group has a big area for cultivation so
agriculture product need to support their agriculturalists. Customer will cover the area of Mae
Chan, Mae Sai and Chiang Saen so all of this area is the top of cultivation in Chiang Rai.
Some of customer is a small group and buy the product to use only.

Another group is the retailer that buys the product for sell and stock some of product
for gain more profit. Behavior of their customer always buy the product with the shop that
reasonable price, good service and fully of agriculture product so the shop in Mae Chan does
not concern all of these. (From Bureau of Trade and Economic Chiang Rai, 2008)

Behavior of customers who is using agricultural products, Average of using is one


sack per two rai. Moreover, Chemical product is used 1000 cc. to five rai. A one bottle of
chemical product is using for five rai in which a one bottle equals 1000 cc. in addition, Seeds
can grow the whole year, farmers usually grow vegetable plant with main agricultural then
the seeds can sale the whole year. Actually, a one can of seed is 500 gram that a one rai needs
2,000 gram of seed so agriculturist has to buy one can of seed for a one rai. Moreover,
Equipments are used during growing rice & corn that means farmer usually buy Agricultural

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 22

equipment such as Sprayer, Farm Pump or Farm Pump and so on. In addition, one
agricultural equipment is bought per one family. However, the life of this product is usually
two years.

Competitor Analysis
As the survey said that around the area of Mae Chan district has many agricultural
shops and each shop has their own customer.

Lor Rungruang

Location

For the shop which has an experience of agricultural shop name is “Lor
Rungruang”. The shop is located at the back of Gasa Temple, near municipality
office. It is a big shop, open area, has big warehouse which beside the shop. The front
of the shop shows seeds and some equipments. The back of the shop shows chemicals
and insecticide. There are 3 salespersons, who are Myanmar people. The owners are 2
siblings, brother and sister, controlling and cashiering in the shop. This shop has been
running for more than 30 years.

Products detail

This is a fertilizer and insecticides retailer of Mae Chan district so the prices
are lower than other shop. The shop can sell a lot of fertilizers and insecticide.
Besides that, the shop sells some equipments of agricultural and parts of machine but
very few goods available. This shop has a good quality of product and their customer
better known this shop very well but this shop does not has a good service. Therefore,
customers of this shop are agriculturists from Mae Sai, Chiang Saen and nearly area
of Mae Chan.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 23

Kittipun

Location

This is another shop that has a lot of experience of Mae Chan. This shop has
three branches, two shops is located in front of Mae Chan, opposite to each other.
Another shop is located at the back of the market. The shops are quite small, dark and
dim, and messy. The shop takes advantage of the location, most of their customers are
hill tribe people. The owner is controlling two shops and the owner’s wife is
controlling one shop. There are four employees, who are hill tribe people. This shop
has been running for 15 years.

Products detail

This shop is sell fertilizer, seed, agricultural product, pesticide and other
agricultural chemical product but quality of product of this is not good and employees
of this shop is a people who does not has knowledge of agricultural. This shop sets
high price for the products, but give a lot of discount to everyone. Owner has a
knowledge about agricultural only so customers always take some advice from him
and he cannot sell the product easily. Almost customers are from agriculturist who
lives in the hill and their customer had not knowledge about agricultural.

Jun Jarern

Location

This shop is located near bus stop, where many people pass. It is a small shop,
a family business. There is only one employee, and two owners, husband and wife.
This shop has been running for less than 10 years.

Products detail

The shop sells some agricultural product, seed, and some kind of agricultural
chemical. Their inventory is small and their sales are few. Their customers are not
regular customers. They can sell their product to customers who live in Mae Chan
district and small group of agriculturist because this shop is set up in the center of

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 24

Mae Chan and nearly the bus stop. This shop is small shop so they cannot compete
with other shop that bigger than them.

Tiyajakon

Location

It is a big shop, wide and deep, high ceiling, with big inventory, but high price.
It has four employees. The shop displays the goods in good order and neat. This shop
has been running for more than 20 years. It is located opposite a bus stop, opposite
Jun Jarern shop. The shop is managed by the owner’s son.

Products detail

For the agriculture instruments shop, Mae Chan district has “Tiyajakon” that is

for agriculture instruments in Mae Chan. They sell product about all kind of machine,
agricultural machine and parts of machine. Therefore, customers of this shop are from
many area of Mae Chan and nearly area because this is one shop that sells agriculture
instruments in Mae Chan. Service of this shop is not enough for customer because
employees are not knowledge and less number of employees too.

Udompan

Location

This shop is a very big shop, clean, has many customers. It has big shop sign
to attract passing customers. It has two branches in Mae Chan, one shop is on the
main road in Mae Chan, it has around five employees, another shop is near Tiyajakon,
it has three employees. It has big inventory, arrange the displays in good order. This
shop has been running for more than 30 years.

Products detail

Udompan is another shop in Mae Chan that sells agricultural instruments. This
shop has run for a long time and has experience in this industry. They sell agricultural
machines, equipment, and parts, but they do not sell fertilizer and chemicals.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 25

Udompan has two branches in Mae Chan district. This shop is quite popular in Mae
Chan. They have connections with government office and many customers from
around Mae Chan. They provide selling on account.

Thai Damrong

Location

It is a big shop, high ceiling, providing many goods. The goods are crowded in
the shop. This shop has two employees. It is located outside Mae Chan area. It has
been running for 20 years. There are two owners controlling the shop. This shop sells
only equipments, no fertilizers and seeds or chemicals. Their main customers are
people in the area.

Products detail

“Thai Damrong” is one shop of machine and agricultural instrument. They sell
products like “Tiyajakon” but this shop is near Chiang San district. So, customer will
be difference group of area and this shop is harder to compete with other shop in Mae
Chan. Main group of customer are from Chiang San and Mae Chan.

Other shops

Location

Furthermore, there are other small shops in Mae Chan area, including, Tae
Song Guang, Tai Hong Seng, and Permpon, these small shops are considered having
low market share. Therefore, Mae Chan district has not agriculture instrument and
agricultural shop together completely.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 26

Price Comparison

The price is difference on each competitors, as we can see on Table 2, it is a price


comparison of each product.

Table 2: Price Comparison of Seed Products

Description Kaset Kittipun Jun Tiyajakon Udompan Thai Lor


Popeang Price Jarern Price Price Damrong Rungruang
Price Price Price Price

Spinach 220 215 225 - - - 210


Seed 500 g
Pea Seed 220 220 230 - - - 215
500 g
Chinese 70 70 75 - - - 70
Cabbage
Seed 500 g
Chinese 30 35 35 - - - 28
Cabbage
Seed 100 g
Corn Seed 70 75 80 - - - 70
500 g
Parsley 85 90 95 - - - 85
Seed 500 g
Drynaria 72 75 75 - - - 70
Bonii Seed
100 g

Table 3: Price Comparison of Equipment products

Description Kaset Kittipun Jun Tiyajakon Udompan Thai Lor


Popeang Price Jarern Price Price Damrong Rungruang
Price Price Price Price

Sprayer 795 830 850 820 770 780 800


Yamano
Sprayer 3,100 - - 3,100 3,000 3,150 3,300
Yamano EM-
16
(Fertilizer)
Sprayer 4,150 - - 4,200 3,900 4,000 -
Yamano EM-
18
(Insecticide)

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 27

Farm Pump 1,500 - - 1,500 1,400 1,500 -


Brush Cutter 140 - - 130 140 130 -
Blade 14"
Grass 160 - - 170 150 150 -
Trimmer
Metal Blade
14"
Conveyor 200 - - - 200 200 -
No. 200
Conveyor 300 - - - 300 300 -
No. 300
Tapered 50 - - 60 50 50 -
Roller No.
6205
Tapered 50 - - 60 50 50 -
Roller No.
6206
Tapered 50 - - 60 50 50 -
Roller No.
6305
Brush Cutter 850 - - - 900 880 -
Gear
Brush Cutter 450 - - - 440 450 -
Clutch
Brush Cutter 8,900 - - 8,900 8,800 9,000 -
Robin 411
Brush Cutter 3,800 - - 4,000 3,700 3,700 -
China 411
Fabric Pump 160 - - - - 165 -
No. 6"
Water Pump 8,500 - - 8,600 8,500 8,700 -
Honda 3"
Water Pump 7,500 - - - 7,400 7,500 -
Honda 2"
Water Pump 4,500 - - 4,700 4,300 4,600 -
China 3"

Table 4: Price Comparison of Fertilizer products

Description Kaset Kittipun Jun Tiyajakon Udompan Thai Lor


Popeang Price Jarern Price Price Damrong Rungruang
Price Price Price Price

Urea 720 725 740 - - - 710


Fertilizer
46-0-0
(Kra Tai)

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 28

Urea 890 880 - - - - 880


Fertilizer
15-15-15
(Kra Tai)
Urea 415 415 430 - - - 415
Fertilizer
20-0-0
(Kra Tai)
Urea 700 695 700 - - - 690
Fertilizer
15-20-0
(Kra Tai)

Table 5: Price Comparison of Chemicals Product

Description Kaset Kittipun Jun Tiyajakon Udompan Thai Lor


Popeang Price Jarern Price Price Damrong Rungruang
Price Price Price Price

Gramoxzone 145 140 - - - - 140


1 Lites
Gramoxzone 620 620 - - - - 600
5 Lites
Paraquat 130 - 140 - - - 130
1Lites
Paraquat 520 520 - - - - 530
5Lites
Glyphosate 1 140 135 - - - - 130
Lites
Glyphosate 5 500 495 520 - - - 490
Lites
Cypermetrin 90 90 - - - - 85
35 100 cc.
Limer 10 100 200 - 200 - - - 190
cc.
Abamectin 150 155 - - - - 160
500 cc.

Abamectin 55 50 60 - - - 50
100 cc.
Ragen 100 45 50 45 - - - 45
g.
Zinto 500g. 190 190 185 - - - 180
Zerus 250 380 390 390 - - - 400
cc.
Capremium 60 60 60 - - - 50
100 g.
Dermic 100 - - - - - 90
500cc.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 29

Buternin 55 260 - - - - - 250


100cc.
Nam dum 25 25 25 - - - 25
750cc.
Nam kwaw 25 25 25 - - - 25
750cc.
Varansia 10 170 170 - - - - 165
1kg.
Varansia 10 35 40 50 - - - 50
100cc.
Fronk 10 170 - 190 - - - 170
1kg.
Fronk 10 110 110 110 - - - 110
500g.
Fronk 10 35 30 - - - - 30
100cc.
Abalucus 350 - 370 - - - 370
1Lites
Rumartin 350 360 360 - - - 350
1Lites
Redblue 300 300 310 - - - 300
Omotoaid
1Lites
Master 950 - 970 - - - 940
comfirm-L
1Lites
Pakdeng 35 350 350 360 - - - 350
1Lites
Pakdeng 35 220 - - - - - 220
500cc.
Cypermetrin 35 35 - - - - 35
10 100cc.
Cypermetrin 45 40 40 - - - 35
25 100cc.
Almic 15 kg. 315 - 330 - - - 310
Microbe Bio 99 95 100 - - - 90
EX-M
Dope-D 350 350 355 - - - 340
Natural 220 215 225 - - - 220
Natrients
(Colourful)

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 30

Competition Analysis

Figure 5: Market share of fertilizer, chemical and seed of competitors.

20%
30% Lor Rungruang
Kittipan
10% Tae Songguan
Junjaruan
15% Other
25%

Note: Own graphic

From the Figure 5: there are showed about market share of each competitor from total
market share of fertilizer, chemical and seed in Mae Chan, Mae Sai, Chiang Saen area about
314,015,520 Baht. From the record data, this report will know that there are 2 times of
cultivate per year in Mae Chan, Mae Sai, Chiang Saen area. All of these area, there are
337,096 rai for cultivate and use fertilizer about 1/2 suck per rai, chemical about 1/5 bottle
(1,000 cc. /bottle) per rai. The percentage of market share of competitors, this report got from
interviewed compare with recorded data.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 31

Figure 6: Market share of of agriculture equipment of competitors.

20% Udompan
30%
Lor rungruang
Kittipan
15% Tiyajakon
Thai Damrong
10% 5%
Other
20%

Note: Own graphic

From Figure 6: there are showed about market share of each competitor from total
market share of agriculture product in Mae Chan, Mae Sai, Chiang Saen area about
131,241,600 Baht. Then, this report will analysis data and separate by interviewed compare
with number of expected used each agriculture equipment of consumers.

So, from whole market share about 445,257,120 Baht. Our company will analyzes
both market share and separate by information that our company gets from interviewed and
recorded data. This report will tell that there are only four main competitors who high market
shares but there are many problems about lack of product because all of main competitors do
not have variety of products. Therefore, our company can use this channel to enter to this
market shares.

According to interviewing of entrepreneur, the main competition in agricultural shop


is price and service. Price is factor that customers are going to concern first before make a
decision buying so agricultural shop around Mae Chan, they try to make lower price to
compete with competitor. The compete situation of agriculture shop, the shop must adopt to
customer want who has income decreases and use the product usefully for keep the income
level stable. Therefore, agricultural shops may change the policy to response to customer
satisfy. Nowadays competitors are not a convenience agriculture shop that compose of; give
an advice to agriculturist, friendly service, low price and good quality within one shop. In

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 32

addition, agricultural shops try to catch a customer by competition on providing information


of product, help them to solve their problems, give them with good quality of product and
price that appropriate with them. It is good to make a relationship with customer.

3.2 STP Analysis

3.2.1 Segmentation

Figure 7: Segmentation of Keset Popeang

Note: own Graphic

This project set the segmentation from customers who come to buy the product and
variety of product. The first segmentation is customers who come to buy product, there are
two kind of customer: Firstly, Agriculturist who buy for use by themselves about this
segment is about 31.83% of all economic structure in Chiang Rai or about 15,943 million
Baht since 2550. There are growing rate about 9 to 11% each year and it trends to continue
increasing every year because there are many factor to affect them such as increasing of
agriculture product price. Moreover, government help agriculturist to guarantee agriculture
product price and increasing of number of knowledge agriculturist who join seminar of
cooperative or student who congratulate form agriculture major. Secondly, retailer who want

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 33

to buy product with large size for negotiate to reduce price for sell in the other area about
18.76% of all economic structure in Chiang Rai or about 9,396 million Baht since 2550
include all retailer. There are different buying behavior between agriculturist and retailer.
Next segmentation is about variety of product. Most of all customers need to buy product at
all-in-one company because they no need to spend time to find out products that they want
and increase cost of fuel because nowadays there is fluctuate of fuel price. In addition,
agriculturists need to use every product for agriculture therefore, all-in-one company is the
answer to serve their need all cultivate season. (from interview of Mr. Jarun Lougetragoon,
Chiang-Rai Economic Situation, 2007 - Somapa information technology company,
Conclusion of Chiang-Rai Economic Condition, 2009 – Ministry of Commerce Chiang-Rai.)

3.2.2 Targeting

Figure 8: Targeting of Keset Popeang

Note: Own Graphic

The red area is the target of the company. The target of our company is Agriculturist
because there are growing rate of agriculturist is about 9 to 11% each since 2547 to 2550.
Moreover, It trends to continue increasing every year in which there are many factor to effect

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 34

them such as increasing of agriculture product price, government help agriculturist to


guarantee agriculture product price and increasing of number of knowledge agriculturist who
join seminar of cooperative or student who congratulate form agriculture major.

As the figure 5, This company is market specialization because our products are more
variety and when the customers come to our company they will buy something that they want
but it’s depend on cultivates times and kind of plants. So, this company no need to do
marketing for all market, our company need to promote only one market is about our
company has more variety of product and good quality of service to attract the customers.
This project set up target of agriculturists into two segments.

The major target is farmers who grow rice in Mae Chan, Chiang Saen, and Mae Sai
area. This target is too large because rice is the most products that export to foreign which is
increasing every year about 7% to 10% or about 10,700 to 11,000 million Baht include all
export but major export are agriculture product., and farmer in Mae Chan is about 624
household and there is area for agriculture about 3,503 unit of area. The minor target is the
general agriculturist who plant rubber tree, corn, and so on. Where is in Mae Chan, Chiang
Saen, and Mae Sai area and hill tribe.

All of our targets need to use many our product, so they will comes to our company to
find all of product that they want separate by cultivate season, most of farmer and general
agriculturist like to buy agriculture equipment and chemical fertilizer to prepare for plant
early. Our company can stock our product before cultivate season to sufficiency our target
sales because this segment like to buy with all-in-one shop to save cost of fuel. Moreover, our
products are more variety with reasonable price and our company is passing way to the town
center and market that easy to see our company and suitable for visit our company. But there
is some trouble that most of farmers like to buy agriculture equipment from their cooperative.
This problem is not too hard solution because there is a little agriculture cooperative that not
enough to serve customer and their product is less variety, so this company has many
opportunities to access to our targets. (from interview of Mr. Jarun Lougetragoon, Conclusion
of Chiang-Rai Economic Condition, 2009 – Ministry of Commerce Chiang-Rai.)

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 35

3.2.3 Positioning

Figure 9: Positioning of Kaset Popeang

Note: Own Graphic

The Kaset Popeang Agriculture Company is position on best service and variety of
products. The opportunity that is the key to success of our company is variety of products
because many customers like to get in the agriculture shop that has anything that they want.
They are more difference than competitors that much of competitors are sale only some
brands and something that they are familiar, so most of our competitors are sold with a little
variety products. On the other side, the company has main competitors who are big retailers
and sale more variety product but each of them like to sale in their product such as chemical
fertilizer only or agricultural equipments only. Therefore, the company has opportunity at this
point to positioning to get maximize benefit. Moreover, the next key position is the best
services, it has more influence to effect to our sales. If the company has good quality of
service to our customer, they will become to regular customers too. Even though, The Kaset
Popeang Agriculture Company provided many service to increase satisfaction to our
customers such as the Agricultural expert to give information to our customers and advice

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 36

how to solve their problem or general problem, trained employees to serve customers, deliver
products, call center service for serve customer for ordering or consulting, and so on.

3.3 Marketing Mix Strategy

3.3.1 Products & Services


The Kaset Popeang Agriculture Company provided the convenient agriculture shop.
The products of our company are for agriculturist and local people who like to plant
vegetable to eat by themselves. Therefore, our products are more variety products and brands
to serve all of our customers as much as possible. For example: chemical fertilizer and
agricultural equipments, such as insecticide sprayer, lawn mower, feed pump, and so on.

Our company supplier is directly from vendors for fertilizer and other agricultural
equipments. Because most of agriculture shop in Chiang Rai has similar agent that come
from similar located and our chemical fertilizer and agricultural equipments is come from the
international so, the quality of our product is similar with our competitors, but our company
has warrantee that our product are high quality and no fake goods from supplier certificates.

On the part of service, the company base on quality of service that it has many
services to serve our customer to be satisfaction.

Firstly, the company has call center service to serve the customers who call to our
company for check or order our product.

Secondly, the company delivered our products free in 10 kilometers for customers
who buy more than 3,000 Baht. If it more than 10 kilometers, the company will charges
follow the distance.

Thirdly, the company will train our employee with training course by the expert
person.

Fourthly, the company has general advice service in our company to help our
customer who has some trouble about cultivate by the expert person.

Next, the company has advance advice service that the company sent the trained
employees to advice and beware the customers’ farm to increase their cultivate product.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 37

Sixthly, the company has repair & maintain department to serve customers who want
to repair or maintain the product that damaged.

Finally, the company advice how to use some equipment and the company set up
equipment at appointment place of customers.

All of our service is doing with the good relationship, informally and good advices by
trained employees or expert person for get along well with our company conceptual that “we
are specialist that beside your farm”.

3.3.2 Place
Kaset Popeang Agriculture Company is located in Mae Chan that can cover the
customers from many line of agriculturist such as Mae Chan, Mae Sai, Chiang Saen, Nang
Lae and hill tribe. Our company is the passing line to go into town center or fresh market so,
it is the opportunity that there are many our target pass our company. If our company has
more variety of products, much of customers will come to buy in our company like an all-in-
one shop because they will not to find another shop that is making their fuel cost. Moreover,
our company will distribute our product by sent directly to our customers when they ordered
too. In the future, the company may expand the branch around Mae Chan to easy access to
get more customers and get more market shares.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 38

Moreover, First year, Kaset Popeang Agriculture Company have only company in
front of area because the company is newly opened in Mae Chan and the company will stock
our products in suitable volume in our company that sufficient demand of customers at the
first period. In the second year, the company will build the warehouse on the back of area to
stock our product for support increasing demand of customer.

3.3.3 Price
Because our company is base on quality of service so, our products are set up price on
reasonable price but it is to be similar or a little bit more than competitors because Chiang
Rai has many agency to be suppliers that’s make the cost of our products is similar the
competitors. Our price is like a standard for every customer but its divide by volume of order
and fluctuate cost of product each seasoning too. Normally, our target price is base on
supplier multiplies by 20% up to 30% (not include any cost) but no more than competitors to
much to get more profit because our products are more variety and our services are the best.
Our Price is base on our product follow:

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 39

Table 6: Fertilizer Products

Fertilizer Cost Price


Urea Fertilizer 46-0-0 (Hor Woer) 680 720
Urea Fertilizer 46-0-0 (Kra Tai) 680 720
Urea Fertilizer 46-0-0 (Mar Bin) 660 700
Urea Fertilizer 15-15-15 (Hor Woer) 850 900
Urea Fertilizer 15-15-15 (Kra Tai) 875 890
Urea Fertilizer 20-0-0 (Kra Tai) 370 415
Urea Fertilizer 15-20-0 (Kra Tai) 670 700
Urea Fertilizer 13-13-21 (Hor Woer) 940 970
Urea Fertilizer 21-0-0 (Hor Woer) 400 450

Table 7: Chemical Products

Chemicals Cost Price


Gramoxzone 1 Lites 140 145
Gramoxzone 5 Lites 575 620
Paraquat 1Lites 126 130
Paraquat 5Lites 470 520
Glyphosate 1 Lites 136 140
Glyphosate 5 Lites 460 500
Cypermetrin 35 100 cc. 82 90
Limer 10 100 cc. 185 200
Abamectin 500 cc. 145 150
Abamectin 100 cc. 50 55
Ragen 100 g. 43 45
Zinto 500g. 180 190
Zerus 250 cc. 361 380
Capremium 100 g. 55 60
Dermic 500cc. 90 100
Buternin 55 100cc. 255 260
Nam dum 750cc. 20 25
Nam kwaw 750cc. 20 25
Varansia 10 1kg. 163 170
Varansia 10 100cc. 31 35
Fronk 10 1kg. 163 170
Fronk 10 500g. 105 110
Fronk 10 100cc. 33 35
Abalucus 1Lites 338 350
Rumartin 1Lites 339 350
Redblue Omotoaid 1Lites 490 300
Master comfirm-L 1Lites 890 950
Pakdeng 35 1Lites 336 350

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 40

Pakdeng 35 500cc. 209 220


Cypermetrin 10 100cc. 31 35
Cypermetrin 25 100cc. 40 45
Almic 15 kg. 300 315
Vit 75 250cc. 269 280
Microbe Bio EX-M 85 99
Dope-D 335 350
Natural Natrients (Colourful) 205 220
High Humic 335 350

Table 8: Seed products

Seed Cost Price


Spinach Seed 500 g 198 220
Cow-pea Seed 500 g 198 220
Pea Seed 500 g 198 220
Chinese Cabbage Seed 500 g 63 70
Chinese Cabbage Seed 100 g 27 30
Corn Seed 500 g 63 70
Pumpkin Seed 500 g 135 150
Parsley Seed 500 g 77 85
Flowering White Seed 500 g 77 85
Drynaria Bonii Seed 500 g 65 72
Drynaria Bonii Seed 100 g 29 32

Table 9: Agricultural Products

Agricultural equipment Cost Price


Sprayer 67 95
Sprayer Yamano 557 795
Sprayer Osatu (Stra 16 Green) 1,610 2,300
Sprayer Yamano EM-16 (Fertilizer) 2,170 3,100
Sprayer Yamano EM-18 (Insecticide) 2,905 4,150
Farm Pump 1,050 1,500
Brush Cutter Blade 12" 84 120
Brush Cutter Blade 14" 98 140
Brush Cutter Blade (Germany) 154 220
Brush Cutter Blade (China) 105 150
Grass Trimmer Metal Blade 12" 98 140
Grass Trimmer Metal Blade 14" 115 160
Conveyor No. 82 74 82
Conveyor No. 83 75 83
Conveyor No. 84 76 84

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 41

Conveyor No. 85 77 85
Conveyor No. 150 135 150
Conveyor No. 180 162 180
Conveyor No. 200 180 200
Conveyor No. 220 198 220
Conveyor No. 300 270 300
Tapered Roller No. 6205 40 50
Tapered Roller No. 6206 40 50
Tapered Roller No. 6305 40 50
Brush Cutter Gear 595 850
Brush Cutter Clutch 315 450
Brush Cutter Robin 411 6,230 8,900
Brush Cutter China 411 2,660 3,800
Fabric Pump No. 3" 145 160
Fabric Pump No. 5" 145 160
Fabric Pump No. 6" 145 160
Fabric Pump No. 8" 153 170
Water Pump Honda 3" 7,650 8,500
Water Pump Honda 2" 6,750 7,500
Water Pump China 3" 3,150 4,500
Hoe (Cho Ra Ker) 220 245
Hoe (Sap Pa Rod) 135 150

3.3.4 Promotion
Our communication mixes are dividing into 4 parts: Advertising, Sales Promotion,
Event and Experiences, and Public relations.

First of all, that is advertising, the company is promoting our company by leaflet and
poster around Mae Chan, Chiang Saen, and Mae Sai area. And the company allows
advertising on local radio too. The company thinks that is the suitable way to easy access our
customers.

The second is sales promotion, our company provide the reasonable price by set up
special price to customers before cultivate season and customers who buy with large size in
normally season because it help us to sell too much scale of sales. Another promotion is gift
to the customers of each festival like happy New Year for build relationship with our
customer to be the regular customers in the future. Moreover, the company has free deliver
service in 10 kilometers for the customers who order our product more than 3,000 Baht.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 42

Next are event & experiences, the company has the training course for our employees
by expert person to serve the customer. In our company, there are trained employees and the
expert person. Trained employees will advice our product and help our customers to find
products. All of employees must past the training course to know all of information of
product and instruction, so the customer can trust our service that our employees are advising.
The characteristics of employees must be clean, reliable, friendly, communication and
politeness. In addition, the expert person wills advice the customers when they have any
problem about cultivate. Then, the company has the event that the company will go to the
customers’ farm to check their farm and advice how to increase cultivate product by trained
employees when the customers want to get this help, but the customers need to make an
appointment first.

The last promotion is Public relations. Our company will establish event with Chiang
Rai big fair such as Phor khun festival to promote our company to increase customer
perception. At that Fair, the company is not sales to much because objective of our fair is
customers’ perception of our company and the company has to help agriculturist by have the
agriculture expert to advice our customers too.

3.4 Sales Forecast


Our company forecast that the sale volume depend with the agricultural area and
agricultural family, fertilizer, seed and chemical products are using the agricultural area and
the sale volume of agricultural equipments analysis from number of agricultural family.
Therefore, there is 232,250 rai for growing rice, 104,846 rai for growing corn and 4,859 rai

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 43

for growing vegetables including Chiang Sean, Mae Chan, and Mae Sai. The total is 337,096
rai

Figure 10: Agricultural Area of Mae Chan, Chiang Sean and MaeSai

Other
Vegetable,
4,859 rai

Corn,
104,846 rai Corn
Rice
Rice,
232,250 rai Other Vegetable

Note: Department of Agricultural Extension

Moreover, according to office of commercial affairs Chiang Rai (2008), Chiang Rai
has approximate 516,935 agriculturists in Chiang Rai. There are 42,459 agriculturists in Mae
Chan, 15,085 agriculturists in Chiang Saen and 25,784 agriculturists in Mae Sai. It means the
total number of agriculturists who are our targeting 83,328 people. Hence, number of
agricultural family is 20,832 in which average of family has four people.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 44

Figure 11: Number of Agricultural Family in Mae Chan, Mae Sai and Chiang Saen

6,446
Agricultural Mae Chan
Family 10,615
Agricultural Mae Sai
Family Chiang Saen
3,771
Agricultural
Family

Note: office of commercial affairs Chiang Rai

As the chapter of competition analysis says that our competitor could be divided into
two groups, the first group is huge competitor who has high market share, and another group
is small competitor who has low market share. Our company analysis that the positioning of
company is medium, therefore our market share is medium also in which is 18% of total
market share.

Figure 12: Expected Market Share Of Keset Popeang

18% Market share of


competitors
Market share of Kaset
Popeang
82%

Note: Own graphic

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 45

Whole market value of agricultural products


As the chapter of competition analysis says that the whole market value of fertilizer,
seed, Chemical product, and agricultural product is 445,257,120 baht in Mae Chan, Mae Sai,
and Chiang Saen. It is divided into two markers in which there are fertilizers, chemical
products and seed that has value 314,015,520 baht, another group is agricultural equipments
that has value 131,241,600 baht. The among of market value is high and interesting in order
to investment.

Figure 13: Trend of sale of Agricultural product&part

Note: Own Graphic

Figure 14: Trend of sale of Fertilizer & Chemical Product

Note: Own Graphic

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 46

According to interview entrepreneurs, the recorded data shows that trend of fertilizer
& chemical product and agricultural equipment & part is difference. As the figure 13,
agricultural product & part could usually well sale on the first and the end of year. It is
September until February, those months are the period of pre cultivation. Moreover, trend of
fertilizer & chemical product is opposite with the last one. It could usually well sale on
February until June and September until November as the figure 14. On the other hand, our
company forecast that the total sale of the first year is not quite well because there are
existing competitors and actually our company is using communication mixed to attract the
customer in order to buy our products.

Hence, if both trends of sale are combined together, our company could get profit for
the whole year.

As the report said that in chapter of situation of industry, price of agricultural outcome
has been increasing every year such as rice and corn. It is reasons in which if price of
agricultural outcome is quite good, the agriculturist trend to crop that more plant. In addition,
agriculturists need to buy fertilizer, seed or equipment in order to prepare next seasoning of
crop. Our expected of growth rate is 3% to 8%, that related with situation in each year.

According to information above, our market share compares with competitor in which
is 18%, therefore, our company get 30,339 sacks per round and there are two seasoning for
crop. It is 60,678 sacks per years in all market volume of fertilizers. In addition, the volume
of chemical product is 24,620 units that are sold in the first year. Chiang rai has 4,859 rai for
vegetable in which is not including rice or corn. Therefore, the market volume of seed is
3,499 units

Table 10: Show the Market volume of each product

Description Market volume of product


Fertilizer 60,678 sacks
Chemical product 24,620 units
Seed 3,499 units
Agricultural 1,875 – 5,625 units (depend on type of
equipment product)
Note: Own graphic

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 47

Table 11: Five Years - Sale Forecast

First Year

Jan Feb Mar Apr May Jun


Cost Price
Description Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
Fertilizer 660 720 971 699,011 1,456 1,048,516 2,427 1,747,526 3,398 2,446,537 3,398 2,446,537 3,883 2,796,042
Seed 120 150 140 20,994 140 20,994 140 20,994 140 20,994 280 41,988 280 41,988
Chemical Product 440 500 394 394 591 295,440 985 492,400 1,379 689,360 1,379 689,360 1,576 787,840
Sprayer 2,170 3,100 45 139,500 60 186,000 75 232,500 60 186,000 105 325,500 90 279,000
Conveyor 170 200 90 18,000 120 24,000 150 30,000 120 24,000 210 42,000 180 36,000
Brush Cutter 2,660 3,800 45 171,000 60 228,000 75 285,000 60 228,000 105 399,000 90 342,000
Fabric Pump 130 160 90 14,400 120 19,200 150 24,000 120 19,200 210 33,600 180 28,800
Water Pump 3,150 4,500 45 202,500 60 270,000 75 337,500 60 270,000 105 472,500 90 405,000
Agricultural Part 115 160 135 21,600 180 28,800 225 36,000 180 28,800 315 50,400 270 43,200
Total 1,955 1,287,398 2,787 2,120,950 4,302 3,205,920 5,517 3,912,891 6,107 4,500,885 6,639 4,759,870

Jul Aug Sep Oct Nov Dec Total


Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
2,427 1,747,526 3,398 2,446,537 5,825 4,194,063 7,281 5,242,579 7,281 5,242,579 6,796 4,893,074 48,542 34,950,528
280 41,988 280 41,988 280 41,988 280 41,988 280 41,988 280 41,988 2,799 419,880
985 492,400 1,379 689,360 2,364 1,181,760 2,954 1,477,200 2,954 1,477,200 2,757 1,378,720 19,696 9,651,434
105 325,500 120 372,000 150 465,000 195 604,500 240 744,000 255 790,500 1,500 4,650,000
210 42,000 240 48,000 300 60,000 390 78,000 480 96,000 510 102,000 3,000 600,000
105 399,000 120 456,000 150 570,000 195 741,000 240 912,000 255 969,000 1,500 5,700,000
210 33,600 240 38,400 300 48,000 390 62,400 480 76,800 510 81,600 3,000 480,000
105 472,500 120 540,000 150 675,000 195 877,500 240 1,080,000 255 1,147,500 1,500 6,750,000
315 50,400 360 57,600 450 72,000 585 93,600 720 115,200 765 122,400 4,500 720,000
4,742 3,604,914 6,257 4,689,885 9,969 7,307,811 12,466 9,218,767 12,916 9,785,767 12,383 9,526,782 86,038 63,921,842

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 48

Second Year

Jan Feb Mar Apr May Jun


Cost Price
Description Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
Fertilizer 660 720 2,427 1,747,526 1,820 1,310,645 5,461 3,931,934 6,675 4,805,698 7,281 5,242,579 6,068 4,368,816
Seed 120 150 350 52,485 350 52,485 350 52,485 350 52,485 175 26,243 175 26,243
Chemical Product 440 500 985 492,400 739 369,300 2,216 1,107,900 2,708 1,354,100 2,954 1,477,200 2,462 1,231,000
Sprayer 2,170 3,100 263 813,750 150 465,000 94 290,625 75 232,500 75 232,500 75 232,500
Conveyor 170 200 525 105,000 300 60,000 188 37,500 150 30,000 150 30,000 150 30,000
Brush Cutter 2,660 3,800 263 997,500 150 570,000 94 356,250 75 285,000 75 285,000 75 285,000
Fabric Pump 130 160 525 84,000 300 48,000 188 30,000 150 24,000 150 24,000 150 24,000
Water Pump 3,150 4,500 263 1,181,250 150 675,000 94 421,875 75 337,500 75 337,500 75 337,500
Agricultural Part 115 160 788 126,000 450 72,000 281 45,000 225 36,000 225 36,000 225 36,000
Total 6,387 5,599,911 4,409 3,622,430 8,964 6,273,569 10,483 7,157,283 11,161 7,691,022 9,455 6,571,059

Jul Aug Sep Oct Nov Dec Total


Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
3,641 2,621,290 3,034 2,184,408 6,068 4,368,816 7,281 5,242,579 7,281 5,242,579 3,641 2,621,290 60,678 43,688,160
175 26,243 175 26,243 350 52,485 350 52,485 350 52,485 350 52,485 3,499 524,850
1,477 738,600 1,231 615,500 2,462 1,231,000 2,954 1,477,200 2,954 1,477,200 1,477 738,600 24,620 12,310,000
94 290,625 131 406,875 169 523,125 206 639,375 263 813,750 281 871,875 1,875 5,812,500
188 37,500 263 52,500 338 67,500 413 82,500 525 105,000 563 112,500 3,750 750,000
94 356,250 131 498,750 169 641,250 206 783,750 263 997,500 281 1,068,750 1,875 7,125,000
188 30,000 263 42,000 338 54,000 413 66,000 525 84,000 563 90,000 3,750 600,000
94 421,875 131 590,625 169 759,375 206 928,125 263 1,181,250 281 1,265,625 1,875 8,437,500
281 45,000 394 63,000 506 81,000 619 99,000 788 126,000 844 135,000 5,625 900,000
6,230 4,567,382 5,752 4,479,901 10,567 7,778,551 12,648 9,371,014 13,211 10,079,764 8,280 6,956,125 107,547 80,148,010

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 49

Third Year

Jan Feb Mar Apr May Jun


Cost Price
Description Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
Fertilizer 660 720 2,548 1,834,903 1,911 1,376,177 5,734 4,128,531 7,008 5,045,982 7,645 5,504,708 6,371 4,587,257
Seed 120 150 367 55,109 367 55,109 367 55,109 367 55,109 184 27,555 184 27,555
Chemical Product 440 500 1,034 517,020 776 387,765 2,327 1,163,295 2,844 1,421,805 3,102 1,551,060 2,585 1,292,550
Sprayer 2,170 3,100 276 854,438 158 488,250 98 305,156 79 244,125 79 244,125 79 244,125
Conveyor 170 200 551 110,250 315 63,000 197 39,375 158 31,500 158 31,500 158 31,500
Brush Cutter 2,660 3,800 276 1,047,375 158 598,500 98 374,063 79 299,250 79 299,250 79 299,250
Fabric Pump 130 160 551 88,200 315 50,400 197 31,500 158 25,200 158 25,200 158 25,200
Water Pump 3,150 4,500 276 1,240,313 158 708,750 98 442,969 79 354,375 79 354,375 79 354,375
Agricultural Part 115 160 827 132,300 473 75,600 295 47,250 236 37,800 236 37,800 236 37,800
Total 6,706 5,879,907 4,629 3,803,551 9,412 6,587,248 11,007 7,515,147 11,719 8,075,573 9,927 6,899,611

Jul Aug Sep Oct Nov Dec Total


Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
3,823 2,752,354 3,186 2,293,628 6,371 4,587,257 7,645 5,504,708 7,645 5,504,708 3,823 2,752,354 63,712 45,872,568
184 27,555 184 27,555 367 55,109 367 55,109 367 55,109 367 55,109 3,674 551,093
1,551 775,530 1,293 646,275 2,585 1,292,550 3,102 1,551,060 3,102 1,551,060 1,551 775,530 25,851 12,925,500
98 305,156 138 427,219 177 549,281 217 671,344 276 854,438 295 915,469 1,969 6,103,125
197 39,375 276 55,125 354 70,875 433 86,625 551 110,250 591 118,125 3,938 787,500
98 374,063 138 523,688 177 673,313 217 822,938 276 1,047,375 295 1,122,188 1,969 7,481,250
197 31,500 276 44,100 354 56,700 433 69,300 551 88,200 591 94,500 3,938 630,000
98 442,969 138 620,156 177 797,344 217 974,531 276 1,240,313 295 1,328,906 1,969 8,859,375
295 47,250 413 66,150 532 85,050 650 103,950 827 132,300 886 141,750 5,906 945,000
6,542 4,795,751 6,040 4,703,896 11,096 8,167,479 13,281 9,839,565 13,871 10,583,752 8,694 7,303,931 112,924 84,155,411

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 50

Fourth Year

Jan Feb Mar Apr May Jun


Cost Price
Description Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
Fertilizer 660 720 2,646 1,904,804 1,984 1,428,603 5,953 4,285,808 7,275 5,238,210 7,937 5,714,411 6,614 4,762,009
Seed 120 150 381 57,209 381 57,209 381 57,209 381 57,209 191 28,604 191 28,604
Chemical Product 440 500 1,073 536,716 805 402,537 2,415 1,207,611 2,952 1,475,969 3,220 1,610,148 2,684 1,341,790
Sprayer 2,170 3,100 286 886,988 164 506,850 102 316,781 82 253,425 82 253,425 102 316,781
Conveyor 170 200 572 114,450 327 65,400 204 40,875 164 32,700 164 32,700 204 40,875
Brush Cutter 2,660 3,800 286 1,087,275 164 621,300 102 388,313 82 310,650 82 310,650 102 388,313
Fabric Pump 130 160 572 91,560 327 52,320 204 32,700 164 26,160 164 26,160 204 32,700
Water Pump 3,150 4,500 286 1,287,563 164 735,750 102 459,844 82 367,875 82 367,875 102 459,844
Agricultural Part 115 160 858 137,340 491 78,480 307 49,050 245 39,240 245 39,240 307 49,050
Total 6,962 6,103,903 4,806 3,948,448 9,771 6,838,191 11,426 7,801,438 12,165 8,383,214 10,510 7,419,966

Jul Aug Sep Oct Nov Dec Total


Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
3,968 2,857,206 3,307 2,381,005 6,614 4,762,009 7,937 5,714,411 7,937 5,714,411 3,968 2,857,206 66,139 47,620,094
191 28,604 191 28,604 381 57,209 381 57,209 381 57,209 381 57,209 3,814 572,087
1,610 805,074 1,342 670,895 2,684 1,341,790 3,220 1,610,148 3,220 1,610,148 1,610 805,074 26,836 13,417,900
143 443,494 184 570,206 225 696,919 286 886,988 307 950,344 307 950,344 2,269 7,032,544
286 57,225 368 73,575 450 89,925 572 114,450 613 122,625 613 122,625 4,537 907,425
143 543,638 184 698,963 225 854,288 286 1,087,275 307 1,164,938 307 1,164,938 2,269 8,620,538
286 45,780 368 58,860 450 71,940 572 91,560 613 98,100 613 98,100 4,537 725,940
143 643,781 184 827,719 225 1,011,656 286 1,287,563 307 1,379,531 307 1,379,531 2,269 10,208,531
429 68,670 552 88,290 674 107,910 858 137,340 920 147,150 920 147,150 6,806 1,088,910
7,200 5,493,471 6,679 5,398,117 11,927 8,993,646 14,400 10,986,943 14,604 11,244,455 9,026 7,582,176 119,474 90,193,968

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 51

Fifth Year

Jan Feb Mar Apr May Jun


Cost Price
Description Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
Fertilizer 660 720 2,767 1,992,180 2,075 1,494,135 6,226 4,482,405 7,609 5,478,495 8,301 5,976,540 6,917 4,980,450
Seed 120 150 399 59,833 399 59,833 399 59,833 399 59,833 199 29,916 199 29,916
Chemical Product 440 500 1,123 561,336 842 421,002 2,526 1,263,006 3,087 1,543,674 3,368 1,684,008 2,807 1,403,340
Sprayer 2,170 3,100 299 927,675 171 530,100 107 331,313 86 265,050 86 265,050 86 265,050
Conveyor 170 200 599 119,700 342 68,400 214 42,750 171 34,200 171 34,200 171 34,200
Brush Cutter 2,660 3,800 299 1,137,150 171 649,800 107 406,125 86 324,900 86 324,900 86 324,900
Fabric Pump 130 160 599 95,760 342 54,720 214 34,200 171 27,360 171 27,360 171 27,360
Water Pump 3,150 4,500 299 1,346,625 171 769,500 107 480,938 86 384,750 86 384,750 86 384,750
Agricultural Part 115 160 898 143,640 513 82,080 321 51,300 257 41,040 257 41,040 257 41,040
Total 7,281 6,383,899 5,026 4,129,570 10,219 7,151,869 11,950 8,159,302 12,723 8,767,765 10,778 7,491,007

Jul Aug Sep Oct Nov Dec Total


Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale Units Sale
4,150 2,988,270 3,459 2,490,225 6,917 4,980,450 8,301 5,976,540 8,301 5,976,540 4,150 2,988,270 69,173 49,804,502
199 29,916 199 29,916 399 59,833 399 59,833 399 59,833 399 59,833 3,989 598,329
1,684 842,004 1,403 701,670 2,807 1,403,340 3,368 1,684,008 3,368 1,684,008 1,684 842,004 28,067 14,033,400
107 331,313 150 463,838 192 596,363 235 728,888 299 927,675 321 993,938 2,138 6,626,250
214 42,750 299 59,850 385 76,950 470 94,050 599 119,700 641 128,250 4,275 855,000
107 406,125 150 568,575 192 731,025 235 893,475 299 1,137,150 321 1,218,375 2,138 8,122,500
214 34,200 299 47,880 385 61,560 470 75,240 599 95,760 641 102,600 4,275 684,000
107 480,938 150 673,313 192 865,688 235 1,058,063 299 1,346,625 321 1,442,813 2,138 9,618,750
321 51,300 449 71,820 577 92,340 705 112,860 898 143,640 962 153,900 6,413 1,026,000
7,103 5,206,816 6,558 5,107,087 12,047 8,867,548 14,419 10,682,956 15,060 11,490,931 9,440 7,929,982 122,604 91,368,731

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 52

Profit Estimation

There is no account receivable, the cash receive is equal total sale in each year.

Table 12: Five Years - Cash Receive

First Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Fertilizer 699,011 1,048,516 1,747,526 2,446,537 2,446,537 2,796,042 1,747,526 2,446,537 4,194,063 5,242,579 5,242,579 4,893,074 34,950,528
Seed 20,994 20,994 20,994 20,994 41,988 41,988 41,988 41,988 41,988 41,988 41,988 41,988 419,880
Chemical Product 394 295,440 492,400 689,360 689,360 787,840 492,400 689,360 1,181,760 1,477,200 1,477,200 1,378,720 9,651,434
Sprayer 139,500 186,000 232,500 186,000 325,500 279,000 325,500 372,000 465,000 604,500 744,000 790,500 4,650,000
Conveyor 18,000 24,000 30,000 24,000 42,000 36,000 42,000 48,000 60,000 78,000 96,000 102,000 600,000
Brush Cutter 171,000 228,000 285,000 228,000 399,000 342,000 399,000 456,000 570,000 741,000 912,000 969,000 5,700,000
Fabric Pump 14,400 19,200 24,000 19,200 33,600 28,800 33,600 38,400 48,000 62,400 76,800 81,600 480,000
Water Pump 202,500 270,000 337,500 270,000 472,500 405,000 472,500 540,000 675,000 877,500 1,080,000 1,147,500 6,750,000
Agricultural Part 21,600 28,800 36,000 28,800 50,400 43,200 50,400 57,600 72,000 93,600 115,200 122,400 720,000
Total 1,287,398 2,120,950 3,205,920 3,912,891 4,500,885 4,759,870 3,604,914 4,689,885 7,307,811 9,218,767 9,785,767 9,526,782 63,921,842

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 53

Second Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Fertilizer 1,747,526 1,310,645 3,931,934 4,805,698 5,242,579 4,368,816 2,621,290 2,184,408 4,368,816 5,242,579 5,242,579 2,621,290 43,688,160
Seed 52,485 52,485 52,485 52,485 26,243 26,243 26,243 26,243 52,485 52,485 52,485 52,485 524,850
Chemical Product 492,400 369,300 1,107,900 1,354,100 1,477,200 1,231,000 738,600 615,500 1,231,000 1,477,200 1,477,200 738,600 12,310,000
Sprayer 813,750 465,000 290,625 232,500 232,500 232,500 290,625 406,875 523,125 639,375 813,750 871,875 5,812,500
Conveyor 105,000 60,000 37,500 30,000 30,000 30,000 37,500 52,500 67,500 82,500 105,000 112,500 750,000
Brush Cutter 997,500 570,000 356,250 285,000 285,000 285,000 356,250 498,750 641,250 783,750 997,500 1,068,750 7,125,000
Fabric Pump 84,000 48,000 30,000 24,000 24,000 24,000 30,000 42,000 54,000 66,000 84,000 90,000 600,000
Water Pump 1,181,250 675,000 421,875 337,500 337,500 337,500 421,875 590,625 759,375 928,125 1,181,250 1,265,625 8,437,500
Agricultural Part 126,000 72,000 45,000 36,000 36,000 36,000 45,000 63,000 81,000 99,000 126,000 135,000 900,000
Total 5,599,911 3,622,430 6,273,569 7,157,283 7,691,022 6,571,059 4,567,382 4,479,901 7,778,551 9,371,014 10,079,764 6,956,125 80,148,010

Third Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Fertilizer 1,834,903 1,376,177 4,128,531 5,045,982 5,504,708 4,587,257 2,752,354 2,293,628 4,587,257 5,504,708 5,504,708 2,752,354 45,872,568
Seed 55,109 55,109 55,109 55,109 27,555 27,555 27,555 27,555 55,109 55,109 55,109 55,109 551,093
Chemical Product 517,020 387,765 1,163,295 1,421,805 1,551,060 1,292,550 775,530 646,275 1,292,550 1,551,060 1,551,060 775,530 12,925,500
Sprayer 854,438 488,250 305,156 244,125 244,125 244,125 305,156 427,219 549,281 671,344 854,438 915,469 6,103,125
Conveyor 110,250 63,000 39,375 31,500 31,500 31,500 39,375 55,125 70,875 86,625 110,250 118,125 787,500
Brush Cutter 1,047,375 598,500 374,063 299,250 299,250 299,250 374,063 523,688 673,313 822,938 1,047,375 1,122,188 7,481,250
Fabric Pump 88,200 50,400 31,500 25,200 25,200 25,200 31,500 44,100 56,700 69,300 88,200 94,500 630,000
Water Pump 1,240,313 708,750 442,969 354,375 354,375 354,375 442,969 620,156 797,344 974,531 1,240,313 1,328,906 8,859,375
Agricultural Part 132,300 75,600 47,250 37,800 37,800 37,800 47,250 66,150 85,050 103,950 132,300 141,750 945,000
Total 5,879,907 3,803,551 6,587,248 7,515,147 8,075,573 6,899,611 4,795,751 4,703,896 8,167,479 9,839,565 10,583,752 7,303,931 84,155,411

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 54

Fourth Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Fertilizer 1,904,804 1,428,603 4,285,808 5,238,210 5,714,411 4,762,009 2,857,206 2,381,005 4,762,009 5,714,411 5,714,411 2,857,206 47,620,094
Seed 57,209 57,209 57,209 57,209 28,604 28,604 28,604 28,604 57,209 57,209 57,209 57,209 572,087
Chemical Product 536,716 402,537 1,207,611 1,475,969 1,610,148 1,341,790 805,074 670,895 1,341,790 1,610,148 1,610,148 805,074 13,417,900
Sprayer 886,988 506,850 316,781 253,425 253,425 316,781 443,494 570,206 696,919 886,988 950,344 950,344 7,032,544
Conveyor 114,450 65,400 40,875 32,700 32,700 40,875 57,225 73,575 89,925 114,450 122,625 122,625 907,425
Brush Cutter 1,087,275 621,300 388,313 310,650 310,650 388,313 543,638 698,963 854,288 1,087,275 1,164,938 1,164,938 8,620,538
Fabric Pump 91,560 52,320 32,700 26,160 26,160 32,700 45,780 58,860 71,940 91,560 98,100 98,100 725,940
Water Pump 1,287,563 735,750 459,844 367,875 367,875 459,844 643,781 827,719 1,011,656 1,287,563 1,379,531 1,379,531 10,208,531
Agricultural Part 137,340 78,480 49,050 39,240 39,240 49,050 68,670 88,290 107,910 137,340 147,150 147,150 1,088,910
Total 6,103,903 3,948,448 6,838,191 7,801,438 8,383,214 7,419,966 5,493,471 5,398,117 8,993,646 10,986,943 11,244,455 7,582,176 90,193,968

Fifth Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Fertilizer 1,992,180 1,494,135 4,482,405 5,478,495 5,976,540 4,980,450 2,988,270 2,490,225 4,980,450 5,976,540 5,976,540 2,988,270 49,804,502
Seed 59,833 59,833 59,833 59,833 29,916 29,916 29,916 29,916 59,833 59,833 59,833 59,833 598,329
Chemical Product 561,336 421,002 1,263,006 1,543,674 1,684,008 1,403,340 842,004 701,670 1,403,340 1,684,008 1,684,008 842,004 14,033,400
Sprayer 927,675 530,100 331,313 265,050 265,050 265,050 331,313 463,838 596,363 728,888 927,675 993,938 6,626,250
Conveyor 119,700 68,400 42,750 34,200 34,200 34,200 42,750 59,850 76,950 94,050 119,700 128,250 855,000
Brush Cutter 1,137,150 649,800 406,125 324,900 324,900 324,900 406,125 568,575 731,025 893,475 1,137,150 1,218,375 8,122,500
Fabric Pump 95,760 54,720 34,200 27,360 27,360 27,360 34,200 47,880 61,560 75,240 95,760 102,600 684,000
Water Pump 1,346,625 769,500 480,938 384,750 384,750 384,750 480,938 673,313 865,688 1,058,063 1,346,625 1,442,813 9,618,750
Agricultural Part 143,640 82,080 51,300 41,040 41,040 41,040 51,300 71,820 92,340 112,860 143,640 153,900 1,026,000
Total 6,383,899 4,129,570 7,151,869 8,159,302 8,767,765 7,491,007 5,206,816 5,107,087 8,867,548 10,682,956 11,490,931 7,929,982 91,368,731

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 55

3.5 Marketing Expenses


Market expenses are the cost that our company use for promoted our company. Each
cost is separate by each season too.

First is leaflets and posters, our company use poster for promoted around Mae Chan,
Chiang Saen, and Mae Sai area. Our company distributed leaflet and poster for 3 month of
each year: December, January and February because these months is the season that the
agriculture harvested and prepare for new cultivated. Therefore, agriculturist will need
products for agriculture in this season. The cost of launching radio is 3,500 baht for a radio
station

Second, our company will allows advertising on local radio that is 99.00 and 101.75
all year. For the first half year, our company allows two local radio stations in the afternoon
because our company wants to attract to our customer to know our company, and our
company launch advertising in the afternoon because in the morning, the agriculturist use the
time for doing the farm. After a half of year, our company will reduce the radio station to
only one station because the customers know much about our company.

Third, our company send gift to the customers at the important festival like Happy
New Year and Songkran Day. For Happy New Year Festival, our company will give the
calendar for Happy New Year customers and Songkran Day, our company will gift to the
customer such as bags or shirts to build good relationship with customers.

The last, our company will establish the event with Chiang Rai big fair such as Phor
khun festival on January because it is the important festival in Chiang Rai and there are many
agriculturists who go to Phor khun festival. Actually, the cost is 10,000 baht for rent.

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 56

Table 13: Five Years - Marketing Expenses

First Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Radio 7,000 7,000 7,000 7,000 7,000 7,000 3,500 3,500 3,500 3,500 3,500 3,500 63,000
Leaflet & Poster 2,000 2,000 0 0 0 0 0 0 0 0 0 2,000 6,000
Sales Promotion 0 0 0 5,000 0 0 0 0 0 0 0 5,000 10,000
Trasportation 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 144,000
Event 10,000 5,000 0 0 0 0 0 0 0 0 0 5,000 20,000
Training session 0 0 0 0 0 3,000 0 0 0 0 0 3,000 6,000
Repairing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Total 32,000 27,000 20,000 25,000 20,000 23,000 16,500 16,500 16,500 16,500 16,500 31,500 261,000

Second Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Radio 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000
Leaflet & Poster 2,000 2,000 0 0 0 0 0 0 0 0 0 2,000 6,000
Sales Promotion 0 0 0 5,000 0 0 0 0 0 0 0 5,000 10,000
Trasportation 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 144,000
Event 10,000 5,000 0 0 0 0 0 0 0 0 0 5,000 20,000
Training session 0 0 0 0 0 3,000 0 0 0 0 0 3,000 6,000
Repairing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Total 28,500 23,500 16,500 21,500 16,500 19,500 16,500 16,500 16,500 16,500 16,500 31,500 240,000

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 57

Third Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Radio 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000
Leaflet & Poster 2,000 2,000 0 0 0 0 0 0 0 0 0 2,000 6,000
Sales Promotion 0 0 0 5,000 0 0 0 0 0 0 5,000 10,000
Trasportation 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 144,000
Event 10,000 5,000 0 0 0 0 0 0 0 0 0 5,000 20,000
Training session 0 0 0 0 0 3,000 0 0 0 0 0 3,000 6,000
Repairing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Total 28,500 23,500 16,500 21,500 16,500 19,500 16,500 16,500 16,500 16,500 16,500 31,500 240,000

Fourth Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Radio 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000
Leaflet & Poster 2,000 2,000 0 0 0 0 0 0 0 0 0 2,000 6,000
Sales Promotion 0 0 0 5,000 0 0 0 0 0 0 0 5,000 10,000
Trasportation 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 144,000
Training session 0 0 0 0 0 3,000 0 0 0 0 0 3,000 6,000
Repairing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Total 18,500 18,500 16,500 21,500 16,500 19,500 16,500 16,500 16,500 16,500 16,500 26,500 220,000

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 58

Fifth Year

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Radio 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 42,000
Leaflet & Poster 2,000 2,000 0 0 0 0 0 0 0 0 0 2,000 6,000
Sales Promotion 0 0 0 5,000 0 0 0 0 0 0 0 5,000 10,000
Trasportation 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 144,000
Training session 0 0 0 0 0 3,000 0 0 0 0 0 3,000 6,000
Repairing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000
Total 18,500 18,500 16,500 21,500 16,500 19,500 16,500 16,500 16,500 16,500 16,500 26,500 220,000

Project Feasibility Study of Kaset Popeang Company


Chapter 3: Market Feasibility Study 59

3.6 Conclusion
At the present, agriculture is becoming more popular and easier for people to do; there are
many technologies that help agriculturist to farm easier and faster. So it does not require
many people to do farming. In addition, government tries to guaranty price of crops in order
to help agriculturist. That is good signal in which is for our shop also. In contrast, agricultural
products are still necessary of the world, every people have to eat vegetables and crops.
Therefore, Seed, Equipments of agriculture and whatever of agriculture stuffs could still sell
in market.

As information from interviewing of entrepreneurs, the company gets many segment


of customer but the company chooses two segments in which are appropriate with our shop.
Our position is on best service and provides variety of products to customer. In 4’Ps, our shop
will catch customer by using communication mixed. Our price is reasonable price that offered
to every customer. Our company will sell general agricultural products as the same with
competitors. However, in term of product & service, which have difference service for
providing customer that is helping customer increase crops. The location of our shop is on
intersection road where target customers are around Mae Chan, Mae Sai, and Chiang Saen.

In sale forecast, our company forecast the revenue and expense from number of
agriculturist in targeting market and area of cultivate. Our sale is related with seasoning of
crop, when the agriculturists are during cultivating, the number of sale’s fertilizer is high. On
the other hand, the number of sale’s agricultural equipment could sell before cultivating. The
growth rates of our company analysis that comparing with trend of agricultural outcome’s
price. If the price of agricultural outcome is increasing, the number of sale on agricultural
product will increase also. Moreover, as our company is new entry, the customers do not
know us as well. Therefore, marketing communication mixed is used in order to attract
customers that make them to know and recognize our company such as radio, sale promotion,
event and gift.

We forecast sale estimate in five years, the accumulate sale is approximate


20,000,000 baht in five years. We think first two years our product could not sale as much as
our expected, but after two years, our sale has been increasing higher. We would not give
credit to customers because the risk is high to sell by credit.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 60

Chapter 4: Technical Feasibility Study

Chapter 4:
Technical Feasibility Study

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Production&Service
Analysis
2. Retail Management
3. Logistics Management
4. Organization
Management
5. Cost of Investment
6. Management Analysis

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 61

Chapter 4: Technical Feasibility Study

4.1 Production and Operation Analysis

4.1.1 Product Characteristics


Fertilizer

"N" stands for Nitrogen.

Nitrogen is the first number. Nitrogen promotes plant growth above the ground. With plenty
of nitrogen a plant will grow quickly and have rich green foliage.

"P" stands for Phosphorus.

Phosphorus is the second number. Phosphorus is beneficial for healthy growth. It helps a
plant grow strong roots, it helps with flower production, and it helps make plants stronger to
resist diseases.

"K" stands for Potassium.

Potassium is the third number. Potassium is necessary for growing strong plants. It helps
makes them stronger to resist disease, it helps to make them less susceptible to damage from
the cold, and it helps protect them from excessive moisture loss during dry spells.

Formula 15-15-15

This formula is standard of fertilizer which agriculturist can use for every type
of cultivation. Brand of fertilizer are compose of; Kratai and Hua wua.

Formula 46-0-0

This formula is pure nitrogen, will help a plant grow quickly and have rich
green foliage. Brand of fertilizer are compose of; Kratai, Hua wua and Mar bin.

Formula 21-0-0

This formula is pure nitrogen but not very strong and use for medium level
plant. Brand of fertilizer are compose of; Kratai and Hua wua.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 62

Formula 16-20-0

This formula is use for helps a plant grow strong roots, it helps with flower
production. Brand of fertilizer are compose of; Kratai and Hua wua.

Formula 13-13-21

This formula is use to help grow strong root, trunk and leaves for good weight
and strong plant. Almost this formula is used with 20-0-0 or 21-0-0. Brand of
fertilizer are compose of; Kratai and Hua wua.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 63

Insecticide

Insecticide is a pesticide used against insects and effectiveness of insecticides is


depending on chemical formula. Some formula can use for some kind of insect. Moreover,
this group is composing of disease of plants so insecticide will be dividing into 2 groups. One
is group that divided by kind of insect. For example;

Abamectin 500 cc. Cypermetrin 35 100 cc

Simer 10 100 cc. Imida 100

Weed killer

There are two types; Root absorb and Leaves absorb

Root absorb

This type destroys weed by direct absorb to the root and destroy the root. The
weed will die from the root. Type of root absorb are consist of; Gramoxone and
paraquat.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 64

Leaves absorb

This type starts destroying leaves of the weed and then will go to the root.
Type of root absorb is Glyphosate.

Seed

Seed was packed by can and wrapper which has time, date of production and expire
date of seed. There are much kind of plants and quality of seed.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 65

Agriculture equipment and parts

Agriculture equipments are consisting of; Brush cutter; the brush blade was
exclusively designed for its shear cutting action. It has a much faster cutting ability than
conventional, bar type, rotary blades. The brush cutter blade will effectively cut all growth,
up to 2 inches in diameter, flush to the ground, leaving no unsightly or dangerous stumpage.

Gasoline engine; is single-cylinder two-stroke air-cooled small-size and light-


weighted gasoline engine, its construction is sample, operation and maintenance are easy.
Gasoline engine are used as power for back pack brush cutter, water-pump, mini-cultivator
etc.

Sprayer; is likely a gasoline engine but this product use the power from humanity
power to spray chemical product.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 66

Water pump; is the pump in the cooling system of an automobile that cause the water
to circulate. In agricultural, agriculturist always use water pump from source of water to
cultivation area.

Parts are for fixing machines and equipments such as;

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 67

4.1.2 Product Process


The agriculture equipments, fertilizers, seed, and insecticides in Chiang Rai have
many brands and the company cannot produce by our selves, so our products come from
suppliers. About services, our company give information to our customer about their problem
and the company will advice how to solve it or how to use equipment by advice all of our
customers with good condition to keep relationship

For the production process: there are many processes from suppliers to our customers
following:

Figure 15: Process of supplier to customer

 Our company will find all suppliers who can sell product and deliver to our company
from the internet and suppliers’ agent from Bangkok who is the license agent to buy
product for agricultural. Sometimes, our company no needs to find agencies of
suppliers because some of suppliers have sale man who comes to our company to be
an agency.
 Our company collect the name of all suppliers, information of each product include
promotion and cost that the company can get from purchase order of each agents.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 68

 Our company compares each suppliers of each product to find the best one for
ordering.
 Our company selects the best suppliers to ordering product to our shop depend on
each cultivate seasoning too.
 After our company ordered, the company receive product at appointment date to keep
the product and key the number and information of product in the computer for easy
for check total of stock in the company’s warehouse. Our company will pay to the
suppliers when at sight the product.
 Our company shows product or sample of product in front of our shop. The company
will make attractive for customers come to buy in our company.
 The company will do the promotion of each cultivate seasoning by the marketing
department.
 Our company will sell our product to the customer with promotion of each cultivate
seasoning both buy at front of our company and order by call.
 If the customers buy more than 3,000 Baht, our company will free deliver in 10
kilometers. If it more than 10 kilometers, our company will charge fuel cost following
the distance.

Supplier details

Agricultural equipment and parts

SNP treading.Co.,Ltd.
99/3 Bangmuang-bangkulut Road, Bangmuang, Bangyai District, Nonthabree
11140, Thailand

Flying Star Co., Ltd.


402 Rama 3 Road, Bangklolaem, Bangkok 10120, Thailand

Bangkok Eak Siam


222-222/1 Taksin soi 1, Bangyeerear, Thonburi, Bangkok 10600, Thailand

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 69

Insecticide

Syngenta crop protection.Co.,Ltd


287 Libertysquare Building ground 18, Selom Road, Bangruk District, Bangkok
10500, Thailand

Gloden wait supply


65/41, Bangchun, Klongsarmwa, Bangkok 10140, Thailand

TJC chemical Co., Ltd.


518/5 Maneeya center Building, Plernjit Road, Lumpinee, Pathumwan, Bangkok
10700, Thailand

Fertilizer

Thai central chemical.Co.,Ltd


180-184, Krungsriwatthana building, Ratchawong Road, Jakawad,
Sumpunthawong District, Bangkok, 10100, Thailand

Chia Tai Co.,Ltd.


299-301, Songsawad Road, Sumphunthawong District, Bangkok 10100, Thailand

ICP fertilizer.Co., Ltd


Songsermprakunphai 42 Building, Suriwong Road, Sepraya, Bangruk, Bangkok
10500, Thailand

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 70

Seed

Chia Tai Co.,Ltd.


No. 299-301, Songsawad Road, Sumphunthawong District, Bangkok 10100,
Thailand

Pernkasetakorn Co.,Ltd.
200, Nongkway, Harngdong district, Chiang Mai 50230, Thailand

East West Seed International Ltd.


50/1 Moo 2, Sainoi-Bang Bua Thong Rd., Amphur Sainoi, Nonthaburi 11150
Thailand

4.1.3 Services Process


All of our service is doing with the good relationship, informally and good advices by
trained employees or expert person for get along well with our company conceptual that “We
are specialist that beside your farm”. Because our company base on good quality of service,
so our company has many service to serve our customer to be satisfaction while the customer
come to our company or when they need to get help. There are three kinds of service
processes: General Services, Call center services and after sale services.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 71

Figure 16 : Example of expert service process

For general services processes, it is the process that the customers come to our
company for buy or get some help follow:

Figure 17: Service processing

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 72

1. The company will train all employees with training course by the expert person to
make our employee to be follow characteristics of employees: clean, reliable, friendly,
communication and politeness. In addition, our employees get more knowledge about
agriculture and information of product that could advice to the customer in order to
get highest customers satisfaction.

2. When there are customers come to our company, our employees will welcome the
customers with smile and good relationship and ask for get some help from the
customer. The customers who come to our company, they have many objects follow:
 If the customers come to buy our product, The company will serve the customers
following:

Firstly, our employees will give some help for our customers by find the
products that they want, give the information of our product, and advice how to
use our product. After the customers finished ordering our product, the company
will check the order and products that customers want with our customers
together. Then, the company will make a payment immediately because our
company not have credit for the customer. If the customers buy our product more
than 3,000 Baht, the company will free deliver in 10 kilometers.

 If the customers come to our company for taking some advice or they have some
trouble. The company will serve the customers follow:

The First, Our employees will ask the trouble from the customer. If our
employees can answers the customers’ trouble, they will answer clearly and
politeness. If it is not, this report will go to the next step. Finally, our company
will help the customers who has advance cultivate trouble by the expert person.

 If the customers need to get full help from our company, the company will serve
the customers follow:

Firstly, the company will make an appointment with the customer to find
the suitable time to help our customers and make a contract with customers. Then,
the company will sent the trained employees to advice and beware the customers’
farm to increase their cultivate product. Next, the company will calculate the
customers’ area, advice that how much we use chemical fertilizer and agricultural

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 73

equipments, such as insecticide sprayer, lawn mower, feed pump, and so on. After
that, the company will order to the customers follow our advice that they need.
The last, the company will make the payment to the customer when the product
was delivered to the customers.

For Call center services processes, the company has call center service to serve the
customers who call to our company for check our product, order our product, and need some
help. This service process follows:

Figure 18: Call center service process

1. The company will establish the call center service and our company will use the
trained employees to be call center too. In addition, the company will make the
advertising to promote that our company has call center to serve and help the
customers.
2. When the company receives the call from the customer, our service process will
separate by the customers follow:

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 74

 The customers who want to check the price, our employees will get update
information to our customers by the employees can check the price and stock from
the computer.
 The customers who want to order the product, the process of this service is follow:

Firstly, our employees will receive the customers’ order and then, our
employees will check the price and stock from the computer and tell the
customers. If the customer need to order our product, our employees will repeat
the customers’ order and ask for give the customers’ address for deliver. The
company will sent the order’s products to the customers free in 10 kilometers if
the customers buy over 3,000 Baht. If there are more than 10 kilometers or the
customers buy less than 3,000 Baht, our company will charge fuel cost follow the
distance.

 The customer who want to get some advice, the company process to serve the
customers follow:

Firstly, our employees will get the trouble from the customer. If our
employees can answers the customers’ trouble, they will answer clearly and
politeness. If it is not, our company will help the customers who has advance
cultivate trouble by the expert person.

 The customers who want to get full help from our company, the company process
to serve the customers follow:

The First, the company will make an appointment with the customer to
find the suitable time to help our customers and make a contract with customers.
Next, the company will sent the trained employees to advice and beware the
customers’ farm to increase their cultivate product. The company will calculate
the customers’ area, advice that how much we use chemical fertilizer and
agricultural equipments, such as insecticide sprayer, lawn mower, feed pump, and
so on. Then, the company will order to the customers follow our advice that they
need and the company will make the payment to the customer when the product
was delivered to the customers.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 75

For After sale services processes: there are three types of service process follow:

1. Deliver service is the after sale services that increase the convenient to attract the
customers to order our product by the company will buy cars for use to deliver our
product follow this process:

Figure 19: After sale service process

 The customers buy our product in front of our company or ordered by call to our
company
 The company asks the address of appointment place from our customers
 The company delivered our products free in 10 kilometers for customers who buy
more than 3,000 Baht, if customer. If it more than 10 kilometers or buy less than
3,000 Baht, the company will charges follow the distance. For the customers who
order by call, the company will make the payment when the products arrive to the
customers.

2. Setting up of equipment service is the service that the company will go to set up
equipment at appointment place of customer. The process of this service is follow:

Figure 20: Setting up of equipment service process

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 76

 The customers buy our product in front of our company or ordered by call to our
company
 The company asks the address of appointment place from our customers
 The company will send the trained employees to set up the equipment at
appointment place of the customers and take some advice that how to use some
the equipments.

3. Repair & Maintain service is the service that the company establishes for serve the
customers who have some problem about their equipment when it is damaged. The
process of repair & maintain service follow:

Figure 21: Repair&Maintain Service process

 When there are customers who come to our company to get some help about their
equipment, our employees will check the damaged and estimate the price that the
customer will pay for repair or maintain.
 If the customers satisfy in the price, our employees will repair or maintain the
customers’ equipment.
 The company will make the appointment to get back customers’ product.
 The customer can receive the product at the appointment date and make payment
at that time.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 77

Figure 22 : Example of Delivery process

4.1.4 Location
Kaset Popeang Shop is located in the center of Mae Chan district, 150 meters
to the south of Mae Chan District Government Office and Government saving house.
The shop is located 500 meters west from Phaholyothin Road. See Figure 21 and
Figure 22 for site location.

Figure 23 : Shop Location

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 78

Figure 24: Example of location of our company

4.1.5 Store Layout

Figure 25: Example of store layout

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 79

According to figure 21, Keset popeang shop is divided into two parts that the first part
is store and the second part is Warehouse. We arrange a store that is located in front of the
area and the warehouse is located in the back of area. It is near together so it is easy to
manage agricultural products. We concern about the cleaning and light of store and
warehouse.

 Store Area
Store Area is 40% of all area, customers can see store in two sides that agricultural product
also show to customer easily. This area is using for sell the agricultural products.

 Warehouse area
This area is for stock the agricultural inventory. So it would be open area and easy for flow of
air. Warehouse is bigger than store area because some agricultural product need more space
to keep it for example fertilizer and sprayer parts of agricultural.

4.1.6 Machine, Tool and Equipments

Acer Aspire M5641-Q12G6419MG/C011 (SB10C011)

 Intel Core 2 Quad Q6700 2.66 GHz


 500 GB 7200 RPM SATA II B/F 32 MB. [Synnex/WPG]
 NVIDIA GeForce 9500GS 512 MB
 LCD Acer LCD 19 inch X193WAbd 5ms,10000:1,DVI
 1x1 2048 MB DDR ll 800
 DVD 16x SuperMulti
 Warranty 3 years

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 80

Printer

 Telephone handset plus. Use the built-in telephone handset for added convenience
plus the 10 one-touch and 100 automatic dial locations make it easy to place your fax
or phone calls.
 Automatic document feeder. Unattended fax, copy or scan up to 20 pages at a time.
 Fast color printing. Speeds up to 25ppm black and 20ppm color.‡
 Print rich, vibrant borderless photos with resolutions up to 6000 x 1200 dpi and a
minimum droplet size of 1.5 picoliters shows the fine details of your photographs.
 High speed fax modem. Send and receive faxes using the 33.6Kbps fax/modem.
 4-cartridge ink system. Only replace the color that needs to be replaced.

Drill

 Impact drill 72513A(Black&Decker KR-70)


 Drill Capacity: 13mm
 Rated Voltage: 220~240V/110V

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 81

 Rated Frequency: 50Hz/60Hz


 Rated Input Power: 650W
 No Load Speed: 0-2800r/min
 Case Qty.: 10 Pcs
 G.W./N.W.: 17/16KG

Screwdriver Kit

 Contents: 1pc RH2 Short Shaft Ratchet Screwdriver


 50pcs 25mm Sand Blasted Bits
 12pcs Sockets
 1pc Bits Holder.

Glass cabinet

 72"H x 25"W x 14"D.


 Easy assembly.
 aluminum, glass and MDF

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 82

Lamp

36 watt

Industrial Luminaires

 Suitable for 19 mm conduit suspension


 2nos. 6.5 mm dia.
 holes for direct mounting.
 36watts

Tree

Common Name: Areca Palm

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 83

Chair

Hanger Electrical fan Imarflex

Special Features:

 Plastic: ABS
 Motor: 66 x 14mm
 Two round pin plug
 Four switching and one lamp/or a timer for an hour
 Shakes for 90°
 Voltage 220V
 Rated frequency: 50 to 60Hz

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 84

Water cooler

 Height: 38.75"
 Width: 13"
 Depth: 13"
 Weight: 33 lbs.
 Electrical: 115 V/60 Hz
 Elegant rounded design complements any style of home or office decor, softens
features and reduces damage.
 All coolers are sealed and sanitized at the factory and arrive ready for installation.
 Easy clean 1-piece, UV resistant HDPE cabinet
 110 & 220 V models available to support global requirements.
 2-year warranty standard. 5-years on selected refrigeration components.
 Auto temp adjust on hot tank eliminates need to set the hot temperature in high
altitudes.
 High-quality, high output Panasonic, Sanyo or Samsung compressors for reliable,
efficient performance

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 85

Wall clock

 A long-running best seller


 Large 18-inch diameter
 Durable metal case with copper finish
 Radio-controlled movement
 Automatic Daylight Savings adjustment
 Temperature display
 Designed for indoor or outdoor use
 Requires 1 AA battery (not included)

Refrigerator

 W x D x H : 685 x 685 x 1818 mm


 Weight : 99 KGS.
 Include Step Down Tranformer
 220 VAC to 100VAC
 Install and Repair by Toshiba Thailand Service Center Only

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 86

Extinguisher

 UL rated 4-A, 60-B:C


 Wall mounting hardware included
 Rechargeable

Flush toilet

 27-5/8" L x 14-3/16" W x 31-1/2" H


 Dual Flush flushing technology
 0.8 or 1.6 gallon water consumption options
 Compact elongated bowl
 Includes a two-button actuator that provides easy-to-use flushing options
 WaterSense labeled toilets use at least 20% less water than standard 1.6-gallon toilets
 Strict 12" rough-in (1/8" wall gap)

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 87

Faucet

 Material: Brass body, zinc-alloy handle


 Faucet Total Height: 24 cm Spout Height 22 cm Spout Length 17 cm
 Package Dimension: 40*20*7cm
 Shipping Weight: 1 kg

Washbasin

 Colour: Ivory & White


 Water Absorption<0.5
 High Temperature 1260 Degree Centigrade
 Water-Saving
 Excellent Flushing Function & High Quality
 Dimension: 470X380X200mm
 Volume: 0.047CBM
 Gross Weight: 6KG

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 88

Micro Rack

 Size 50 X 100 X 250 cm.

Shelf Micro Rack

Size 1x2.90x6m

4.1.7 Retail Management and Inventory


Our store have to design of an environment through visual communication, lighting,
colors, music, and scent that stimulate customers’ perceptual and emotion response and
ultimately affect their purchase behavior.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 89

- Color of store: we using cool color that makes customers to be calm, we would like
to design color in which is suitable for products and the hot weather. We will use a
color like’s cream.
- Lighting: in the store have light from sunlight in morning and afternoon because we
designed our store is open air that sunlight can through in the store and sometime the
sunlight that not enough we will turn on light bulb, in the evening we using the light
from light bulb.
- Convenience: this factor is most important to customers then we have concern about
parking for customers and arrangement the product in the store that have to easy to
find and nice and tidy. In other hand, we have transport service to customers that
service is free for created convenience to customers.
- Cleanness: we have housekeeper who always clean our store and we arrange the store
the easy to clean that for customers will impress with our store.
- Decoration: In the decoration, we will emphasize suitable of place and nice and tidy
for attractive to customers. In the front and around store and is decorated by
flowerpots.

4.1.8 Logistics Management


Our products are wide range and we cannot produce all of it, so there are agencies to
be our supply. The first period that we established our shop, we receive all products
information, cost, and credit from agency of suppler. After that, we will compare product
information, suitable cost, and long time credit, and then we choose the best suppliers of each
product to order. The first period of ordering, we order in the suitable number of demand of
our shop, and then they will send their product at our warehouse follow appointment date.
When we can calculate length of demand time, we will buy with future contract to reduce
risk, cost, and we can stock our product at the suitable number of each period too.

Our stock prepare for sale all time that the customers want. More of customers come
to buy our product with unsteady number of products, so we should to stock and maintain
some product to serve our customers.

Our customers divide into 2 groups: the customers who buying under 3,000 Baht and
the customers who buying over 3,000 Baht. Almost the customers who buying under 3,000
Baht, they come to buy our product and take it back by themselves. So, our role is only

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 90

selling our product. The customers who buying over 3,000 Baht, we have special option to
send our product at appointment place free in 10 kilometers area. If it more than 10
kilometers, our company will charge fuel cost following the distance.

4.1.9 Organization Management


Logo

Figure 26: Logo of Kaset Popeang Company

This advertisement is wide 6 Meters and height 1 Meters. It is set up under the roof in
front of our company. There are name of our company, telephone contract, and logo of our
company. Our logo composes of our company’s abbreviation (PP) with young plant that
shows the strength base to successful and grows sustainable. For background, our company
chooses red color and white front because it is easy to memorable and clearly.

Employee

Employee is important part of company, they are main point to force our company in
order to achieve a goal.

Transportation manager

Male

Age between 20 – 40 years

Secondary school degree

Having a driver license

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 91

Healthy and strong personality

Experienced in transport products

Know very well in Chiang Rai map

High Responsibility

Customer assistant

Male or female

Age more than 20 years

Secondary school degree

Well experienced in sale

Good communication in Thai and English

Good personality and talkative

Accountant

Male or female

Age more than 25 years

Bachelor’s degree in accounting

Experienced in accounting 3 – 5 years before

Know very well in law that related with tax

Good coordinator with other department

Good computer skills such as Microsoft word, excel and so on

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 92

Housekeeper

Female

Age more than 18 years

Secondary school degree

Having an industrious and a discipline

Top manager

Male or female

Age more than 30 years

Bachelor’s Degree in business administration or related fields

Experienced in management before

High Creativity and Responsibility

Good personality and Good communication in Thai and English

Well command

Repairer

Male

Age between 20 – 40 years

Secondary school degree

Healthy and strong personality

Experienced in Repairing

High Responsibility

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 93

Agriculture expert

Male or female

Age more than 30 years

Bachelor’s Degree in related fields

Experienced in consulting about agricultural before

High Responsibility

Good personality and Good communication in Thai and English

Figure 27: Organization Chart

Top manager

Accountant

Transportation Customer Agriculture


Housekeeper Repairer
manager assistant expert

Organization management

Our company needs to have a good organization management for response customer
want and take care customer to get higher satisfaction. Our company starts to improve from
the operation level in which is closely the customer and attract customer satisfaction. For the
next step is divisional level and corporate level will be improve by use feedback from
customer?

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 94

Customer assistant
This position is important for our company and influences to customer
because this position is the first one who meet customer and they try to concern
about customer want, good service and good information for customer decision.
Then, they will receive feedback from customer and report that feedback to our
company for improves our performance. Our company will train this position
before they do the real work for higher performance of service.

Housekeeper
Housekeeper need to take our shop to be clean. Clean is important thing
that customer will trust in our company so housekeeper has to take care about
clean of our shop for example; front shop, in the shop, shelf, rest room, product
and etc. Housekeeper need to do these for good atmosphere of shop. Sometimes,
housekeeper has some service to customer and friendly with customer for increase
satisfaction of customer.

Agriculture expert
The person who have more experience about how to solve the cultivate
problem. Therefore, this position will be a consultant of customers who have
problem about cultivate or increase outcome to increase the customers’
satisfaction. The Agriculture expert wills advice how to solve cultivate problem or
increase outcome by start from analysis the cultivate problem, advice products
that customers need, and the agriculture expert will following the result of each
problem solving. This position will get the feedback from customer to improve the
performance of our company.

Transportation manager
This position has a duty about delivering product to customer by contact
with sell department because transportation manager need to know the product
that had delivered, place of customer and manage time for delivering. Although,
this position will be take care the product and friendly service for every customer.
The transportation manager will recruit from people around Mae Chan Area
except illegal immigrant. About transportation of supply, our company uses

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 95

outsource company (Nim Se Seng) to send the product from suppliers to our
company.

Repairer
Repairer has a duty about repair the machine that broken and check
performance of machine to be completely for support customers with the best
service. Repairer is concern the service that fast and good quality and friendly.

Accountant
Accountant will concern the quantitative data such as total sales and total
costs from every department to analyze and record data for evaluate the situation
of company. Then, the accountant will report this information to top manager for
develop the strategy of our company and apply it with real situation.

Top Manager
Top manager is the most important person in our company because top
manager concern about strategy and management overall company. Information of
every department will send to top manager for analyze and decision to develop the
strategy into the real situation to make maximize profit in our company. Top
manager will manage every department for drive in same company’s vision.

4.2 Cost of Investment


Pre-operation cost Amount
Land 12,000,000
Building (650 square metre) 2,925,000
Inventory (835.8 square metre) 2,089,500
Office Equipment 1,805,401
Total 18,819,901

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 96

4.3 Investment Cost


Office Equipment Quatit Price Amount Depreciatio Annual Monthly Dep.
y n Dep.
Computer 1 43,900 43,900 3 14,633 1,219
Drill 1 4,500 4,500 3 1,500 125
Ventilator 1 3,100 3,100 3 1,033 86
Screwdriver Kit 1 2,200 2,200 3 733 61
miscellaneous ( Pen, 1 2,500 2,500 3 833 69
Note bill, Folder, liquid
paper, robber,
calculators, rubber stamp
and so on)
Glass cabinet 10 4,900 49,000 5 9,800 817
153*40*132 CM
Light dual Commet 36W 32 350 11,200 5 2,240 187
Industrial Luminaires 14 300 4,200 5 840 70
Tree 8 200 1,600 5 320 27
1 Counter 80*60 1 700 700 5 140 12
2 Counter 100*80 1 1,200 1,200 5 240 20
3 Counter 90 60*60 1 800 800 5 160 13
Chair BSI-2 1 2,480 2,480 5 496 41
Hanger Electrical fan 3 750 2,250 5 450 38
Imarflex
Water cooler Sanyo 1 4,900 4,900 5 980 82
SWC-591N
Brother Printer All in one 1 3,900 3,900 5 780 65
and Telephone- MFC-
3360C
Wall Clock 1 450 450 5 90 8
Refrigerator Toshiba GR- 1 5,890 5,890 5 1,178 98
B151Z
Broom 4 20 80 5 16 1
Swab 2 79 158 5 32 3
Litter bin 3 59 177 5 35 3
Medicine cupboard 1 450 450 5 90 8
Car pick up 2 467,000 934,000 5 186,800 15,567
Extinguisher 2 690 1,380 5 276 23
Micro Rack & Shelf 139 8,500 1,181,50 5 236,300 19,692
0

Rest room Quatity Price Amount Depreciation Annual Monthly


Dep. Dep.
flush toilet 2 1,690 3,380 5 676 56
Faucet 2 200 400 5 80 7
Mirror 1 399 399 5 80 7
Washbasin 1 900 900 5 180 15
Tile 60*60 CM. 11 419 4,609 5 922 77
Rinse Spray Hose 2 99 198 5 40 3

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 97

Employee Person Salary Total Salary


Transportation 1 5,500 5,500
customer assistant 2 6,500 13,000
accountant 1 8,000 8,000
housekeeper 1 5,500 5,500
Expert 1 8,000 8,000
Manager 1 10,000 10,000
Repairer 1 6,500 6,500
Total 8 50,000 56,500

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 98

Figure 28: Five year – Depreciation

First Year

Investment Amount Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Building 2,925,000 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 146,250
Inventory 2,089,500 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 104,475
Pickup car 467,000 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 93,400
Computer 43,900 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 14,633
Office equipment 1,294,501 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 260,540
Total 6,819,901 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 619,299

Second Year

Investment Amount Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Building 2,778,750 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 146,250
Inventory 1,985,025 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 104,475
Pickup car 373,600 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 93,400
Computer 29,267 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 14,633
Office equipment 1,033,961 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 260,540
Total 6,200,602 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 619,299

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 99

Third Year

Investment Amount Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Building 2,632,500 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 146,250
Inventory 1,880,550 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 104,475
Pickup car 280,200 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 93,400
Computer 14,633 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 1,219 14,633
Office equipment 773,421 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 21,712 260,540
Total 5,581,304 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 619,299

Fourth Year

Investment Amount Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Building 2,486,250 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 146,250
Inventory 1,776,075 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 104,475
Pickup car 186,800 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 93,400
Office equipment 512,880 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 256,440
Total 4,962,005 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 600,565

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 100

Fifth Year

Investment Amount Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Building 2,340,000 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 12,188 146,250
Inventory 1,671,600 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 8,706 104,475
Pickup car 93,400 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 7,783 93,400
Office equipment 256,440 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 21,370 256,440
Total 4,361,440 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 600,565

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 101

4.4 Management Analysis

4.4.1 Electricity
The shop calculates the electricity on the rate of The Provincial Electricity Authority,
base on real situation, calculating from the number of equipments, electrical appliances,
lights in every room and the front area, and in inventory room, for safety and convenience for
the staffs and customers. The expense for installing electric lines is included in the building
contract, so the shop will not include the expense in this part. The shop takes electric power
as necessary resource for every part of the business process.

Small General Service

Applicability

This schedule of tariff is applicable to a business enterprise, business enterprise cum


residence, industrial and state enterprise or the alike, including its compound, with a
maximum 15-minute integrated demand of less than 30 kilowatt through a single Watt-hour
meter.

Monthly Tariff

Normal tariff

Energy Charge:
12 - 24 kV. Baht 2.4649 per kWh

Service charge: Baht 228.17 per month

Below 12 kV.
First 150 kWh (1st – 150th) Baht 1.8047 per kWh

Next 250 kWh (151st – 400th) Baht 2.7781 per kWh

Over 400 kWh (up from 401st) Baht 2.9780 per kWh

Service charge: Baht 40.90 per month

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 102

Time of use tariff (TOU tariff)


Energy Charge Service Charge
(Baht/kWh) (Baht/Month)

1* 2*

2.2.1 12 - 24 kV. 3.6246 1.1914 228.17

2.2.2 Below 12 kV. 4.3093 1.2246 57.95

1. On Peak : Monday – Friday from 09.00 AM to 10.00 PM.


2. Off Peak : Monday – Friday from 10.00 PM to 09.00 AM.
: Saturday – Sunday and normal public holiday (excluding substitution holiday)
from 00.00 AM to 12.00 PM.

Notes:

1. In any monthly billing period of the customer under this Schedule, the customer with
a maximum 15-minute integrated demand up from 30 kW will be classified under
Schedule 3, 4 or 5, as the case may be. He will be reclassified under Schedule 2
whenever the said demand is lower than 30 kW for twelve (12) consecutive months.
2. The customer under No. 2.1 may choose to be under tariff No. 2.2 and must pay for a
TOU meter or service charges for a TOU meter in addition to the normal service
charge. He may also switch to tariff No. 2.1 following a minimum use of twelve (12)
months.
3. The customer who intends to apply for tariff No. 2.2 shall notify the Metropolitan
Electricity Authority (MEA) in advance, then MEA will arrange installation of a TOU
meter as from January 2002 onwards.
4. Customers shall pay a monthly service charge although there is no electricity
consumption during that month.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 103

Conditions Relating to Electricity Tariffs


1. The electricity tariffs herein do not include Value Added Tax (VAT).
2. Electricity charges billed for each month comprising the electricity base charge
according to the tariffs herein; and an energy adjustment charge (Ft), which is the
uncontrollable cost of the Power Sector. Such as the cost of fuels used in electricity
generation that differ from the planned value, impact from rate of exchange and
inflation rate. The energy adjustment charge will also be shown in the electricity bill.

The electricity expense for the first month is approximately 2,500 Baht. Our company
forecast that the Electricity expense is increasing every middle of year.

Table 14: Electricity Expense

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
0% 0% 0% 2% 3% 5% 5% 2% 0% 0% 4%
Eletricity bill ฿ 2,500 ฿ 2,500 ฿ 2,500 ฿ 2,500 ฿ 2,550 ฿ 2,575 ฿ 2,625 ฿ 2,625 ฿ 2,550 ฿ 2,500 ฿ 2,500 ฿ 2,600
Expense per month ฿ 2,500 ฿ 2,500 ฿ 2,500 ฿ 2,500 ฿ 2,550 ฿ 2,575 ฿ 2,625 ฿ 2,625 ฿ 2,550 ฿ 2,500 ฿ 2,500 ฿ 2,600 ฿ 30,525
Year 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
4% 0% 3% 3% 4% 6% 6% 6% 2% 0% 1% 5%
Eletricity bill ฿ 2,600 ฿ 2,510 ฿ 2,575 ฿ 2,575 ฿ 2,600 ฿ 2,650 ฿ 2,650 ฿ 2,650 ฿ 2,550 ฿ 2,500 ฿ 2,525 ฿ 2,625
Expense per month ฿ 2,600 ฿ 2,510 ฿ 2,575 ฿ 2,575 ฿ 2,600 ฿ 2,650 ฿ 2,650 ฿ 2,650 ฿ 2,550 ฿ 2,500 ฿ 2,525 ฿ 2,625 ฿ 31,010
Year 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
5% 2% 3% 3% 4% 6% 7% 7% 4% 2% 2% 5%
Eletricity bill ฿ 2,625 ฿ 2,550 ฿ 2,575 ฿ 2,575 ฿ 2,650 ฿ 2,725 ฿ 2,800 ฿ 2,800 ฿ 2,650 ฿ 2,550 ฿ 2,550 ฿ 2,725
Expense per month ฿ 2,625 ฿ 2,550 ฿ 2,575 ฿ 2,575 ฿ 2,650 ฿ 2,725 ฿ 2,800 ฿ 2,800 ฿ 2,650 ฿ 2,550 ฿ 2,550 ฿ 2,725 ฿ 31,775
Year 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
4% 1% 4% 4% 5% 6% 7% 7% 5% 2% 2% 6%
Eletricity bill ฿ 2,600 ฿ 2,525 ฿ 2,600 ฿ 2,600 ฿ 2,625 ฿ 2,650 ฿ 2,675 ฿ 2,675 ฿ 2,625 ฿ 2,550 ฿ 2,550 ฿ 2,650
Expense per month ฿ 2,600 ฿ 2,525 ฿ 2,600 ฿ 2,600 ฿ 2,625 ฿ 2,650 ฿ 2,675 ฿ 2,675 ฿ 2,625 ฿ 2,550 ฿ 2,550 ฿ 2,650 ฿ 31,325
Year 5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
3% 1% 5% 5% 5% 7% 6% 6% 3% 1% 1% 5%
Eletricity bill ฿ 2,575 ฿ 2,525 ฿ 2,625 ฿ 2,625 ฿ 2,625 ฿ 2,675 ฿ 2,650 ฿ 2,650 ฿ 2,575 ฿ 2,525 ฿ 2,525 ฿ 2,625
Expense per month ฿ 2,575 ฿ 2,525 ฿ 2,625 ฿ 2,625 ฿ 2,625 ฿ 2,675 ฿ 2,650 ฿ 2,650 ฿ 2,575 ฿ 2,525 ฿ 2,525 ฿ 2,625 ฿ 31,200

4.4.2 Water Supply


Water supply is mostly used for washing equipments. The shop choose to use the city
hydrant water, because it is qualified to use for washing the equipments and machines, and it
is safe to use for washing body. The calculated amount for water supply used in the business
is approximately 0.5 units per day, 15 units per month, for 14.20 Baht per unit, which is 213
baht per month for water supply.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 104

Water rates by user types

Regulation (14th issue) B.E. 2551

Water rates by user No. 1

Lavel of water used User Types


Cum./month Official and Small Business
Baht/Cum. Satang/litre
Low Level Rate 100 Baht
0 – 10 11.45 1.145
11 – 20 14.20 1.420
21 – 30 15.45 1.545
31 – 50 16.45 1.645
51 – 80 16.85 1.685
81 - 100 16.95 1.695
101 - 300 17.05 1.705
301 - 1,000 17.15 1.715
1,001 - 2,000 17.25 1.725
2001 - 3,000 17.35 1.735
>3,000 17.45 1.745
Notes:

1. Rising in water supply fee per unit begins from February B.E.2551.
2. The users of type 1 water, if exceed usage of 100 m3 per month, the water fee will be
calculated as the type 2 water fee.

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 105

Calculating water supply expense

Water supply 15 x 14.20 = 213 Baht / per month

= 2,556 Baht / per year

Table 15: Water Expense

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
0% 0% 0% 2% 3% 5% 5% 2% 0% 0% 4%
Water bill ฿ 213 ฿ 213 ฿ 213 ฿ 213 ฿ 217 ฿ 219 ฿ 224 ฿ 224 ฿ 217 ฿ 213 ฿ 213 ฿ 222
Expense per month ฿ 213 ฿ 213 ฿ 213 ฿ 213 ฿ 217 ฿ 219 ฿ 224 ฿ 224 ฿ 217 ฿ 213 ฿ 213 ฿ 222 ฿ 2,601
Year 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
4% 0% 3% 3% 4% 6% 6% 6% 2% 0% 1% 5%
Water bill ฿ 222 ฿ 214 ฿ 219 ฿ 219 ฿ 222 ฿ 226 ฿ 226 ฿ 226 ฿ 217 ฿ 213 ฿ 215 ฿ 224
Expense per month ฿ 222 ฿ 214 ฿ 219 ฿ 219 ฿ 222 ฿ 226 ฿ 226 ฿ 226 ฿ 217 ฿ 213 ฿ 215 ฿ 224 ฿ 2,642
Year 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
5% 2% 3% 3% 4% 6% 7% 7% 4% 2% 2% 5%
Water bill ฿ 224 ฿ 217 ฿ 219 ฿ 219 ฿ 226 ฿ 232 ฿ 239 ฿ 239 ฿ 226 ฿ 217 ฿ 217 ฿ 232
Expense per month ฿ 224 ฿ 217 ฿ 219 ฿ 219 ฿ 226 ฿ 232 ฿ 239 ฿ 239 ฿ 226 ฿ 217 ฿ 217 ฿ 232 ฿ 2,707
Year 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
4% 1% 4% 4% 5% 6% 7% 7% 5% 2% 2% 6%
Water bill ฿ 222 ฿ 215 ฿ 222 ฿ 222 ฿ 224 ฿ 226 ฿ 228 ฿ 228 ฿ 224 ฿ 217 ฿ 217 ฿ 226
Expense per month ฿ 222 ฿ 215 ฿ 222 ฿ 222 ฿ 224 ฿ 226 ฿ 228 ฿ 228 ฿ 224 ฿ 217 ฿ 217 ฿ 226 ฿ 2,669
Year 5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
3% 1% 5% 5% 5% 7% 6% 6% 3% 1% 1% 5%
Water bill ฿ 219 ฿ 215 ฿ 224 ฿ 224 ฿ 224 ฿ 228 ฿ 226 ฿ 226 ฿ 219 ฿ 215 ฿ 215 ฿ 224
Expense per month ฿ 219 ฿ 215 ฿ 224 ฿ 224 ฿ 224 ฿ 228 ฿ 226 ฿ 226 ฿ 219 ฿ 215 ฿ 215 ฿ 224 ฿ 2,658

4.4.3 Drinking Water


The shop chooses to order drinking water from the nearest supplier from the shop,
which the production must be qualified with GMP standard, to ensure the cleanness of the
water the shop will provide to customers and employees. The consumption of water is
calculated to 400 liters per month, a 20 liter bottle is 15 Baht per bottle, which will be 20
bottles per month, according to the number of employees and the forecasting number of
customers.

Calculating drinking water expense

Drinking water 20 X 15 = 300 Baht/per month

= 3,600 Baht/per year

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 106

4.4.4 Telephone
The company has installed one telephone in the shop to use for the business, such as
ordering products and contacting customers. The amount of telephone usage is estimated to
be 200 times per month, with telephone fee for 3 Baht per one call.

Calculating telephone expense

Telephone usage 200 x 3 = 600 Baht/per month


= 7,200 Baht/per year

4.4.5 Insurance
Unexpected incident such as fire, car accident, burglary, or other disasters can happen
to the shop. In order to prevent the loss from those incidents, the company buys an insurance
to cover everything that might damage the shop or the people, includes the followings;

- Fire and other natural disasters


- Damage on electrical appliances
- Damage on trees
- Expenses on moving property from disaster
- Expenses on engineering from damage
- Expenses on fire extinguish
- Damage and loss from burglary
- Damage on outsiders
- Damage on glass
- Damage or loss on cash
- Damage on insiders
- Damage on advertising signs
- Damage on vehicle
- Hospital expenses
- Damaged on crashed property

Insurance expense of the shop, including the shop and a company car, is 7,865 Baht per
year. (The Southeast Life Insurance Co., Ltd. 2010)

Project Feasibility Study of Kaset Popeang Company


Chapter 4: Technical Feasibility Study 107

4.5 Conclusion
The products of the company are fertilizer, insecticide, seed, equipments and parts.
Fertilizer can be classified by the formula of the nutrient; each formula is used for different
purposes in agriculture. Insecticide is classified by type of insect it is used for, weed killer is
classified by the way it destroys weed. Seeds are sold in can; there are many kinds of seed.
Equipments in the shop consist of brush cutter, gasoline engine, sprayer, and water pump.
The shop also sells parts used for fixing machines.

The agriculture equipments, fertilizers, seed, and insecticides in Chiang Rai have
many brands and the company cannot produce by our selves, so our products come from
suppliers. About services, There are three kinds of service processes: General Services, Call
center services and after sale services. Our company give information to our customer about
their problem and the company will advice how to solve it or how to use equipment by advice
all of our customers with good condition to keep relationship.

Keset popeang shop is divided into two parts that the first part is store and the second
part is Warehouse. We arrange a store that is located in front of the area and the warehouse is
located in the back of area. It is near together so it is easy to manage agricultural products.

Our store have to design of an environment through visual communication, lighting, colors,
music, and scent that stimulate customers’ perceptual and emotion response and ultimately
affect their purchase behavior.

Our products are wide range and we cannot produce all of it, so there are agencies to
be our supply. When we can calculate length of demand time, we will buy with future
contract to reduce risk, cost, and we can stock our product at the suitable number of each
period too. Our stock prepare for sale all time that the customers want, so we should to stock
and maintain some product to serve our customers.

Employee is important part of company; they are main point to force our company in
order to achieve a goal. The positions for employees consist of top managers, customer
assistants, housekeepers, agriculture experts, transportation manager, repairers and
accountant. The company sets standard and select people with sufficient skills and quality to
become employees, to execute the expected performance for the company.

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 108

Chapter 5: Financial Analysis

Chapter 5:
Financial Analysis

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Income Statement
2. Cash Flow
3. Balance Sheet
4. Project Analysis

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 109

Chapter 5: Financial Analysis


This chapter is going to detail about financial analysis, we analyze three statements
that are very important for make decision. In each statement, it uses monthly based in five
years.

5.1 Income Statement


Profit/Loss Statement or Income Statement show revenue that company will gain
from sale forecast, this statement also have cost and expense in which company pays in each
year. The first year, net profits of company gain from sale the products about 4,324,845 baht.
The second year, net profits of company gain from sale the products about 6,732,466 baht
this year the profits increase about 20 % because the customers know the company from
promote in the first year. The third year, net profits of company gain from sale the products
about 7,354,810 baht because the customers impress the company in service. The fourth year,
net profits of company gain from sale the products about 8,488,598 baht, the fifth year, the
company still have profits stable from the last year because the company enter the market
completely.

5.2 Cash Flow


Cash flow statement shows that company will have how many cash in hand in which
use for operate our company. In the first year, the profits of the shop is increasing from May,
due to the increase in sales, as the result, the company begins to gain more cash in hand to
circulate for the shop’s activities. In January, the company has 732,687 Baht cash in hand. At
the end of the year, cash in hand of the company increases to 5,432,714 Baht. However, the
first month of the year, our company has to pay for fixed assets and company needs to
repayment to debt principle.

5.3 Balance Sheet


Balance Sheet shows the total assets, liability, and equity that company have, it is
important for manager and investor. In the first year, proportion of asset and liability&equity,
most of liability is from long-term debt. Our company does not have much on equity. In
contrast, the ending of fifth year, our company gets higher proportion on equity and also
current asset that increase together.

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 110
Kaset Popeang Company

Income Statement

First year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue
Gross sales 1,287,398 2,120,950 3,205,920 3,912,891 4,500,885 4,759,870 3,604,914 4,689,885 7,307,811 9,218,767 9,785,767 9,526,782
Net sales 1,287,398 2,120,950 3,205,920 3,912,891 4,500,885 4,759,870 3,604,914 4,689,885 7,307,811 9,218,767 9,785,767 9,526,782

Cost of Goods Sold


Beginning inventory 123,250 177,342 272,138 340,159 382,001 409,318 300,593 395,389 625,685 787,960 828,122
Goods purchased 1,355,755 1,827,514 2,816,177 3,469,612 3,861,853 4,120,495 2,897,201 4,048,682 6,487,143 8,041,874 8,321,387 7,980,740
Total Goods Available For Sale 1,355,755 1,950,764 2,993,520 3,741,750 4,202,012 4,502,496 3,306,519 4,349,275 6,882,532 8,667,559 9,109,346 8,808,862
Ending inventory 123,250 177,342 272,138 340,159 382,001 409,318 300,593 395,389 625,685 787,960 828,122 800,806
Cost of Goods Sold 1,232,505 1,773,422 2,721,381 3,401,591 3,820,011 4,093,178 3,005,927 3,953,886 6,256,847 7,879,599 8,281,224 8,008,057
Gross Profit (Loss) 54,894 347,528 484,539 511,300 680,874 666,692 598,988 735,999 1,050,964 1,339,168 1,504,543 1,518,725

Expenses
Selling Expense 65,300 60,300 53,300 58,300 53,300 56,300 49,800 49,800 49,800 49,800 49,800 64,800
Depreciation 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Administration Expense 26,813 26,813 26,813 26,813 26,867 26,894 26,949 26,949 26,867 26,813 26,813 34,787
Other Expense 0 0 2,400 0 0 1,800 0 0 1,200 0 0 1,300
Total Operating Expenses 143,721 138,721 134,121 136,721 131,775 136,603 128,357 128,357 129,475 128,221 128,221 152,495

Operating Income (Loss) (88,827) 208,807 350,418 374,579 549,098 530,089 470,631 607,642 921,489 1,210,947 1,376,322 1,366,230
(Less interest expense) (200,000) (199,131) (198,252) (197,366) (196,470) (195,565) (194,651) (193,728) (192,796) (191,855) (190,904) (189,944)
Income Before Taxes (288,827) 9,676 152,165 177,213 352,629 334,524 275,980 413,914 728,692 1,019,092 1,185,418 1,176,287
(Less income tax expense) 0 1,451 22,825 26,582 52,894 50,179 41,397 62,087 109,304 254,773 296,355 294,072
Net Income (288,827) 8,225 129,341 150,631 299,734 284,346 234,583 351,827 619,388 764,319 889,064 882,215
Beginning of Retain Earning (288,827) (280,603) (151,262) (631) 299,103 583,449 818,032 1,169,858 1,789,247 2,553,566 3,442,629

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 111
Kaset Popeang Company

Income Statement

Second year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue
Gross sales 5,599,911 3,622,430 6,273,569 7,157,283 7,691,022 6,571,059 4,567,382 4,479,901 7,778,551 9,371,014 10,079,764 6,956,125
Net sales 5,599,911 3,622,430 6,273,569 7,157,283 7,691,022 6,571,059 4,567,382 4,479,901 7,778,551 9,371,014 10,079,764 6,956,125

Cost of Goods Sold


Beginning inventory 800,806 442,001 290,715 545,793 630,819 679,600 577,840 391,053 373,641 663,611 798,840 849,043
Goods purchased 4,061,207 2,755,860 5,713,011 6,393,220 6,844,783 5,676,636 3,723,743 3,719,003 6,926,079 8,123,632 8,540,637 5,316,414
Total Goods Available For Sale 4,862,013 3,197,861 6,003,725 6,939,013 7,475,603 6,356,237 4,301,583 4,110,056 7,299,721 8,787,243 9,339,478 6,165,457
Ending inventory 442,001 290,715 545,793 630,819 679,600 577,840 391,053 373,641 663,611 798,840 849,043 560,496
Cost of Goods Sold 4,420,012 2,907,146 5,457,932 6,308,194 6,796,003 5,778,397 3,910,530 3,736,414 6,636,110 7,988,403 8,490,434 5,604,961
Gross Profit (Loss) 1,179,900 715,283 815,637 849,089 895,019 792,662 656,853 743,486 1,142,441 1,382,611 1,589,330 1,351,164

Expenses
Selling Expense 61,800 56,800 49,800 54,800 49,800 52,800 49,800 49,800 49,800 49,800 49,800 64,800
Depreciation 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Administration Expense 26,922 26,824 26,894 26,894 26,922 26,976 26,976 26,976 26,867 26,813 26,840 34,814
Other Expense 0 0 0 0 0 0 0 0 0 0 0 5,590
Total Operating Expenses 140,330 135,232 128,303 133,303 128,330 131,384 128,384 128,384 128,275 128,221 128,248 156,812

Operating Income (Loss) 1,039,570 580,051 687,335 715,786 766,689 661,278 528,469 615,102 1,014,166 1,254,390 1,461,082 1,194,352
(Less interest expense) (188,974) (187,994) (187,004) (186,005) (184,996) (183,976) (182,947) (181,907) (180,856) (179,795) (178,724) (177,642)
Income Before Taxes 850,596 392,057 500,330 529,781 581,694 477,301 345,522 433,196 833,310 1,074,595 1,282,358 1,016,710
(Less income tax expense) 127,589 58,809 75,050 79,467 87,254 71,595 51,828 64,979 124,996 268,649 320,589 254,177
Net Income 723,007 333,249 425,281 450,314 494,440 405,706 293,694 368,216 708,313 805,946 961,768 762,532
Beginning of Retain Earning 4,324,845 5,047,851 5,381,100 5,806,381 6,256,695 6,751,135 7,156,841 7,450,535 7,818,751 8,527,064 9,333,010 10,294,778

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 112
Kaset Popeang Company

Income Statement

Third year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue
Gross sales 5,879,907 3,803,551 6,587,248 7,515,147 8,075,573 6,899,611 4,795,751 4,703,896 8,167,479 9,839,565 10,583,752 7,303,931
Net sales 5,879,907 3,803,551 6,587,248 7,515,147 8,075,573 6,899,611 4,795,751 4,703,896 8,167,479 9,839,565 10,583,752 7,303,931

Cost of Goods Sold


Beginning inventory 560,496 464,101 305,250 573,083 662,360 713,580 606,732 410,606 392,323 696,792 838,782 891,496
Goods purchased 4,544,617 2,893,653 5,998,661 6,712,881 7,187,023 5,960,468 3,909,930 3,904,953 7,272,383 8,529,814 8,967,669 5,582,234
Total Goods Available For Sale 5,105,114 3,357,754 6,303,911 7,285,964 7,849,383 6,674,049 4,516,662 4,315,558 7,664,707 9,226,605 9,806,451 6,473,730
Ending inventory 464,101 305,250 573,083 662,360 713,580 606,732 410,606 392,323 696,792 838,782 891,496 588,521
Cost of Goods Sold 4,641,012 3,052,504 5,730,829 6,623,603 7,135,803 6,067,317 4,106,056 3,923,235 6,967,915 8,387,823 8,914,956 5,885,209
Gross Profit (Loss) 1,238,895 751,048 856,419 891,543 939,770 832,295 689,695 780,661 1,199,563 1,451,742 1,668,797 1,418,722

Expenses
Selling Expense 61,800 56,800 49,800 54,800 49,800 52,800 49,800 49,800 49,800 49,800 49,800 64,800
Depreciation 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Administration Expense 26,949 26,867 26,894 26,894 26,976 27,057 27,139 27,139 26,976 26,867 26,867 34,922
Other Expense 0 0 0 0 0 0 0 0 0 0 0 5,590
Total Operating Expenses 140,357 135,275 128,303 133,303 128,384 131,465 128,547 128,547 128,384 128,275 128,275 156,920

Operating Income (Loss) 1,098,538 615,772 728,117 758,241 811,386 700,829 561,148 652,114 1,071,179 1,323,466 1,540,521 1,261,801
(Less interest expense) (176,549) (175,445) (174,330) (173,204) (172,066) (170,918) (169,757) (168,586) (167,402) (166,207) (164,999) (163,780)
Income Before Taxes 921,989 440,327 553,787 585,037 639,320 529,912 391,391 483,528 903,777 1,157,260 1,375,522 1,098,022
(Less income tax expense) 138,298 66,049 83,068 87,756 95,898 79,487 58,709 72,529 135,567 289,315 343,880 274,505
Net Income 783,691 374,278 470,719 497,281 543,422 450,425 332,682 410,999 768,211 867,945 1,031,641 823,516
Beginning of Retain Earning 11,057,311 11,841,001 12,215,280 12,685,998 13,183,280 13,726,702 14,177,126 14,509,809 14,920,808 15,689,019 16,556,964 17,588,605

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 113
Kaset Popeang Company

Income Statement

Fourth year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue
Gross sales 6,103,903 3,948,448 6,838,191 7,801,438 8,383,214 7,419,966 5,493,471 5,398,117 8,993,646 10,986,943 11,244,455 7,582,176
Net sales 6,103,903 3,948,448 6,838,191 7,801,438 8,383,214 7,419,966 5,493,471 5,398,117 8,993,646 10,986,943 11,244,455 7,582,176

Cost of Goods Sold


Beginning inventory 588,521 481,781 316,879 594,915 687,593 740,764 648,086 462,729 443,750 759,817 925,457 943,698
Goods purchased 4,711,073 3,003,887 6,227,181 6,968,610 7,460,814 6,388,179 4,441,930 4,418,522 7,914,236 9,420,214 9,455,218 5,776,651
Total Goods Available For Sale 5,299,594 3,485,669 6,544,060 7,563,524 8,148,407 7,128,943 5,090,015 4,881,251 8,357,986 10,180,030 10,380,676 6,720,348
Ending inventory 481,781 316,879 594,915 687,593 740,764 648,086 462,729 443,750 759,817 925,457 943,698 610,941
Cost of Goods Sold 4,817,813 3,168,790 5,949,146 6,875,931 7,407,643 6,480,857 4,627,287 4,437,501 7,598,169 9,254,573 9,436,978 6,109,408
Gross Profit (Loss) 1,286,091 779,659 889,045 925,507 975,571 939,109 866,185 960,616 1,395,477 1,732,370 1,807,478 1,472,768

Expenses
Selling Expense 51,800 51,800 49,800 54,800 49,800 52,800 49,800 49,800 49,800 49,800 49,800 59,800
Depreciation 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047
Administration Expense 26,922 26,840 26,922 26,922 26,949 26,976 27,003 27,003 26,949 26,867 26,867 34,841
Other Expense 0 0 0 0 0 0 0 0 0 0 0 5,590
Total Operating Expenses 128,769 128,687 126,769 131,769 126,796 129,823 126,850 126,850 126,796 126,714 126,714 150,278

Operating Income (Loss) 1,157,322 650,972 762,276 793,738 848,775 809,286 739,335 833,766 1,268,681 1,605,655 1,680,763 1,322,490
(Less interest expense) (162,548) (161,304) (160,048) (158,779) (157,497) (156,203) (154,895) (153,575) (152,241) (150,894) (149,534) (148,160)
Income Before Taxes 994,774 489,667 602,228 634,959 691,278 653,083 584,439 680,191 1,116,440 1,454,761 1,531,229 1,174,331
(Less income tax expense) 149,216 73,450 90,334 95,244 103,692 97,962 87,666 102,029 279,110 363,690 382,807 293,583
Net Income 845,558 416,217 511,894 539,715 587,586 555,121 496,774 578,162 837,330 1,091,071 1,148,422 880,748
Beginning of Retain Earning 18,412,121 19,257,679 19,673,896 20,185,791 20,725,506 21,313,092 21,868,213 22,364,986 22,943,148 23,780,478 24,871,549 26,019,971

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 114
Kaset Popeang Company

Income Statement

Fifth year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Revenue
Gross sales 6,383,899 4,129,570 7,151,869 8,159,302 8,767,765 7,491,007 5,206,816 5,107,087 8,867,548 10,682,956 11,490,931 7,929,982
Net sales 6,383,899 4,129,570 7,151,869 8,159,302 8,767,765 7,491,007 5,206,816 5,107,087 8,867,548 10,682,956 11,490,931 7,929,982

Cost of Goods Sold


Beginning inventory 610,941 503,881 331,415 622,204 719,134 774,744 658,737 445,800 425,951 756,517 910,678 967,909
Goods purchased 4,931,754 3,141,680 6,512,832 7,288,271 7,803,053 6,471,366 4,245,067 4,239,663 7,895,730 9,260,941 9,736,326 6,060,712
Total Goods Available For Sale 5,542,695 3,645,562 6,844,247 7,910,475 8,522,187 7,246,110 4,903,804 4,685,463 8,321,682 10,017,457 10,647,004 7,028,621
Ending inventory 503,881 331,415 622,204 719,134 774,744 658,737 445,800 425,951 756,517 910,678 967,909 638,966
Cost of Goods Sold 5,038,813 3,314,147 6,222,042 7,191,341 7,747,443 6,587,373 4,458,004 4,259,512 7,565,165 9,106,779 9,679,095 6,389,656
Gross Profit (Loss) 1,345,086 815,423 929,827 967,961 1,020,322 903,634 748,812 847,574 1,302,383 1,576,177 1,811,836 1,540,326

Expenses
Selling Expense 51,800 51,800 49,800 54,800 49,800 52,800 49,800 49,800 49,800 49,800 49,800 59,800
Depreciation 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047
Administration Expense 26,894 26,840 26,949 26,949 26,949 27,003 26,976 26,976 26,894 26,840 26,840 34,814
Other Expense 0 0 0 0 0 0 0 0 0 0 0 5,590
Total Operating Expenses 128,741 128,687 126,796 131,796 126,796 129,850 126,823 126,823 126,741 126,687 126,687 150,251

Operating Income (Loss) 1,216,344 686,736 803,031 836,165 893,526 773,784 621,989 720,751 1,175,642 1,449,490 1,685,149 1,390,076
(Less interest expense) (146,772) (145,370) (143,954) (142,525) (141,080) (139,622) (138,149) (136,661) (135,158) (133,640) (132,107) (130,559)
Income Before Taxes 1,069,572 541,366 659,076 693,641 752,446 634,162 483,840 584,091 1,040,484 1,315,850 1,553,042 1,259,517
(Less income tax expense) 267,393 81,205 98,861 104,046 112,867 95,124 72,576 87,614 260,121 328,962 388,261 314,879
Net Income 802,179 460,161 560,215 589,595 639,579 539,038 411,264 496,477 780,363 986,887 1,164,782 944,638
Beginning of Retain Earning 26,900,719 27,702,898 28,163,059 28,723,274 29,312,869 29,952,447 30,491,485 30,902,750 31,399,227 32,179,590 33,166,477 34,331,258

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 115
Kaset Popeang Company

Cash Flow

First year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operating Cash Flow
Net Income After Tax (288,827) 8,225 129,341 150,631 299,734 284,346 234,583 351,827 619,388 764,319 889,064 882,215
Depreciation and amortization expense 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Change in Inventory (123,250) (54,092) (94,796) (68,021) (41,842) (27,317) 108,725 (94,796) (230,296) (162,275) (40,163) 27,317
Change in Accrued Tax Expenses 0 1,451 22,825 26,582 52,894 50,179 41,397 62,087 109,304 254,773 296,355 294,072
Total Operating Cash Flow (360,470) 7,193 108,978 160,801 362,395 358,816 436,313 370,726 550,004 908,425 1,196,864 1,255,212

Investing Cash Flow


Purchase in Fixed Assets (18,819,901) 0 0 0 0 0 0 0 0 0 0 0
Total Investing Cash Flow (18,819,901) 0 0 0 0 0 0 0 0 0 0 0

Financing Cash Flow


Proceed from Long-Term Borrowings 20,000,000
Repayment of debt principle (86,942) (87,811) (88,689) (89,576) (90,472) (91,377) (92,291) (93,213) (94,146) (95,087) (96,038) (96,998)
Total Financing Cash Flow 19,913,058 (87,811) (88,689) (89,576) (90,472) (91,377) (92,291) (93,213) (94,146) (95,087) (96,038) (96,998)
Net Increase (Decrease) in Cash 732,687 (80,619) 20,288 71,224 271,923 267,439 344,022 277,512 455,859 813,338 1,100,826 1,158,213
Cash at beginning of period 732,687 652,069 672,357 743,581 1,015,504 1,282,943 1,626,965 1,904,478 2,360,336 3,173,674 4,274,500
Cash at end of period 732,687 652,069 672,357 743,581 1,015,504 1,282,943 1,626,965 1,904,478 2,360,336 3,173,674 4,274,500 5,432,714

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 116
Kaset Popeang Company

Cash Flow

Second year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operating Cash Flow
Net Income After Tax 723,007 333,249 425,281 450,314 494,440 405,706 293,694 368,216 708,313 805,946 961,768 762,532
Depreciation and amortization expense 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Change in Inventory 358,805 151,287 (255,079) (85,026) (48,781) 101,761 186,787 17,412 (289,970) (135,229) (50,203) 288,547
Change in Accrued Tax Expenses 127,589 58,809 (1,136,869) 79,467 87,254 71,595 51,828 64,979 124,996 268,649 320,589 254,177
Total Operating Cash Flow 1,261,009 594,952 (915,058) 496,363 584,521 630,670 583,917 502,215 594,948 990,974 1,283,763 1,356,865

Investing Cash Flow


Purchase in Fixed Assets 0 0 0 0 0 0 0 0 0 0 0 0
Total Investing Cash Flow 0 0 0 0 0 0 0 0 0 0 0 0

Financing Cash Flow


Proceed from Long-Term Borrowings 0 0 0 0 0 0 0 0 0 0 0 0
Repayment of debt principle (97,968) (98,948) (99,937) (100,937) (101,946) (102,966) (103,995) (105,035) (106,086) (107,146) (108,218) (109,300)
Total Financing Cash Flow (97,968) (98,948) (99,937) (100,937) (101,946) (102,966) (103,995) (105,035) (106,086) (107,146) (108,218) (109,300)
Net Increase (Decrease) in Cash 1,163,041 496,004 (1,014,996) 395,426 482,575 527,704 479,922 397,180 488,863 883,827 1,175,545 1,247,565
Cash at beginning of period 5,432,714 6,595,755 7,091,759 6,076,763 6,472,189 6,954,764 7,482,469 7,962,390 8,359,570 8,848,433 9,732,260 10,907,805
Cash at end of period 6,595,755 7,091,759 6,076,763 6,472,189 6,954,764 7,482,469 7,962,390 8,359,570 8,848,433 9,732,260 10,907,805 12,155,370

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 117
Kaset Popeang Company

Cash Flow

Third year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operating Cash Flow
Net Income After Tax 783,691 374,278 470,719 497,281 543,422 450,425 332,682 410,999 768,211 867,945 1,031,641 823,516
Depreciation and amortization expense 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608 51,608
Change in Inventory 96,395 158,851 (267,832) (89,277) (51,220) 106,849 196,126 18,282 (304,468) (141,991) (52,713) 302,975
Change in Accrued Tax Expenses 138,298 66,049 (1,501,916) 87,756 95,898 79,487 58,709 72,529 135,567 289,315 343,880 274,505
Total Operating Cash Flow 1,069,992 650,786 (1,247,421) 547,368 639,708 688,368 639,125 553,419 650,918 1,066,877 1,374,417 1,452,604

Investing Cash Flow


Purchase in Fixed Assets 0 0 0 0 0 0 0 0 0 0 0 0
Total Investing Cash Flow 0 0 0 0 0 0 0 0 0 0 0 0

Financing Cash Flow


Proceed from Long-Term Borrowings 0 0 0 0 0 0 0 0 0 0 0 0
Repayment of debt principle (110,393) (111,497) (112,612) (113,738) (114,876) (116,024) (117,185) (118,356) (119,540) (120,735) (121,943) (123,162)
Total Financing Cash Flow (110,393) (111,497) (112,612) (113,738) (114,876) (116,024) (117,185) (118,356) (119,540) (120,735) (121,943) (123,162)
Net Increase (Decrease) in Cash 959,599 539,289 (1,360,033) 433,629 524,832 572,344 521,941 435,062 531,378 946,142 1,252,474 1,329,442
Cash at beginning of period 12,155,370 13,114,969 13,654,259 12,294,225 12,727,855 13,252,687 13,825,031 14,346,972 14,782,034 15,313,412 16,259,554 17,512,028
Cash at end of period 13,114,969 13,654,259 12,294,225 12,727,855 13,252,687 13,825,031 14,346,972 14,782,034 15,313,412 16,259,554 17,512,028 18,841,470

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 118
Kaset Popeang Company

Cash Flow

Fourth year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operating Cash Flow
Net Income After Tax 845,558 416,217 511,894 539,715 587,586 555,121 496,774 578,162 837,330 1,091,071 1,148,422 880,748
Depreciation and amortization expense 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047
Change in Inventory 106,740 164,902 (278,036) (92,679) (53,171) 92,679 185,357 18,979 (316,067) (165,640) (18,240) 332,757
Change in Accrued Tax Expenses 149,216 73,450 (1,634,727) 95,244 103,692 97,962 87,666 102,029 279,110 363,690 382,807 293,583
Total Operating Cash Flow 1,151,561 704,617 (1,350,821) 592,328 688,154 795,809 819,844 749,216 850,420 1,339,168 1,563,036 1,557,135

Investing Cash Flow


Purchase in Fixed Assets 0 0 0 0 0 0 0 0 0 0 0 0
Total Investing Cash Flow 0 0 0 0 0 0 0 0 0 0 0 0

Financing Cash Flow


Proceed from Long-Term Borrowings 0 0 0 0 0 0 0 0 0 0 0 0
Repayment of debt principle (124,394) (125,638) (126,894) (128,163) (129,445) (130,739) (132,046) (133,367) (134,701) (136,048) (137,408) (138,782)
Total Financing Cash Flow (124,394) (125,638) (126,894) (128,163) (129,445) (130,739) (132,046) (133,367) (134,701) (136,048) (137,408) (138,782)
Net Increase (Decrease) in Cash 1,027,167 578,979 (1,477,715) 464,165 558,709 665,070 687,797 615,849 715,719 1,203,120 1,425,628 1,418,353
Cash at beginning of period 18,841,470 19,868,637 20,447,617 18,969,901 19,434,066 19,992,775 20,657,845 21,345,642 21,961,492 22,677,211 23,880,331 25,305,959
Cash at end of period 19,868,637 20,447,617 18,969,901 19,434,066 19,992,775 20,657,845 21,345,642 21,961,492 22,677,211 23,880,331 25,305,959 26,724,312

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 119
Kaset Popeang Company

Cash Flow

Fifth year (Monthly based)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Operating Cash Flow
Net Income After Tax 802,179 460,161 560,215 589,595 639,579 539,038 411,264 496,477 780,363 986,887 1,164,782 944,638
Depreciation and amortization expense 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047 50,047
Change in Inventory 107,059 172,467 (290,790) (96,930) (55,610) 116,007 212,937 19,849 (330,565) (154,161) (57,232) 328,944
Change in Accrued Tax Expenses 267,393 81,205 (2,019,922) 104,046 112,867 95,124 72,576 87,614 260,121 328,962 388,261 314,879
Total Operating Cash Flow 1,226,679 763,879 (1,700,449) 646,758 746,882 800,216 746,824 653,987 759,965 1,211,735 1,545,858 1,638,508

Investing Cash Flow


Purchase in Fixed Assets 0 0 0 0 0 0 0 0 0 0 0 0
Total Investing Cash Flow 0 0 0 0 0 0 0 0 0 0 0 0

Financing Cash Flow


Proceed from Long-Term Borrowings 0 0 0 0 0 0 0 0 0 0 0 0
Repayment of debt principle (140,170) (141,572) (142,987) (144,417) (145,861) (147,320) (148,793) (150,281) (151,784) (153,302) (154,835) (156,383)
Total Financing Cash Flow (140,170) (141,572) (142,987) (144,417) (145,861) (147,320) (148,793) (150,281) (151,784) (153,302) (154,835) (156,383)
Net Increase (Decrease) in Cash 1,086,509 622,308 (1,843,437) 502,341 601,021 652,896 598,031 503,706 608,181 1,058,433 1,391,023 1,482,125
Cash at beginning of period 26,724,312 27,810,820 28,433,128 26,589,691 27,092,032 27,693,053 28,345,950 28,943,981 29,447,687 30,055,868 31,114,302 32,505,324
Cash at end of period 27,810,820 28,433,128 26,589,691 27,092,032 27,693,053 28,345,950 28,943,981 29,447,687 30,055,868 31,114,302 32,505,324 33,987,449

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 120
Kaset Popeang Company
Balance Sheet
First year (Monthly based)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ASSET
Curent Assets
Cash 732,687 652,069 672,357 743,581 1,015,504 1,282,943 1,626,965 1,904,478 2,360,336 3,173,674 4,274,500 5,432,714
Account Receivable 0 0 0 0 0 0 0 0 0 0 0 0
Inventory 123,250 177,342 272,138 340,159 382,001 409,318 300,593 395,389 625,685 787,960 828,122 800,806
Total Current Assets 855,938 829,411 944,495 1,083,740 1,397,505 1,692,261 1,927,558 2,299,866 2,986,021 3,961,634 5,102,623 6,233,519

Non Current Assets


Property and Equipment
Land & Building 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500
Machinery and Equipment 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401
Total Property and Equipment 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901
Less: Accumulated Depreciation 51,608 103,216 154,825 206,433 258,041 309,649 361,257 412,866 464,474 516,082 567,690 619,299
Total Non Current Assets 18,768,293 18,716,685 18,665,076 18,613,468 18,561,860 18,510,252 18,458,644 18,407,035 18,355,427 18,303,819 18,252,211 18,200,602
Total Assets 19,624,231 19,546,096 19,609,571 19,697,208 19,959,365 20,202,512 20,386,201 20,706,901 21,341,448 22,265,453 23,354,833 24,434,122

LIABILITY AND EQUITY

LIABILITY
Current Liability
Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0
Taxes Payable 0 1,451 24,276 50,858 103,753 153,931 195,328 257,415 366,719 621,492 917,847 1,211,918
Total Current Liabilities 0 1,451 24,276 50,858 103,753 153,931 195,328 257,415 366,719 621,492 917,847 1,211,918

Non Current Liability


Long-Term Liability
Long-Term Debt 19,913,058 19,825,247 19,736,557 19,646,981 19,556,509 19,465,132 19,372,842 19,279,628 19,185,482 19,090,395 18,994,357 18,897,359
Total Long-Term Liability 19,913,058 19,825,247 19,736,557 19,646,981 19,556,509 19,465,132 19,372,842 19,279,628 19,185,482 19,090,395 18,994,357 18,897,359
Total Liabilities 19,913,058 19,826,698 19,760,834 19,697,839 19,660,261 19,619,063 19,568,170 19,537,043 19,552,201 19,711,887 19,912,204 20,109,277

EQUITY
Retaines Earnings (288,827) (280,603) (151,262) (631) 299,103 583,449 818,032 1,169,858 1,789,247 2,553,566 3,442,629 4,324,845
Total Equity (288,827) (280,603) (151,262) (631) 299,103 583,449 818,032 1,169,858 1,789,247 2,553,566 3,442,629 4,324,845
Total Liabilities & Equity 19,624,231 19,546,096 19,609,571 19,697,208 19,959,365 20,202,512 20,386,201 20,706,901 21,341,448 22,265,453 23,354,833 24,434,122

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 121
Kaset Popeang Company
Balance Sheet
Second year (Monthly based)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ASSET
Curent Assets
Cash 6,595,755 7,091,759 6,076,763 6,472,189 6,954,764 7,482,469 7,962,390 8,359,570 8,848,433 9,732,260 10,907,805 12,155,370
Account Receivable 0 0 0 0 0 0 0 0 0 0 0 0
Inventory 442,001 290,715 545,793 630,819 679,600 577,840 391,053 373,641 663,611 798,840 849,043 560,496
Total Current Assets 7,037,756 7,382,473 6,622,556 7,103,009 7,634,364 8,060,308 8,353,443 8,733,212 9,512,044 10,531,100 11,756,848 12,715,866

Non Current Assets


Property and Equipment
Land & Building 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500
Machinery and Equipment 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401
Total Property and Equipment 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901
Less: Accumulated Depreciation 670,907 722,515 774,123 825,731 877,340 928,948 980,556 1,032,164 1,083,772 1,135,381 1,186,989 1,238,597
Total Non Current Assets 18,148,994 18,097,386 18,045,778 17,994,170 17,942,561 17,890,953 17,839,345 17,787,737 17,736,129 17,684,520 17,632,912 17,581,304
Total Assets 25,186,750 25,479,859 24,668,334 25,097,178 25,576,926 25,951,262 26,192,788 26,520,949 27,248,172 28,215,621 29,389,761 30,297,170

LIABILITY AND EQUITY

LIABILITY
Current Liability
Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0
Taxes Payable 1,339,508 1,398,316 261,448 340,915 428,169 499,764 551,592 616,572 741,568 1,010,217 1,330,806 1,584,984
Total Current Liabilities 1,339,508 1,398,316 261,448 340,915 428,169 499,764 551,592 616,572 741,568 1,010,217 1,330,806 1,584,984

Non Current Liability


Long-Term Liability
Long-Term Debt 18,799,391 18,700,443 18,600,505 18,499,569 18,397,622 18,294,657 18,190,661 18,085,626 17,979,540 17,872,394 17,764,176 17,654,876
Total Long-Term Liability 18,799,391 18,700,443 18,600,505 18,499,569 18,397,622 18,294,657 18,190,661 18,085,626 17,979,540 17,872,394 17,764,176 17,654,876
Total Liabilities 20,138,899 20,098,759 18,861,953 18,840,483 18,825,791 18,794,421 18,742,254 18,702,198 18,721,109 18,882,611 19,094,982 19,239,860

EQUITY
Retaines Earnings 5,047,851 5,381,100 5,806,381 6,256,695 6,751,135 7,156,841 7,450,535 7,818,751 8,527,064 9,333,010 10,294,778 11,057,311
Total Equity 5,047,851 5,381,100 5,806,381 6,256,695 6,751,135 7,156,841 7,450,535 7,818,751 8,527,064 9,333,010 10,294,778 11,057,311
Total Liabilities & Equity 25,186,750 25,479,859 24,668,334 25,097,178 25,576,926 25,951,262 26,192,788 26,520,949 27,248,172 28,215,621 29,389,761 30,297,170

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 122
Kaset Popeang Company
Balance Sheet
Third year (Monthly based)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ASSET
Curent Assets
Cash 13,114,969 13,654,259 12,294,225 12,727,855 13,252,687 13,825,031 14,346,972 14,782,034 15,313,412 16,259,554 17,512,028 18,841,470
Account Receivable 0 0 0 0 0 0 0 0 0 0 0 0
Inventory 464,101 305,250 573,083 662,360 713,580 606,732 410,606 392,323 696,792 838,782 891,496 588,521
Total Current Assets 13,579,071 13,959,509 12,867,308 13,390,215 13,966,268 14,431,763 14,757,578 15,174,358 16,010,204 17,098,336 18,403,524 19,429,991

Non Current Assets


Property and Equipment
Land & Building 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500
Machinery and Equipment 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401
Total Property and Equipment 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901
Less: Accumulated Depreciation 1,290,205 1,341,813 1,393,422 1,445,030 1,496,638 1,548,246 1,599,855 1,651,463 1,703,071 1,754,679 1,806,287 1,857,896
Total Non Current Assets 17,529,696 17,478,088 17,426,479 17,374,871 17,323,263 17,271,655 17,220,046 17,168,438 17,116,830 17,065,222 17,013,614 16,962,005
Total Assets 31,108,766 31,437,596 30,293,788 30,765,086 31,289,530 31,703,418 31,977,624 32,342,796 33,127,034 34,163,558 35,417,137 36,391,997

LIABILITY AND EQUITY

LIABILITY
Current Liability
Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0
Taxes Payable 1,723,282 1,789,331 287,415 375,171 471,069 550,556 609,264 681,794 817,360 1,106,675 1,450,556 1,725,061
Total Current Liabilities 1,723,282 1,789,331 287,415 375,171 471,069 550,556 609,264 681,794 817,360 1,106,675 1,450,556 1,725,061

Non Current Liability


Long-Term Liability
Long-Term Debt 17,544,483 17,432,986 17,320,374 17,206,635 17,091,760 16,975,736 16,858,551 16,740,195 16,620,655 16,499,919 16,377,977 16,254,814
Total Long-Term Liability 17,544,483 17,432,986 17,320,374 17,206,635 17,091,760 16,975,736 16,858,551 16,740,195 16,620,655 16,499,919 16,377,977 16,254,814
Total Liabilities 19,267,765 19,222,317 17,607,789 17,581,806 17,562,829 17,526,291 17,467,815 17,421,988 17,438,015 17,606,595 17,828,532 17,979,876

EQUITY
Retaines Earnings 11,841,001 12,215,280 12,685,998 13,183,280 13,726,702 14,177,126 14,509,809 14,920,808 15,689,019 16,556,964 17,588,605 18,412,121
Total Equity 11,841,001 12,215,280 12,685,998 13,183,280 13,726,702 14,177,126 14,509,809 14,920,808 15,689,019 16,556,964 17,588,605 18,412,121
Total Liabilities & Equity 31,108,766 31,437,596 30,293,788 30,765,086 31,289,530 31,703,418 31,977,624 32,342,796 33,127,034 34,163,558 35,417,137 36,391,997

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 123
Kaset Popeang Company
Balance Sheet
Fourth year (Monthly based)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ASSET
Curent Assets
Cash 19,868,637 20,447,617 18,969,901 19,434,066 19,992,775 20,657,845 21,345,642 21,961,492 22,677,211 23,880,331 25,305,959 26,724,312
Account Receivable 0 0 0 0 0 0 0 0 0 0 0 0
Inventory 481,781 316,879 594,915 687,593 740,764 648,086 462,729 443,750 759,817 925,457 943,698 610,941
Total Current Assets 20,350,419 20,764,496 19,564,816 20,121,659 20,733,540 21,305,931 21,808,371 22,405,242 23,437,028 24,805,788 26,249,657 27,335,252

Non Current Assets


Property and Equipment
Land & Building 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500
Machinery and Equipment 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401
Total Property and Equipment 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901
Less: Accumulated Depreciation 1,907,943 1,957,990 2,008,037 2,058,084 2,108,131 2,158,178 2,208,225 2,258,272 2,308,320 2,358,367 2,408,414 2,458,461
Total Non Current Assets 16,911,958 16,861,911 16,811,864 16,761,817 16,711,770 16,661,723 16,611,676 16,561,629 16,511,582 16,461,534 16,411,487 16,361,440
Total Assets 37,262,377 37,626,407 36,376,680 36,883,476 37,445,309 37,967,653 38,420,046 38,966,870 39,948,609 41,267,323 42,661,144 43,696,693

LIABILITY AND EQUITY

LIABILITY
Current Liability
Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0
Taxes Payable 1,874,277 1,947,727 313,000 408,244 511,936 609,898 697,564 799,593 1,078,703 1,442,393 1,825,201 2,118,783
Total Current Liabilities 1,874,277 1,947,727 313,000 408,244 511,936 609,898 697,564 799,593 1,078,703 1,442,393 1,825,201 2,118,783

Non Current Liability


Long-Term Liability
Long-Term Debt 16,130,421 16,004,783 15,877,889 15,749,726 15,620,281 15,489,542 15,357,496 15,224,129 15,089,428 14,953,381 14,815,973 14,677,190
Total Long-Term Liability 16,130,421 16,004,783 15,877,889 15,749,726 15,620,281 15,489,542 15,357,496 15,224,129 15,089,428 14,953,381 14,815,973 14,677,190
Total Liabilities 18,004,698 17,952,510 16,190,889 16,157,970 16,132,217 16,099,441 16,055,060 16,023,722 16,168,131 16,395,774 16,641,173 16,795,974

EQUITY
Retaines Earnings 19,257,679 19,673,896 20,185,791 20,725,506 21,313,092 21,868,213 22,364,986 22,943,148 23,780,478 24,871,549 26,019,971 26,900,719
Total Equity 19,257,679 19,673,896 20,185,791 20,725,506 21,313,092 21,868,213 22,364,986 22,943,148 23,780,478 24,871,549 26,019,971 26,900,719
Total Liabilities & Equity 37,262,377 37,626,407 36,376,680 36,883,476 37,445,309 37,967,653 38,420,046 38,966,870 39,948,609 41,267,323 42,661,144 43,696,693

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 124
Kaset Popeang Company
Balance Sheet
Fifth year (Monthly based)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ASSET
Curent Assets
Cash 27,810,820 28,433,128 26,589,691 27,092,032 27,693,053 28,345,950 28,943,981 29,447,687 30,055,868 31,114,302 32,505,324 33,987,449
Account Receivable 0 0 0 0 0 0 0 0 0 0 0 0
Inventory 503,881 331,415 622,204 719,134 774,744 658,737 445,800 425,951 756,517 910,678 967,909 638,966
Total Current Assets 28,314,702 28,764,543 27,211,896 27,811,166 28,467,798 29,004,687 29,389,781 29,873,638 30,812,385 32,024,979 33,473,234 34,626,415

Non Current Assets


Property and Equipment
Land & Building 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500 17,014,500
Machinery and Equipment 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401 1,805,401
Total Property and Equipment 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901 18,819,901
Less: Accumulated Depreciation 2,508,508 2,558,555 2,608,602 2,658,649 2,708,696 2,758,743 2,808,791 2,858,838 2,908,885 2,958,932 3,008,979 3,059,026
Total Non Current Assets 16,311,393 16,261,346 16,211,299 16,161,252 16,111,205 16,061,158 16,011,111 15,961,063 15,911,016 15,860,969 15,810,922 15,760,875
Total Assets 44,626,095 45,025,889 43,423,195 43,972,418 44,579,002 45,065,845 45,400,892 45,834,701 46,723,401 47,885,949 49,284,156 50,387,290

LIABILITY AND EQUITY

LIABILITY
Current Liability
Accounts Payable 0 0 0 0 0 0 0 0 0 0 0 0
Taxes Payable 2,386,176 2,467,381 447,459 551,506 664,372 759,497 832,073 919,686 1,179,807 1,508,770 1,897,030 2,211,909
Total Current Liabilities 2,386,176 2,467,381 447,459 551,506 664,372 759,497 832,073 919,686 1,179,807 1,508,770 1,897,030 2,211,909

Non Current Liability


Long-Term Liability
Long-Term Debt 14,537,020 14,395,449 14,252,461 14,108,044 13,962,183 13,814,862 13,666,069 13,515,788 13,364,004 13,210,702 13,055,867 12,899,484
Total Long-Term Liability 14,537,020 14,395,449 14,252,461 14,108,044 13,962,183 13,814,862 13,666,069 13,515,788 13,364,004 13,210,702 13,055,867 12,899,484
Total Liabilities 16,923,197 16,862,830 14,699,921 14,659,549 14,626,555 14,574,359 14,498,142 14,435,474 14,543,811 14,719,472 14,952,897 15,111,393

EQUITY
Retaines Earnings 27,702,898 28,163,059 28,723,274 29,312,869 29,952,447 30,491,485 30,902,750 31,399,227 32,179,590 33,166,477 34,331,258 35,275,896
Total Equity 27,702,898 28,163,059 28,723,274 29,312,869 29,952,447 30,491,485 30,902,750 31,399,227 32,179,590 33,166,477 34,331,258 35,275,896
Total Liabilities & Equity 44,626,095 45,025,889 43,423,195 43,972,418 44,579,002 45,065,845 45,400,892 45,834,701 46,723,401 47,885,949 49,284,156 50,387,290

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 125

5.4 Project Analysis


Payback Period

Payback Period = Cost of Project


Average Annual Income

= 20,000,000
7,055,179

= 2.83 Year

As we can see above, payback period of Kaset Popeang is 2.83 years. It means that
Kaset Popeang will get money back from investment, which use two years and ten months. It
is good signal on comparing with the cost of investment that company invests.

IRR

IRR = 20%

As the ratio shows above, internal rate of return is 20% that means how high interest
rates would have to go in order to "wipe out" the value of this investment. This case, our
company could bear in order to raise interest rate up to 20%.

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 126

NPV

Investment Cost & Net Income


Invesment -20,000,000

1st 5,432,714
2nd 6,722,657
3rd 6,686,100
4th 7,882,841
5th 7,263,137

NPV = 4,099,919

This project has positive net present value that means our company will likely gain
money or create benefit. Therefore, this project is accepted.

Return on asset

Return on Assets = Net Profit


Average on Assets

= 7,055,179
34,446,137

= 20%

The rate on assets of our company is 20%, this indicate means what earnings are
generated from invested capital. Hence, our company could generate profit 20% from
invested capital in which use less investment.

Project Feasibility Study of Kaset Popeang Company


Chapter 5: Financial Analysis 127

5.5 Conclusion
In this chapter, the three financial statements use monthly based. First of all, the
Income statement show that the revenue and cost. The cost of goods sold of our company is
quite high, it is approximately 85% of total sales. Our operation cost is not high in which is
2% of total sales. In addition, the net profit after interest and tax could calculate 6% from
total sales. Therefore, our company gains profit around 4,522,746 baht at the first year and
then the net profit has increased every year.

The Cash flow statement shows the cash in hand that company has in order to operate,
cash at beginning of period is 1,914,187 baht. This cash is deducted from operating,
investing, and financing already. Moreover, our company has 5,662,891 baht at the ending of
first year. The cash in hand has been increasing every year until the fifth year, and then our
company has 7,146,017 baht.

The Balance sheet statement also descripts proportion of money that company has,
our company has long-term debt 20,000,000 baht and most of them are invested to non-
current assets.

Project Analysis shows the data that when is payback period of our company, the net
present value, and Internal rate of return. The first is payback period in which is 2.83, it
means the company will cover the cost of investment around three years and four months.
The net present value is 4,099,919 baht. Moreover, the internal rate of return is 20%. It is
higher than discount rate and its ROA is 20% which means company is earning more money
on less investment. Therefore, this project is interesting for investor for doing this business.

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 128

Chapter 6: Risk Management

Chapter 6:
Risk Management

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Risk Management

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 129

6.1 Risk Management


Agricultural is the main occupancy for Thailand, but it is one of the businesses that
can be affected by many factors. Selling agricultural equipments and supplies therefore has a
good rate of demand, but as agriculture can be unstable sometimes, the demand for
agricultural equipments and supplies will be changed in some situations. For examples,
drought, flood, or a decrease in agricultural products will discourage agriculturists to make
cultivation, and will directly decrease the demand for equipments and supplies.

Therefore, in order to counter with uncertain situations that might affect to the
company, it is necessary to have risk management. This process can reduce the loss of profits
for the company. Followings are risk management plans for Kaset Popeang Shop;

There are nine risks consist of; risk from bad climate, risk from competitors, risk from
the substitute products, risk from price decrease on agricultural products, risk from new
technology, risk from employee error, risk from theft, risk from fire and risk from supplier

Figure 29: Risk Management Model

Risk Management Actions


Impact I II III

Price decrease
Significant
3 Fire on agriculture Competitors
products

IV V VI

Substitute
Moderate
2 products, Bad climate Supplier
Theft

VII VIII IX

New
Minor technology,
1 Employee
error

Low Medium High


1 2 3
Likelihood

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 130

According to Treasury Board of Canada Secretariat in this model, one can assess
where a particular risk falls in terms of likelihood and impact and establish the organizational
strategy and response to manage the risk.

1:1 is risk that our company can accept.

1:2 is risk that our company can accept but our company should to monitor risks.

2:1 is risk that our company may be worth accepting with monitoring.

1:3 is risk that our company requires to considerable management.

2:2 is risk that our company should to management effort worthwhile.

3:1 is risk that our company should to manage and monitor risks.

2:3 is risk that our company must manage and monitor risks.

3:2 is risk that our company requires management effort.

3:3 is risk that our company extremely management essential.

In developing methods to provide guidance on risk management, the different levels


of readiness and experience in a department, as well as variations in available resources need
to be recognized. Therefore, methods need to be flexible and simple using clear language to
ensure open channels of communication.

Risk from competitors

It is possible that new competitors will enter the market in the same area, or the
current competitor will provide new promotions or expand their business, these situations
will effect to the market share of the shop

In order to remain the shop’s market share in these situations, the shop will emphasis
more on promotions and advertisements, to attract customers away from other competitors.
The shop will also remain and promote the good service and the fully equipped concept, to
strengthen the differentiation from other competitors. These actions will help to keep the
shop’s market share from being taken by competitors.

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 131

Risk from supplier

In retail business have risk from suppliers such as lack of products and low quality of
products or send goods with wrong order. The risk has more effect with store like lack of
inventory, lost credit of our company, and income decrease.

Therefore, the way to prevent this risk is find and contact more suppliers for distributed risk.
If one of supplier cannot support goods to our company, the company will contact with
another supplier.

Risk from price decrease on agricultural product

The price of agricultural products can be unstable, due to the country’s economy, and
the government’s policies. Agriculturists will change the kind of their cultivation due to the
change in the price, quit growing products with low price and turn to products with higher
price.

Therefore, the shop will decrease the inventory for those products which the price is
decreased, and increase the inventory for products with increased price. In order to do this,
the shop’s manager will have to follow the news of the agriculture industry closely.

Risk from bad climate

In agriculture industry, climate plays a critical role of how the cultivation will become
in the year. If there is few rain falls, and not enough water for cultivation, it will be difficult
for agriculturists to cultivate. In contrast, with excessive rain falls and too much water will
also be a problem for cultivating.

The plan to counter bad climate situation is to adjust the shop’s inventory and
stocking. In a year with drought problem, the shop will stock more to water system
equipments, such as water pump and water pipe, because water system will be more
necessary to the drought season. Other equipments and supplies will be reduced from the
shop’s inventory, as the number of cultivation and demand are lower with drought, and to
spare the space for the water system equipments. As for excessive water period, many
agriculturists will have to change their cultivation to plants which will survive in excessive

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 132

water, such as sugar cane. The shop will stock more equipments and supplies for those kinds
of plants, and will reduce the inventory for plants which cannot be cultivated in excessive
water period.

Risk from fire

This risk has opportunity from careless of company and deteriorates of equipments or
electrical equipment. If this risk happens, it has more effect to lose asset and life.

However, our company will prevent fire risk by purchase fire insurance for decrease
lose of asset and increase confident. Moreover, our company will check electrical equipment
every 3 years, train employees carefully and not allow employees to smoke.

Risk from the substitute products

In the agricultural products have substitute products like fertilizer, it’s making from
natural and consumers can make by themselves. The substitutes have effect to decrease
quantity of sale. In addition natural fertilizer not effect to nature and it help to save the
ground.

However, the nature fertilizer still to making for long time to using, and trend to use
nature fertilizer is very low when comparing with fertilizer. Moreover if trend of nature
fertilizer is high, our store will increase promotion and advertising beside the expert
suggestion how to use fertilizer for suitable with cultivate area and the advantage then it can
help to increase quantity of sale and decrease the effect from the substitute products.

Risk from theft

Even though Chiang Rai is not an area with high level of theft problem, if burglary
happens it will cause damage to the inventory and to the profits of the company.

Therefore to prevent the damage that might happen, the shop buys an insurance which
cover the damage of burglary. With the insurance, the shop can be sure to prevent any loss

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 133

from theft, along with other accidents that might happen, including fire, hurricane, flood, and
all other disasters.

Risk from employee error

As for all businesses that focus on service concept, employees are a critical factor that
can affect a business greatly. If a salesperson ignores the customers, or if an advisory expert
is impolite to the customers, it will cause negative effects on the image of the company
greatly.

Therefore, in order to prevent these risks, the shop will select people with a good
service mind nature, and will train them continuously to give good service to customers. The
manager will monitor the employees’ performance closely to prevent the error.

Risk from new technology

Agricultural technology can be developed over time, newly developed equipments


and chemicals might replace the older ones. If the shop stock in the inventory many items
which are being replaced by new ones, old items might become out of date and become more
difficult to be sold.

The shop will have to follow the information and news on agricultural technology
development, to always be aware whenever there is new technology item developed.
However, there will be some agriculturists who will prefer to use equipments which they are
familiar with, so the shop will have to organize the inventory for all equipments in
appropriate proportion.

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 134

6.2 Financial Risk Analysis

Worst Case
Normal Case Increasing Increasing Increasing
Cost 1% Cost 2% Cost 3%
Payback Period 2.83 2.97 3.21 3.49
IRR 20% 15% 12% 8%

Worst Case
Normal Case Decreasing Decreasing Decreasing
Sale 5% Sale 10% Sale 15%
Payback Period 2.83 2.94 3.14 3.35
IRR 20% 16% 13% 10%

Worst Case
Increasing Increasing Increasing
Normal Case
Interest to Interest to Interest to
15% 18% 21%
Payback Period 2.83 2.93 3.12 3.48
IRR 20% 17% 15% 13%

As the table above, if cost of product has increased to 1%, 2%, and 3%, net income
does not decrease as much. On the another case, if Sale has decreased to 5%, 10%, and 15%,
the payback period does not change as much and the last case is increasing of interest will
affect to our company by getting increasing of payback period. However, our company has a
plan to bear those risk such as if cost of product increased, our company also will increase on
price of product following cost. Then, if sale decreased, our company will reduce the
inventory in order to decrease expense and increase cash flow of company. Next, if interest
increased, the new promotion will be added for increasing sale.

Finally, financial risk management is analyzed in order to suppose the situation that
might be occur in the future and how do company effect with that risk. Actually, the data is
quite from the real situation.

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 135

6.3 Conclusion
There are many factors that can affect agricultural industry. However, there are
solutions to prevent or solve those situations. There are nine risks consist of; risk from bad
climate, risk from competitors, risk from the substitute products, risk from the substitute
products, risk from price decrease on agricultural products, risk from new technology, risk
from employee error, risk from theft, and risk from supplier.

In situation of bad climate, is a risk in the level that our company should give
management effort; the shop can adjust the inventory according to the cultivation pattern of
the given climate. If the climate is dry the shop will increase inventory for water supply. In
contrast, if there is too much water, the shop will increase supply for cultivating plants in
watery climate.

Situation given there is higher competition in the market, is risk that our company
needs extremely management essential. The shop will emphasis more on promotions and
advertisements and remains and promotes the good service and the variety of goods concept,
to differentiate from other competitors.

In case suppliers become unreliable, as lack of products and low quality of products
or send goods with wrong order, is risk that our company must manage and monitor risks.
The shop will prevent this risk is find and contact more suppliers to decrease the risk.

In case of fire and other natural disasters, is risk that our company should to manage
and monitor risks. Our company will prevent fire risk by purchase fire insurance for decrease
lose of asset and check electrical equipment every 3 years, train employees carefully and not
allow employees to smoke.

Risk of substitute products, is risk that our company may be worth accepting with
monitoring. Our store will increase promotion and advertising, and also emphasis the expert
suggestions and advantages of the shop’s goods over substitute products.

Threats from theft and burglary, is risk that our company may be worth accepting
with monitoring. The shop buys insurance which covers theft and burglary. Even though this
happens, the shop will be paid to cover the amount of the loss.

Project Feasibility Study of Kaset Popeang Company


Chapter 6: Risk Management 136

Employee error is risk that our company can accept. The shop will select people
carefully, and will train them continuously. The manager will monitor the employees’
performance closely.

New technology and innovations, is risk that our company can accept. The shop will
follow the information and trends on agricultural technology development. Then the shop can
adjust the inventory for all equipments in appropriate proportion.

The financial risk management tell that if there is some occurring situation in the
future in which is not good case, how do our company bear this risk and what effect do
company get from those risk.

Project Feasibility Study of Kaset Popeang Company


Chapter 7: Summary 137

Chapter 7: Summary

Chapter 7:
Summary

IN THIS CHAPTER, THE


REPORT WILL ADDRESS THE
FOLLOWING POINTS:

1. Summary of The Project

Project Feasibility Study of Kaset Popeang Company


Chapter 7: Summary 138

Summary
From this project feasibility, we have found that the growth rate of agricultural
business is growing with an increasing rate. This project is practical as the number and
information have shown opportunities in this business. The market of agricultural industry is
large, with large demand; the current existing competitors’ supply is still not enough to
satisfy all demand of the market. Moreover, agriculture is considered a business with high
competitive strength, as agricultural products are necessary to both domestic and international
market. According from the field study in Mae Chan, with the research and information that
have been gathered and studied, supported by the current market situation, economic and
social condition of Chiang Rai, it is an agricultural province which most citizen are living as
agriculturists. These make agricultural industry still have high growth rate in this area, and
tend to have a better agricultural trend in the future.

In sale forecast, our company forecast the revenue and expense from number of
agriculturist in targeting market and area of cultivate. Our sale is related with seasoning of
crop. Moreover, as our company is new entry, the customers do not know us as well.
Therefore, marketing communication mixed is used in order to attract customers that make
them to know and recognize our company such as radio, sale promotion, event and gift.

We forecast sale estimate in five years, the accumulate sale is approximate


20,000,000 baht in five years. We think first two years our product could not sale as much as
our expected, but after two years, our sale has been increasing higher. We would not give
credit to customers because the risk is high to sell by credit.

The products of the company are fertilizer, insecticide, seed, equipments and parts.
The agriculture equipments, fertilizers, seed, and insecticides in Chiang Rai have many
brands and the company cannot produce by our selves, so our products come from suppliers.
About services, There are three kinds of service processes: General Services, Call center
services and after sale services. Our company give information to our customer about their
problem and the company will advice how to solve it or how to use equipment by advice all
of our customers with good condition to keep relationship.

Employee is important part of company; they are main point to force our company in
order to achieve a goal. The positions for employees consist of top managers, customer
assistants, housekeepers, agriculture experts, transportation manager, repairers and

Project Feasibility Study of Kaset Popeang Company


Chapter 7: Summary 139

accountant. The company sets standard and select people with sufficient skills and quality to
become employees, to execute the expected performance for the company.

There are many factors that can affect agricultural industry. There are nine risks
consist of; risk from bad climate, risk from competitors, risk from the substitute products, risk
from the substitute products, risk from price decrease on agricultural products, risk from new
technology, risk from employee error, risk from theft, and risk from supplier. However, there
are solutions to prevent or solve those situations, as stated in risk management chapter.

According to the number being referred from this project study, we can see that the
number in agricultural industry business is high, because of the landscape factors along with
the climate that is supporting agricultural activities. Furthermore, the current economic and
social situations have driven people to become agriculturists more, as the demand for
agricultural products and the price have been increasing from recent years. From the studied
and analyzed information in this project, it is perceivable that this business can generate a
high return, with a continuously growing rate. It is a business in which can be the answer for
investor

Project Feasibility Study of Kaset Popeang Company


Bibliography 140

Bibliography
Agriculture information center (2009) n.d. Retrieved January 8th, 2010 from

web.chiangrai.net/~crmoac/LinkData/17_1.doc

Agriculture information center (2009) n.d. Retrieved January 8th, 2010 from

web.chiangrai.net/~crmoac/LinkData/17_2.doc

Agriculture Technology Department of Mae Chan (2009) n.d. Retrieved January 5th, 2010
from
http://agtech.doae.go.th/database_overall/database_overall.php?zone_code=2&prov_code=57
&code_amph=5707&level=4&key=57070100

AVaccount (2010) n.d. Retrieved January 12th, 2010 from

http://www.avaccount.com/setup_company.php

Bangkok Bank (2010) n.d. Retrieved January 18th, 2010 from

http://www.bangkokbank.com/Bangkok%20Bank%20Thai/Web%20Services/Calculators/Pa
ges/Loan%20Calculator.aspx

Bloggang.com (2009) n.d. Retrieved January 15th, 2010 from

http://www.bloggang.com/viewdiary.php?id=loykratong&month=07-
2009&date=11&group=4&gblog=212

Buffalo Bow Fertilizer (2009) n.d. Retrieved January 12nd, 2010 from

http://www.buffalobow.com/instruction.html

Buysbuy (2009) n.d. Retrieved January 11th, 2010

http://www.buysbuy.net/template/a02/showproduct.php?pid=14141878&shopid=8525

Chiang Rai Agriculture Situation (2008) n.d. Retrieved January 8th, 2010 from

web.chiangrai.net/~crmoac/LinkData/5_1_6.doc

Chiang Rai Economic&Fiscal Report (2009) n.d. Retrieved January 7th, 2010 from

Project Feasibility Study of Kaset Popeang Company


Bibliography 141

klang.cgd.go.th/cri/CFO/data/econemy/2552/7.%20Apr%202552.pdf

Chiang Rai Economic situation (2007) n.d. Retrieved January 7th, 2010 from

web.chiangrai.net/~crmoac/LinkData/13_1_1.doc

Colourart Graphic Design (2010) n.d. Retrieved January 20th, 2010 from

http://www.colourart2001.com/index.php?lay=show&ac=article&Id=280048&Ntype=5

Department of Agriculture Extension (2009) n.d. Retrieved December 25th, 2009 from

http://www.doae.go.th/IndexHome.asp

Exteen blog.com (2009) n.d. Retrieved December 7th, 2010 from

http://shuu.exteen.com/20090624/entry

Government office of Bankang (2006) n.d. Retrieved January 23 nd, 2010 from

http://www.bankang.go.th/_main_bankang/tax_building.html

Infinity office (2010) n.d. Retrieved January 11th, 2010 from

http://www.infinity-office.com/product.detail_383938_th_304331

Kanok product (2009) n.d. Retrieved January 8th, 2010 from

http://www.kanokproduct.com/index.php?cid=3850&pid=0&type=product

Kasetvirul (2010) n.d. Retrieved January 16th, 2010 from

http://www.kasetvirul.com/index.php?lay=show&ac=article&Id=538711258

Kasikorn Research Center (2010) n.d. Retrieved January 6th, 2010 from

http://www.kasikornresearch.com/TH/K-Econ%20Analysis/Pages/Search.aspx

Kasikorn Research Center (2010) n.d. Retrieved January 6th, 2010 from

http://www.kasikornresearch.com/TH/K-
Econ%20Analysis/Pages/ViewSummary.aspx?docid=24422

Local rice center (2009) n.d. Retrieved January 8th, 2010 from

Project Feasibility Study of Kaset Popeang Company


Bibliography 142

kkn-rsc.ricethailand.go.th/soonkhow/files/52-03-exam.ppt

Metropolitan Electricity Authority (2005) n.d. Retrieved January 15th, 2010 from

www.mea.or.th/internet/neweng/ElectricRate.pdf

Municipality of Mae Chan (2005) n.d. Retrieved December 2 nd, 2009 from

http://www.maechan.go.th/aboutus.php

NEPO (2009) n.d. Retrieved January 15th, 2010 from

http://www.eppo.go.th/power/pw-Rate-PEA.html

NSB Office (2009) n.d. Retrieved January 11th, 2010 from

http://www.nsboffice.com/productdetail-gid-807.aspx

NSB Office (2009) n.d. Retrieved January 11th, 2010 from

http://www.nsboffice.com/productdetail-gid-808.aspx

Office of Chiang Rai Agriculture (2009) n.d. Retrieved January 5 th, 2010 from

http://www.chiangrai.doae.go.th/

Pcs Pros Co.,Ltd (2009) n.d. Retrieved January 18th, 2010 from

http://www.gakanano.com/testfarm230309_2.php

Provincial Water Authority (2009) n.d. Retrieved January 15th, 2010 from

http://www.pwa.co.th/index.html

Siamwish Engineering (2008) n.d. Retrieved January 11th, 2010

http://www.siamwish.com/thai/?ProductDetails&ProID=1065&ProCode=

Somapa information technology (2007) n.d. Retrieved January 8th, 2010 from

www.industry.go.th/DocLib13

Sripiboon electric (2010) n.d. Retrieved January 11th, 2010 from

http://www.sripiboon.com/product.detail_96660_th_570428

Project Feasibility Study of Kaset Popeang Company


Bibliography 143

Thaisecondhand.com (2007) n.d. Retrieved January 11th, 2010 from

http://www.thaisecondhand.com/_board/oa/data/OA5797624.html

Treasury Board of Canada Secretariat (2001) n.d. Retrieved January 29 th, 2010

http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?section=text&id=12254

Unicorn Furniture (2010) n.d. Retrieved January 11th, 2010 from

http://www.unicornfurniture.com/product.detail_308687_th_1376306

VegetWeb.com (2009) n.d. Retrieved December 23th, 2010

http://www.vegetweb.com

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 144

Appendix A: Survey Data

Appendix A: Survey Data

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 145

แบบสั มภาษณ์ ถึงพฤติกรรมการเลือกใช้ บริการร้ านค้าของเกษตรกร

แบบสัมภาษณ์นีใ้ ช้ สัมภาษณ์ผ้ปู ระกอบการร้ านค้าเกษตร โดยมีวตั ถุประสงค์เพือ่ ศึกษาพฤติกรรมการ

เลือกใช้ บริการร้ านค้าเกษตร ของเกษตรกรที่ใช้ บริการอยู่

ชื่อผูส้ มั ภาษณ์

ชื่อผูถ้ กู สัมภาษณ์ คุณ นิภาพร นําเกียรติสกุล เวลาสัมภาษณ์ 13.30 ถึง 15.00

สถานที่สมั ภาษณ์ ร้าน ไทยดํารงค์ หมายเลขโทรศัพท์ติดต่อ 053- 775041

คําถามแบ่งออกเป็ น 4 ตอน ดังนี้

1. ข้ อมูลทั่วไปของร้ านค้าเกษตร

1.1 ดําเนินการทางธุรกิจมาแล้วกี่ปี เริ่ มต้นธุรกิจอย่างไรและ เพราะอะไร

20 ปี เริ่ มต้นธุรกิจเกษตรด้วยตัวเองด้วยเริ่ มทําจากธุรกิจขนาดเล็กแล้วค่อยขยายกิจการด้วย

เริ่ มต้นธุรกิจด้วยไม่มีความรู้เกี่ยวกับธุรกิจด้วยศึกษาข้อมูลผ่านทางลูกค้าที่มาซื้อสินค้าและได้

เล็งเห็นว่าธุรกิจนี้สามารถเติบโตได้ในอนาคตเพื่อรอบรับตลาดโดยการขยายธุรกิจให้มีขนาดที่

ใหญ่ข้ ึนเพื่อรองรับตลาดที่มีการขยายตัวเพิ่มขึ้น สาเหตุที่เลือกทําธุรกิจนี้เพราะธุรกิจนี้สามารถ

เก็บสินค้าได้เป็ นระยะเวลานานและมีกาํ ไรต่อหน่วยค่อนข้างสูง ด้วยสินค้าบ้างตัวมีการหมุน

ค่อนข้างไว แต่ธุรกิจนี้ให้ตน้ ทุนในการดําเนินธุรกิจสูง และเป็ นปัจจัยให้ค่แู ข่งรายใหม่เข้าสู่

ตลาดค่อนข้างลําบาก

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 146

1.2 ขายสินค้ากี่ประเภทและมีอะไรบ้าง ยีห่ อ้ อะไร (อัตราส่วนคร่ าวๆ ) สินค้าแต่ละอย่าง อันไหน

ขายดี อันไหนขายไม่ดี

สินค้าที่ขายดีจะเป็ นพวก เครื่ องพ่นยา, เครื่ องพ่นปุ๋ ย Z-767 ยีห่ อ้ Trico, เครื่ องตัดหญ้า,

เครื่ องสูบนํ้า, ท่อส่งนํ้า, ปั้มนํ้า, ท่อพญานาค, และ อุปกรณ์รวมถึงอะไหล่ สินค้าที่ระหว่างช่วง

ทําการเกษตรจะเป็ นพวก เครื่ องสูบนํ้า , ท่อส่งนํ้า, ท่อพญานาค, ส่วนช่วงหลังเก็บเกี่ยวจะเป็ น

สินค้า เครื่ องตัดหญ้า, เครื่ องพ่นยา ส่วนสินค้าพวกอะไหล่สามรถขายได้เรื่ อยๆตลอดทั้งปี

1.3 รับสินค้ามาจากที่ไหน อย่างไร

 ในทางด้านการเกษตรมีผจู้ ดั หาสิ่งของให้กี่ที่

ทางร้านได้ซ้ือสินค้าจากบริ ษทั กรุ งเทพโดยติดต่อผ่านเซลแมนของแต่ละภาค

เพราะจะซื้อสินค้าได้ในราคาที่ถกู กว่าการซื้อสินค้าจากที่เชียงราย

1.4 คู่แข่งของท่านเป็ นอย่างไร

 อะไรที่ทาํ ให้เราชนะคู่แข่ง หรื อคู่แข่งไหนน่ากลัว เพราะอะไร

จุดแข็งของทางร้านคือ มีสินค้าครบตามที่ลกู ค้าต้องการ และราคาที่เหมาะสมกับ

สินค้า สถานที่ง่ายต่อการมองเห็นและสะดวกโดยมีที่จอดรถที่กว้างและง่ายต่อการจอด

คู่แข่งที่น่ากลัวคือ ร้านที่มีกาํ ลังซื้อสินค้ามากทําให้สามารถขายสินค้าได้ในราคาที่ถกู

กว่า ความครบครันของสินค้าก็เป็ นสิ่งจําเป็ นในการดําเนินธุรกิจ

 คู่แข่งรับสินค้ามาจากที่ไหน

บริ ษทั กรุ งเทพโดยผ่านเซลแมนและร้านค้าจากเชียงรย

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 147

1.5 ลูกค้าที่มาใช้บริ การร้านท่านปัจจุบนั เป็ นอย่างไร แล้วในอนาคตท่านคิดว่าจะมีการเปลี่ยนแปลง

ไปอย่างไร

 กลุ่มลูกค้า เชียงแสน แม่สาย กลุ่มค้าหลักคือกลุ่มชาวนา โดยอนาคตคาดว่าอาจจะมี

กลุ่มลูกค้าที่เพิ่มขึ้น เพราะปัจจัยทางด้านราคาสินค้าการเกษตร เช่น ข้าว มีราคาที่สูงทํา

ให้ประชากรหันมาทํานา มากขึ้น ทําให้สินค้าการเกษตรสามารถเติบโตได้ในอนาคต

1.6 ด้านตลาดเกี่ยวกับขายสินค้าเกษตรเป็ นอย่างไรในปัจจุบนั และจะเป็ นอย่างไรในอนาคต

ในปี นี้สินค้าเกษตรพวกอุปกรณ์มียอดขายเพิ่มขึ้นกว่าปี ที่ผา่ นมา และอนาคตถ้า

ราคาสินค้าเกษตรมีราคาที่สูง อุปกรณ์ทางเกษตรน่าจะมียอดขายที่เพิ่มขึ้นตามความ

ต้องการของตลาด สินค้าเกษตรโดยรวมแล้วจะมีราคาไม่ค่อยเปลี่ยนแปลงสักเท่าไร จะมี

บ้างตัวที่มีการเปลี่ยนแปลงมาก

2. ลักษณะและพฤติกรรมของเกษตรกรที่ใช้ บริการร้ านค้าเกษตร

2.1 กลุ่มลูกค้าที่มาใช้บริ การเป็ นใครบ้าง และประกอบอาชีพอะไร

ชาวไร่ ชาวสวน และอาจจะมีกลุ่มเพาะปลูกพืชภายในครอบครัว

 หากเป็ นเกษตรกร เกษตรกรเพาะปลูกพืชชนิดไหน

ข้าว ยางพารา ข้าวโพด

 เกษตรกรเป็ นคนพื้นที่ไหนและเพาะปลูกอยูท่ ี่ใด

ส่วนมากจะอยูเ่ ชียงแสนหรื อและมีแม่สายบ้างส่วน โดยรวมแล้วมีการทํานาเ ป็ น

ส่วนใหญ่และทําสวนยางพารา

2.2 ลักษณะพฤติกรรมการซื้อสินค้าในแต่ล่ะช่วงการเพาะปลูกเป็ นอย่างไร (มากน้อยแค่ไหน)

 ซื้ออะไรบ้างแล้วเป็ นช่วงเวลาการเพาะปลูกช่วงไหน

ช่วงเก็บเกี่ยวจะซื้อสินค้าประเภท กระสอบ ผ้าเต้น ผ้าฟาง สายพาน นํ้ามันเครื่ อง

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 148

 ซื้อไปทําอะไร

กระสอบซื้อไปเพื่อใส่ขา้ วที่เกี่ยวเสร็ จแล้วและพร้อมที่จะส่งไปโรงสีขา้ ว ผ้าเต้น

ซื้อไปเพื่อตากข้าวให้แห้ง ส่วนสายพานจะเป็ นพวกรถเกี่ยวข้าว

2.3 เกษตรกรรู้จกั ร้านท่านได้อย่างไร เพราะอะไร (ขาประจํา/ขาจร)

ปากต่อปากเพราะลูกค้าจะบอกกันปากต่อปาก หรื อเห็นได้จากทางผ่านร้านค้า เพราะร้ าน

เรามีลกั ษณะที่ง่ายต่อการมองเห็น

 มีลกู ค้ารายใหม่ ๆ มาบ้างไหม และทําไมถึงมาใช้บริ การ

จะมีลกู ค้าใหม่ๆมาเรื่ อยเพราะกลุ่มลูกค้ามีการบอกปากต่อปากและมีสินค้าที่ครบ

กว่าร้านอื่นๆ และราคาเหมาะสม รวมถึงมีการให้คาํ แนะนําลูกค้าเกี่ยวกับการใช้สินค้า

และมีบริ การติดตั้งรวมถึงการซ่อมสินค้า

3. กลยุทธ์ การตลาดของร้ านเกษตรกร

3.1 ด้านสินค้าและบริ การ

มีสินค้าบริ การที่ครบครัน และมีปริ มาณตามที่ลกู ค้าต้องการ เช่นถ้าลูกค้าต้องการสินค้า

ปริ มาณเยอะทางร้านจะมีสินค้าที่มีปริ มาณที่เพียงพอต่อความต้องการของลูกค้า ส่วนทางด้าน

บริ การเราเน้นความเป็ นมิตรกับลูกค้าโดยลูกค้าสามารถมาปรึ กษาวิธีการใช้สินค้าอย่างถูกต้อง

ทางร้านจะค่อยแนะนําสินค้าที่เหมาะสมกับการใช้งาน และมีบริ การส่งสินค้าและติดตั้งสินค้า

ถึงบ้านรวมถึงการซ่อมสินค้าด้วย

3.2 ด้านราคา

สิ่งจําเป็ นต่อการดําเนินธุรกิจนี้เพราะส่วนใหญ่กลุ่มลูกค้าจะไม่มีความยืดยุน่ ทาง ดังนั้นทาง

ร้านจึงเน้นกลยุทธ์ดา้ นราคาด้วยเน้นราคาสินค้าต้องตํ่ากว่าหรื อเท่าคู่แข่งในตลาด

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 149

3.3 ด้านสถานที่

ต้องสะดวกต่อการมาซื้อสินค้า โดยมีสถานที่จอดรถสะดวกและอยูใ่ กล้ชุมชนเพื่อลูกค้าจะ

ได้ง่ายต่อการเดินทางรวมถึงการส่งสินค้า

3.4 ด้านการส่งเสริ มการขาย

มีการแจกของสมมนาคุณต่างๆ ตามเทศกาล เช่นปี ใหม่ เพื่อสร้างความประทับใจและดึงดูด

ลูกค้ารายใหมา

4. ปัยจัยที่เป็ นผลกระทบต่อร้ านค้ารวมไปถึงลูกค้า และแนวทางการแก้ไขปรับปรุง

4.1 อะไรที่เป็ นปัญหาสําหรับการขายสินค้าเกี่ยวกับเกษตรของท่านบ้าง

ปัญหาที่เกิดจากการขายสินค้าเกษตรจะมีพวกสินค้ามีปัญหาหรื อชํารุ ดต้องเปลี่ยนสินค้าตัว

ใหม่ทาํ ให้เกิดค่าใช้จ่ายในเรื่ องค่าขนส่ง สินค้าบ้างชิ้นค้างสต๊อกนาน ทําให้เป็ นของเสีย และ

สินค้าชํารุ ดไม่สามารถส่งคืนได้เพราะเซล์แมนมาครั้งเดี่ยวแล้วก็หายไป

4.2 ทางร้านมีแนวทางอย่างไรในการแก้ไขปัญหาเหล่านั้น

ถ้าสินค้าตัวไหนมีปัญหาเล็กๆน้อยทางร้านก็จะแก้ไขเบื้องต้นเพื่อลดต้นทุนในเรื่ องการ

ขนส่งเพิ่มขึ้น ต้องดูว่าเซลแมนคนนี้มาร้านบ่อยแค่ไหนและมีความไว้ว่างใจได้มากน้อยแค่

ไหน

4.3 อยากให้รัฐบาล หรื อหน่วยงานอื่นๆ ช่วยเหลืออย่างไร

อยากให้รัฐบาลเข้ามาช่วยประกันราคาสินค้าเกษตร เพื่อใ ห้เกษตรกรยังสามารถทํา

การเกษตรได้ต่อไปด้วยไม่ขาดทุนจากการทําการเกษตร ถ้าเกษตรกรอยูไ่ ด้ร้านค้าก็อยูไ่ ด้แต่ถา้


เกษตรกรอยูไ่ ม่ได้ ร้านค้าก็ไม่สามรถอยูไ่ ด้เช่นกัน

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 150

แบบสั มภาษณ์ ถึงพฤติกรรมการเลือกใช้ บริการร้ านค้าของเกษตรกร

แบบสัมภาษณ์นใี้ ช้ สัมภาษณ์ผ้ปู ระกอบการร้ านค้าเกษตร โดยมีวตั ถุประสงค์เพือ่ ศึกษาพฤติกรรมการ

เลือกใช้ บริการร้ านค้าเกษตร ของเกษตรกรที่ใช้ บริการอยู่

ชื่อผูส้ ัมภาษณ์

ชื่อผูถ้ ูกสัมภาษณ์ นาย จรัญ เล้าตระกูล เวลาสัมภาษณ์ 10:00 ถึง 10:30

สถานที่สัมภาษณ์ ร้ าน จันทร์ เจริ ญ หมายเลขโทรศัพท์ติดต่อ

คําถามแบ่งออกเป็ น 4 ตอน ดังนี้

1. ข้ อมูลทั่วไปของร้ านค้ าเกษตร

1.1 ดําเนินการทางธุ รกิจมาแล้วกี่ปี เริ่ มต้นธุ รกิจอย่างไรและ เพราะอะไร

ทํามาประมาณ 15 ปี เป็ นธุ รกิจที่สืบต่อมาจาก พ่อและแม่ รวมประมาณ 40 กว่าปี

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 151

1.2 ขายสิ นค้ากี่ประเภทและมีอะไรบ้าง ยี่หอ้ อะไร (อัตราส่ วนคร่ าวๆ ) สิ นค้าแต่ละอย่าง อันไหนขายดี

อันไหนขายไม่ดี

ขายถุงเพาะชํา เมล็ดพันธ์ เครื่ องพ่นยา เครื่ องมือการเกษตรทัว่ ไป ซึ่ งในส่ วนของเมล็ดพันธ์น้ นั

ขายได้ทุกฤดู แต่จะขายได้ดีในช่วงฤดูหนาว ส่ วนเครื่ องพ่นยา จะขายได้ประมานต้นฤดูฝน ก่อนที่

ชาวนาจะทํานา โดยจะผสมยาฆ่าหญ้าก่อนจะทําการเพาะปลูก

1.3 รับสิ นค้ามาจากที่ไหน อย่างไร

 ในทางด้านการเกษตรมีผจู ้ ดั หาสิ่ งของให้กี่ที่

ส่ วนใหญ่จะรับจาก เซลล์ ที่มาจากกรุ งเทพ มาขาย ซึ่ง ทางบริ ษทั ของ Agent บางราย

จะผลิตเอง และบางราย จะมีการนําเข้ามาจากจีน

 กลยุทธ์ของผูจ้ ดั หาสิ่ งของให้เป็ นอย่างไร

ทางเซลล์ จะมีโปรโมชัน่ เรื่ องการซื้ อของในปริ มาณมากๆ แล้วจะมีของแถมมาให้ เช่น

ซื้ อ1 โหล แถม 2 ใบ และทางเซลล์ ยังมีบริ การเรื่ องเครดิต ประมาณ 45 วัน

1.4 คู่แข่งของท่านเป็ นอย่างไร

 คู่แข่งท่านคือใคร และคู่แข่งมีลกั ษณะอย่างไร

มีประมาณ 5 ร้ าน ที่ขายคล้ายๆกัน แต่ที่ครบวงจร หลักๆแล้วจะมี 3 ร้ าน คือ ล.รุ่ งเรื อง

ร้ านกิตติภณั ฑ์ และร้ านเพิ่มผล โดยร้ าน ล .รุ่ งเรื อง จะขายลูกค้าทัว่ ไป ทางเชียงแสน ไป

จนถึงแม่สาย ร้ านกิตติภณั ฑ์ ลูกค้าส่ วนมากจะเป็ นชาวเขา และร้ านเพิ่มผล จะขายทัว่ ไปและ

ชาวเขา

 รายได้เมื่อเปรี ยบเทียบกับคู่แข่ง

ปี ละประมาณ 3 -10 ล้านบาท ในช่วงที่สูงที่สุด ไม่รวมต้นทุนต่างๆและภาษี

 อะไรที่ทาํ ให้เราชนะคู่แข่ง หรื อคู่แข่งไหนน่ากลัว เพราะอะไร

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 152

เป็ นร้ านค้าปลีก ที่ใกล้ กับตลาดและ ต้นสายรถสองแถว คู่แข่งที่น่ากลัว คือร้ านค้า

ใหญ่ๆ ที่มีสินค้าครบวงจร เพราะสิ นค้าจะมีราคาถูกและมีสินค้าให้เลือกมาก

 คู่แข่งรับสิ นค้ามาจากที่ไหน

รับมาจาก agent ต่างบริ ษทั กัน และร้ านใหญ่ๆจะซื้ อในปริ มาณมากทําให้สามารถซื้ อ

ได้ในราคาถูก และบาง agent มีการกําหนดเรื่ องขนาดของร้ าน เช่นต้องเป็ นร้ านที่ใหญ่ที่สุด

ในจังหวัด จึงจะได้ขายสิ นค้าชิ้นนี้

 ลูกค้าที่มาหาเรา ต่างจากคู่แข่งอย่างไร

ส่ วนมากจะเป็ นลูกค้าที่กาํ ลังจะขึ้นรถแล้วแวะมาซื้ อก่อนกลับบ้าน หรื อเป็ นลูกค้าราย

ย่อยในแม่จนั ที่ปลูกผักสวนครัวทัว่ ไป

 คิดว่าจะมีคู่แข่งใหม่ๆ เปิ ดเพิ่มหรื อไม่ในบริ เวณแม่จนั

ในปั จจุบนั มีการเปิ ดร้ านค้าการเกษตรเยอะมาก แต่ส่วนมาก จะเป็ นกลุ่มคนที่เรี ยนจบ

ทางด้านการเกษตรแล้วมาเปิ ดเป็ นร้ านปลีกย่อย

1.5 ลูกค้าที่มาใช้บริ การร้ านท่านปั จจุบน


ั เป็ นอย่างไร แล้วในอนาคตท่านคิดว่าจะมีการเปลี่ยนแปลงไป

อย่างไร

ในอนาคต จะมีลูกค้าประจํามากขึ้น โดยส่ วนมากจะเป็ นลูกค้าปลีกรายย่อย และจะขายปลีกไป

เรื่ อยๆอย่างเดียว เพราะการขายส่ งจะใช้ตน้ ทุนมาก

1.6 ด้านตลาดขายสิ นค้าเกี่ยวกับเกษตรเป็ นอย่างไร และจะเป็ นอย่างไรในอนาคต

สิ นค้าเกษตรมีการขายดีมากขึ้น แต่ยงั มีปัญหาเนื่องมากจากร้ านค้าที่เพิ่มมากขึ้นเรื่ อยๆ

2. ลักษณะและพฤติกรรมของเกษตรกรที่ใช้ บริ การร้ านค้ าเกษตร

2.1 กลุ่มลูกค้าที่มาใช้บริ การเป็ นใครบ้าง และประกอบอาชีพอะไร

 หากเป็ นเกษตรกร เกษตรกรเพาะปลูกพืชชนิดไหน

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 153

เป็ นเกษตรกรทัว่ ไปและชาวบ้านที่ปลูกพืชผักสวนครัว แต่ในช่วงนี้ ชาวนาที่ปลูกข้าว

จะไม่ค่อยมี เนื่องจากชาวนาจะไปรับเมล็ดพันธ์ขา้ วจาก ธกส . และ ส่ วนมากชาวนาจะอยู่

ธกส. และสหกรณ์ในการซื้ อสิ นค้ามากกว่าเนื่องจากเป็นของกลุ่มชาวนา

 เกษตรกรเป็ นคนพื้นที่ไหนและเพาะปลูกอยู่ที่ใด

เป็ นเกษตรกรที่เพาะปลูกในบริ เวณแม่จนั ส่ วนมากจะปลูกข้าวเป็ นหลัก

2.2 ลักษณะพฤติกรรมการซื้ อสิ นค้าในแต่ล่ะช่วงการเพาะปลูกเป็ นอย่างไร(มากน้อยแค่ไหน)

 ซื้ อบ่อยไหม

ถ้าเป็ นในช่วงฤดูการเก็บเกี่ยว สิ นค้าทัว่ ไปทุ กประเภท ช่วงนี้จะเงียบ แต่หากเข้าช่วง

มกราคม เป็ นต้นไป จะสามารถขายได้ทุกประเภท

 ซื้ ออะไรบ้างแล้วเป็ นช่วงเวลาการเพาะปลูกช่วงไหน

ช่วงที่ขายได้ตลอดเลยคือช่วงมกราคมเป็ นต้นไป จนถึง เมษายน เนื่องจากการท่องเที่ยว

และเกษตรกร ได้ขายสิ นค้าตลอด แต่ในช่วงสิ งหาคม – ตุลาคม จะขายสิ นค้าไม่ค่อยได้

เนื่องจากชาวนาจะไม่ค่อยมีเงินเนื่องจากเป็ นช่วงทํานาใหม่ ชาวบ้านจําเป็ นต้องใช้ เงินไป

ลงทุนทํานา

 ซื้ อไปทําอะไร

ลูกค้าทัว่ ไปจะซื้ อไปใช้ปลูกพืชผักสวนครัวตามบ้านเรื อนกันเอง และจะมีเกษตรกรเข้า

มาซื้ ออะไหล่ และอุปกรณ์ การเกษตร

2.3 เกษตรกรรู ้ จกั ร้านท่านได้อย่างไร เพราะอะไร (ขาประจํา/ขาจร)

 ลูกค้าที่มาใช้บริ การมาซื้ อบริ การแล้วกี่ปี

เป็ นลูกค้า ประจําก็มีบา้ ง และเป็ นมาหลายปี ด้วย มีเข้ามาซื้ อตลอดทุกๆเดือน

 มีลูกค้ารายใหม่ ๆ มาบ้างไหม และทําไมถึงมาใช้บริ การ

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 154

ลูกค้าใหม่ๆที่เป็ นลูกค้าขาจรยังมีวนเข้ามาในร้ านเรือ่ ยๆตลอด เนื่องจากทําเลร้ านอยู่ใกล้

ตลาดและท่ารถ

 มีลูกค้ารายเก่า ๆ หายไปบ้างไหม

มีลูกค้าปลีกรายย่อยที่เป็ นขาประจําอยู่บา้ ง ซึ่ งส่ วนมากจะมาซื้ อสลับวนกันไปเรื่ อยๆกับ

ลูกค้าขาจร

3. กลยุทธ์ การตลาดของร้ านเกษตรกร

3.1 ด้านสิ นค้าและบริ การ

สิ นค้าส่ วนมากจะเป็ นเมล็ดพันธ์พืช อุ ปกรณ์การเกษตรเช่นถังพ่นยา และอะไหล่ซ่ ึงเป็ นตัวทํา

กําไร แต่นานๆจะขายได้ครั้งหนึ่ง เพราะชาวนาไม่ค่อยเปลี่ยนบ่อยซักเท่าไร

3.2 ด้านราคา

ร้ านจะใช้ราคาเท่าๆกับตลาดทัว่ ไป
3.3 ด้านสถานที่

ทางร้ านมี ทําเลที่ต้งั ที่ดีกว่าเนื่องจากอยู่ใกล้กบั ท่ารถ และตลาด มีคนพลุกพล่าน

3.4 ด้านพนักงาน

มีพนักงาน 3 คนเป็ นคนในครอบครัว และมีการจ้างพนักงานเพิ่ม 1 คน หากแต่เป็ นร้ านค้า

ใหญ่ๆหรื อร้ านขายปุ๋ ย จะมีคนงานประมาน 7 คนขึ้นไปเนื่องจากจําเป็ นต้องใช้แรงงานขนปุ๋ ยเป็ น

จํานวนมาก

4. ปัจจัยที่เป็ นผลกระทบต่ อร้ านค้ ารวมไปถึงลูกค้ า และแนวทางการแก้ ไขปรั บปรุ ง

4.1 อะไรบ้างทีเ่ ป็ นปั ญหาสําหรับการขายสิ นค้าเกี่ยวกับเกษตรของท่านบ้าง

ปั ญหาส่ วนใหญ่จะมาจากสหกรณ์เนื่องจากกลุ่มชาวนาและเกษตรกร ชอบเข้าไปในร้ านสหกรณ์


มากกว่า เนื่องจากมีการให้บริ การ ความรู ้ และเข้าไปดูแลชาวนาในด้านการเพาะปลูกและมีสินค้าสหกรณ์

ที่ขายในราคาถูกอีกด้วย นอกจากนั้นยังมีมีตลาดนัดมากขึ้น และมีบริ เวณที่เรี ยกว่าคลองถม ซึ่ งทําให้ลูกค้า

เบี่ยงเบนไปยังแหล่งนั้นมากกว่า

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 155

ทางด้านเศรษฐกิจ จะไม่กระทบมากเท่าไรเนื่องจากเป็ นร้ านเล็กๆ แต่หากเป็ นร้ านใหญ่ๆ จะได้รับ

ผลกระทบมากกว่า

4.3 อยากให้รัฐบาล หรื อหน่วยงานอื่นๆ ช่วยเหลืออย่างไร

อยากให้รัฐบาลส่ งเสริ มทางด้านการเกษตรให้มากกว่านี้ อย่างน้อยมีวทิ ยากรมาให้ความรู ้ กบั

เกษตรกรมากขึ้น เพราะปั จจุบนั เชียงรายมาปลูกยางพารากันเยอะมาก และเกษตรกรยังไม่เพียงพอต่อการ

ดูแลเกษตรกร และอยากให้รัฐบาลมีการ นําพันธ์ที่ดีๆเข้ามาซึ่งจะช่วยให้ เกษตรกรมีการขายที่ได้ราคามาก

ขึ้น และ ควรที่จะมีการรับประกันราคาด้วย

แบบสั มภาษณ์ ถึงพฤติกรรมการเลือกใช้ บริการร้ านค้าของเกษตรกร

แบบสัมภาษณ์นใี้ ช้ สัมภาษณ์ผ้ปู ระกอบการร้ านค้าเกษตร โดยมีวตั ถุประสงค์เพือ่ ศึกษาพฤติกรรมการ

เลือกใช้ บริการร้ านค้าเกษตร ของเกษตรกรที่ใช้ บริการอยู่


Project Feasibility Study of Kaset Popeang Company
Appendix A: Survey Data 156

ชื่อผู้สัมภาษณ์

ชื่อผู้ถูกสัมภาษณ์ เวลาสัมภาษณ์ ถึง

สถานที่สัมภาษณ์ ร้าน ล. รุ่ งเรื อง หมายเลขโทรศัพท์ ตดิ ต่อ

คาถามแบ่ งออกเป็ น 4 ตอน ดังนี้

1. ข้ อมูลทั่วไปของร้ านค้าเกษตร

1.1 ดาเนินการทางธุรกิจมาแล้วกีป่ ี เริ่มต้นธุรกิจอย่างไรและ เพราะอะไร

ร้านดําเนินการมาแล้วกว่า สามสิบปี โดยธุรกิจนี้ได้รับช่วงต่อจากคุณพ่อ ที่ทาํ มาอยูก่ ่อนแล้ว

และเหตุผลที่มาทําธุรกิจขายอุปกรณ์การเกษตรนั้นเพราะ เมื่อก่อนทําธุรกิจเกี่ยวกับการรับซื้อ

ผลผลิตพืชไร่ พืชสวนจากเกษตรกร เป็ นธุรกิจง่ายๆ หลังจากนั้นเห็นช่องทางว่าสามารถที่จะ

เปิ ดร้านขายอุปกรณ์เกษตร เนื่องมากจากเห็นว่าเกษตรกรที่มาขายผลผลิตกับเรานั้นมีจาํ นวน

พอสมควร จึงตัดสินใจเปิ ดร้านขายการเกษตรขึ้นมา

1.2 ขายสินค้ากีป่ ระเภทและมีอะไรบ้ าง ยีห่ ้ ออะไร (อัตราส่ วนคร่ าวๆ ) สินค้าแต่ละอย่าง อันไหน

ขายดี อันไหนขายไม่ดี

มีสินค้าที่ขายหลักๆ อยู่ สามอย่าง ได้แก่ ปุ๋ ย ยาฆ่าแมลง และเมล็ดพันธุ์ สินค้าเหล่านี้จะขายดี

ในช่วงหลังมกราคมเป็ นต้นไป จนกระทั้งเดือนเมษายน ชึ่งช่วงเวลาดังกล่าวถึงเป็ นช่วง High

season ของการขายสินค้าการเกษตรของทางร้าน หลังเดือนเมษายนจนกระทัง่ เดือนธันวาคมก็

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 157

เป็ นช่วงปกติขายสินค้าได้เรื่ อยๆ แต่ไม่ถือว่าดีหนัก โดยเฉพาะช่วงก่อนการปลูกพืชอีกครั้ง

หรื อช่วงการเตรี ยมดินเพาะปลูกนั้น จะขายสินค้าได้นอ้ ยกว่าปกติมาก

1.3 รับสินค้ามาจากที่ไหน อย่างไร

 ในทางด้ านการเกษตรมีผ้จู ดั หาสิ่งของให้ กที่ ี่

ทางร้านได้รับสินค้าโดยตรงจาก Supplier โดยไม่ผา่ น Middleman ซึ่งทําให้ทางร้าน

ได้รับราคาสินค้าถูกกว่าคู่แข่ง ในด้านปริ มาณการสัง่ สินค้าที่มากและได้ราคาตํ่า

 กลยุทธ์ ของผู้จดั หาสิ่งของให้ เป็ นอย่างไร

ทาง Supplier นั้นได้มีการช่วยทางร้านในการให้ราคาสุทธิกบั ทางร้าน แทนการซื้อ

ครบโปรโมชัน่ แล้วแถมสินค้าให้

1.4 คู่แข่ งของท่ านเป็ นอย่างไร

 คู่แข่ งท่ านคือใคร และคู่แข่ งมีลกั ษณะอย่างไร

บริ เวณแม่จนั ก็จะมีร้านเล็กๆตามบริ เวณตลาด ซึ่งร้านเหล่านั้นก็มี Segment ที่แตกต่าง

กับร้านเราไป

 รายได้ เมือ่ เปรียบเทียบกับคู่แข่ ง

รายได้เฉลี่ยหากเป็ นช่วงปกติจะตกเฉลี่ยวันละประมาณ 50,000 บาทต่อวัน

หากเป็ นช่วงที่มีการสัง่ ซื้อสูง ๆ รายได้จะตกเฉลี่ยวันละประมาณ 100,000 บาทต่อวัน

โดยคิดเป็ นสัดส่วนต้นทุนกับกําไร 90:10

 อะไรที่ทาให้ เราชนะคู่แข่ ง หรือคู่แข่ งไหนน่ ากลัว เพราะอะไร

ทางร้านมีการเจาะกลุ่มตลาดที่แตกต่างจากคู่แข่งโดยเน้นกลุ่มลูกค้าระดับกลาง และที่

ร้านจะมีการคัดคุณภาพของสินค้าเพื่อให้ลกู ค้าได้รับสินค้าที่ดีไปใช้ รวมถึงราคาที่ถกู

จากการที่ต่ารองกับ Supplier ขอราคาสุทธิสินค้าแทนของแถม และที่ร้านก็เป็ นร้านที

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 158

เปิ ดมานานแล้วเป็ นที่รู้จกั คุน้ เคยของเกษตรกรอย่างดี ทางร้านถือเป็ นร้านเดียวที่เป็ น

ร้านขนาดใหญ่เมื่อเทียบกับคู่แข่ง

 คู่แข่ งรับสินค้ามาจากที่ไหน

 ลูกค้าที่มาหาเรา ต่างจากคู่แข่ งอย่างไร

ลูกค่าส่วยใหญ่จะเป็ นลูกค้าขาประจําที่คุย้ เคยกับทางร้านเป็ นอย่างดี เป็ นลูกค่าที่เน้น

คุณภาพของสินค้าและราคาที่เหมาะสม

 คิดว่าจะมีค่แู ข่ งรายใหม่ ๆ เปิ ดเพิม่ หรือไม่ในบริเวณแม่จนั

มีร้านเปิ ดใหม่อยูเ่ รื่ อย ๆ เพราะคิดว่าธุรกิจการเกษตรไปได้ดี แต่ส่วนใหญ่จะเป็ นร้านที่

อยูต่ ามหมู่บา้ นต่าง ๆ เป็ นร้านที่มีขนาดเล็ก

1.5 ลูกค้าที่มาใช้ บริการร้ านท่ านปัจจุบันเป็ นอย่างไร แล้วในอนาคตท่ านคิดว่าจะมีการเปลีย่ นแปลง

ไปอย่างไร

ลูกค้าปัจจุบนั ที่เคยมาซื้อสินค้ากับทางร้านก็ยงั คงซื้อสินค้ากับทางร้านอยูเ่ พราะ ราคาที่ยตุ ิธรรม

สินค้าที่มีคุณภาพ การบริ การที่ดี รวมถึงความคุน้ เคยกับลุกค้าที่มีมาอยูก่ ่อนแล้ว กลุ่มลูกค้าเดิม

ไม่ค่อยมีการเปลียนแปลง แต่จะมีกลุ่มลูกค้าหน้าใหม่ ๆ ที่มีเพิ่มขึ้นเนื่องมาจากการที่มีคนกันมา

ทําการเกษตรมากขึ้น หรื อไม่ว่าจะเป็ นกลุ่มลูกค้าต่างชาติ ที่มาซื้อสินค้าการเกษตรไปใช้เองที่

บ้าน เช่น กลุ่มลูกค้าชาวต่างชาติที่มาลงทุนทําการปลูกยางพารา และกลุ่มลูกค้าชาวต่างชาติ

ที่ปลูผกั สวนครัวกินเองที่บา้ น

1.6 ด้ านตลาดเกีย่ วกับขายสินค้าเกษตรเป็ นอย่างไรในปัจจุบัน และจะเป็ นอย่างไรในอนาคต

ตลาดการขายสินค้าเกษตรมีแนวโน้มลดลงทุกปี จากที่ทางร้านเห็นมาสองถึงสามปี นี้ จากกลุ่ม

เกษตรกรที่ปลูกพืชชนิดเดียวหรื อน้อยไม่ได้สนใจจํานวนผลผลิตทางการเกษตรเท่าไรหนัก

โดยที่หนั ไปไม่ใส่ปุ๋ยแทน และข้อสําคัยชญที่สุดคือชาวบ้านไม่มีรายได้ โดนที่อาจจะรับ

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 159

ผลกระทบมาจากเศรฐกิจที่ตกตํ่าอยูใ่ นปับจุบนั นั้นเอง เลยทําทําพฤติกรรมการใช่ปุ๋ยลดลง เช่น

จากเดิมที่เคยมาซื้อปุ๋ ยเป็ นกระสอบก็หนั ไปซื้อเป็ นกิโลกรัมแทน หรื อซื้อปุ๋ ยในปริ มาณที่พอใช้

ก่อน ไม่ซ้ือเพื่อไว้เหมือนแต่ก่อน และตลาดในอนาคตเกี่ยวกับการขายสินค้าเกษตรนั้นจะต้อง

รู้จกั ปรับตัวให้เข้ากับสถาณการณ์ให้ได้ เดี๋ยวนี้ทางร้านพยายามที่จะปรับตัวเพื่อรับความเสี่ยงที่

จะเกิดขึ้นในอนาคตโดนเปลี่ยนจากการขายสินค้าที่เน้นปริ มาณมาก ๆ เป็ นการขายสินค้าให้ ได้

เรื่ อย ๆ ทุกวันให้มีตวั เลขการขายสมํ่าเสมอ โดนปัจจุบนั ร้านขายเกษตรจะต้องมีการปรับปรุ ง


ร้านอยูส่ มํ่าเสมอ และสามารถที่จะให้ขอ้ มูลแก่เกษตรกรได้

2. ลักษณะและพฤติกรรมของเกษตรกรที่ใช้ บริการร้ านค้าเกษตร

2.1 กลุ่มลูกค้าที่มาใช้ บริการเป็ นใครบ้ าง และประกอบอาชีพอะไร

กลุ่มลูกค้าหลักของทางร้านเป็ นกลุ่มลูกค้าที่ทาํ การปลูกผักและมีกลุ่มลูกค้าครัวเรื อนที่มาซื้อ

เมล็ดพันธ์ ปุ๋ ย ไปปลูกพืชผักสวนครัวที่บา้ น และกลุ่มชาวนาเป็ นกลุ่มลูกค้าที่มาซื้อปุ๋ ยเป็ นส่วน

ใหญ่ และมีกลุ่มลูกค้าที่เป็ นร้านเกษตรเล็กๆตามหมู่บา้ นรับของไปขายต่ออีกที

 หากเป็ นเกษตรกร เกษตรกรเพาะปลูกพืชชนิดไหน

เป็ นกลุ่มปลูกพืชผักสวนครัว และชาวนาทัว่ ไป

 เกษตรกรเป็ นคนพืน้ ที่ไหนและเพาะปลูกอยู่ที่ใด

ลูกค้าหลักจะเป็ นกลุ่มเกษตรกรที่อาศัพอยูท่ ี่แม่จนั เป็ นหลัก แม่สาย และเชียงแสน

หากวัดเป็ นสัดส่วนแล้ว 75% เป็ นกลุ่มลูกค้าท้องที่ และอีก 25% เป็ นกลุ่มลูกค้าต่าง

อําเภอ

2.2 ลักษณะพฤติกรรมการซื้อสินค้าในแต่ล่ะช่ วงการเพาะปลูกเป็ นอย่างไร (มากน้ อยแค่ไหน)

 ซื้อบ่ อยไหม

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 160

แบ่งกลุ่มลูกค้าที่มาซื้อสินค้าเป็ นเกษตรกรที่มีพ้นื ที่เพาะปลูกขนาดเล็ก กลาง และ ใหญ่

โดยที่ เกษตรกรที่มีพ้นื ที่เพาะปลูกขนาดเล็ก จะมาซื้อทุกวันแต่ซ้ือปริ มาณน้อย หรื อไม่

ก็แวะเพราะเป็ นทางผ่านไปตลาดอยูแ่ ล้ว เกษตรกรที่มีพ้นื ที่เพาะปลูกขนาดกลางจะมา

ซื้อสินค้าทุก ๆ 10 วัน และเกษตรกรที่มีพ้นื ที่เพาะปลูกขนาดใหญ่ก็เฉลี่ย 10 วันครั้ง แต่

ส่วนใหญ่จะขึ้นอยูพ่ ฤติกรรมของลูกค้าอีกที่ถา้ หากว่าถ้าปุ๋ ยยังมีใช่อยูก่ ็จะไม่ออกมาซื้อ

จนกว่าจะหมด หรื อถ้าหากแวะผ่านมาก็จะซื้อไปไว้ก่อนบ้าง

 ซื้ออะไรบ้ างแล้วเป็ นช่ วงเวลาการเพาะปลูกช่ วงไหน

 ซื้อไปทาอะไร

2.3 เกษตรกรรู้จกั ร้ านท่ านได้ อย่างไร เพราะอะไร (ขาประจา/ขาจร)

ลูกค้าส่วนใหญ่จะเป็ นขาประจําที่มาใช้บริ การอย่างต่อเนื่องมีขาจรบางเล็กน้อย

 ลูกค้าที่มาใช้ บริการมาซื้อบริการแล้วกีป่ ี

 มีลูกค้ารายใหม่ ๆ มาบ้ างไหม และทาไมถึงมาใช้ บริการ

ลูกค้ารายใหม่ ก็มีเพิ่มขึ้นเรื่ อย ๆ โดยเป็ นกลุ่มลูกค้าทัว่ ไป โดยมีลกั ษณะแวะจอดซื้อ

เพียงของเล็กน้อย โดยลูกค้าใหม่ ๆ จะเป็ นกลุ่มที่ขบั รถผ่านเพื่อที่จะไปแม่สายอีกที

 มีลูกค้ารายเก่า ๆ หายไปบ้ างไหม

3. กลยุทธ์ การตลาดของร้ านเกษตรกร

3.1 ด้ านสินค้าและบริการ

บริ การด้วยความเต็มใจและใช้ความ friendly รวมถึงให้ขอ้ มูลแก่ลกู ค้า เป็ นการดึกดูดให้ลกู ค้า

มาใช้บริ การหรื อซื้อสินค้าเราอีก

3.2 ด้ านราคา

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 161

ราคาที่ถกู

3.3 ด้ านสถานที่

ทางร้านมีที่จอดลดสะดวกสบายง่ายต่อการซื้อของ ทําเลดีโดยที่มีถนนเป็ นทางผ่านไปแม่สาย

กับตลาดแม่จนั

3.4 ด้ านการส่ งเสริมการขาย

มีการแจกของสมนาคุณบ้างตามเทศกาลต่าง ๆ เช่น ปี ใหม่แจกปฏิทินกับลูกค้า

3.5 ด้ านพนักงาน

มีพนักงานอยูท่ ี่ร้านหกคนเป็ น พนักงานแรงงานส่วนใหญ่

3.6 ด้ านภาพลักษณ์

ทางร้านพยายามเปลี่ยนภาพลักษณ์จากการเป็ นร้านขายส่ง ให้เป็ นร้านขายปลีก โดยเปิ ดหน้า

ร้านรับลูกค้าทัว่ ไปด้วย

4. ปัยจัยที่เป็ นผลกระทบต่อร้ านค้ารวมไปถึงลูกค้า และแนวทางการแก้ไขปรับปรุง

4.1 อะไรที่เป็ นปัญหาสาหรับการขายสินค้าเกีย่ วกับเกษตรของท่ านบ้ าง

4.1.1 ที่ร้านยังขายสินค้าเกษตรไม่ครบ ทําให้บางครั้งลูกค้าจะต้องไปซื้อสินค้าที่อื่น ทําให้

บางครั้งเกิดการเปลี่ยนร้านซื้อได้ (Switching brand)

4.1.2 ปัญหาการปล่อยเชื่อแล้วไม่สามารถเรี ยกเก็บคืนได้

4.1.3 ก็ยงั มีปัญหาเกี่ยวกับด้านเศรฐกิจที่ทาํ ให้ราคาผลผลิตของเกษตรกรตกตํ่า ส่งผลให้

เกษตรกรซื้อสินค้าเกษตรน้อยลงไปทุก ๆ ปี เพราะเกษตรกรจะต้องรับภาระต้นทุนของ

การปลูกเพิ่มขึ้นแต่ทางกลับกันขายผลผลิตได้ราคาตํ่าลง

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 162

4.1.4 ราคาสินค้าการเกษตรไม่แน่นอน เช่น ราคาปุ๋ ยปี ที่แล้วราคาเปลียนแปลงไปสูงมาก

เพราะอินเดียมีความต้องการใช่ปุ๋ยเพิม่ มากขึ้น จนทําให้สินค้าขาดในบ้านเรา ส่งผลให้

ราคาปุ๋ ยสูงขึ้น

4.2 ทางร้ านมีแนวทางอย่างไรในการแก้ไขปัญหาเหล่านั้น

4.2.1 ปัญหาการปล่อยเชื่อแล้วไม่สามารถเรี ยกเก็บคืนได้ ทางร้านได้แก้ไขตรงจุดนี้โดยการ

ปรับกลยุทธ์ต้งั แต่เมื่อสามปี ก่อน โดยเน้นรับเงินสดหน้าร้านมากขึ้น และบอกกับลูกค้า

ตรง ๆ ว่าไม่ปล่อยเชื่อพร้อมทั้งบอกเหตุผลกับลูกค้าตรง ๆ โดยกลุ่มลูกค้าเองก็ยอมรับ

ได้กบั ตรงนี้

4.3 อยากให้ รัฐบาล หรือหน่ วยงานอืน่ ๆ ช่ วยเหลืออย่างไร

4.3.1 อยากให้ภาครัฐคอยช่วยเหลือเกษตรกรทางด้านราคาของผลผลิตต่าง ๆ เพราะตรงส่วน

นี้มีความเกี่ยวข้องโดยตรงกับทางร้าน เช่น การประกันราคาสินค้าเกษตร

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 163

แบบสั มภาษณ์ ถึงพฤติกรรมการเลือกใช้ บริการร้ านค้าของเกษตรกร

แบบสัมภาษณ์นใี้ ช้ สัมภาษณ์ผ้ปู ระกอบการร้ านค้าเกษตร โดยมีวตั ถุประสงค์เพือ่ ศึกษาพฤติกรรมการ

เลือกใช้ บริการร้ านค้าเกษตร ของเกษตรกรที่ใช้ บริการอยู่

ชื่อผูส้ มั ภาษณ์

ชื่อผูถ้ กู สัมภาษณ์ คุณ อุดมดมศักดิ์ จิระกาลนุกุล เวลาสัมภาษณ์ 13.30 ถึง 15.00

สถานที่สมั ภาษณ์ ร้าน กิติพนั ธ์ หมายเลขโทรศัพท์ติดต่อ

คําถามแบ่งออกเป็ น 4 ตอน ดังนี้

1. ข้ อมูลทั่วไปของร้ านค้าเกษตร

1.1 ดําเนินการทางธุรกิจมาแล้วกี่ปี เริ่ มต้นธุรกิจอย่างไรและ เพราะอะไร

ดําเนินธุรกิจมาแล้วกว่า 18 ปี เหตุอนั เนื่องมาจากว่า เดิ มประกอบอาชีพค้าขาย

เสื้อผ้า แต่เนื่องจากตามยุคสมัยไม่ทนั เทรนด์ในการแต่งตัวก็เปลี่ยนไป จึงทําให้เสื้อผ้ารุ่ น

เก่าไม่สามารถจําหน่ายได้ และเปลี่ยนอาชีพมาเป็ นการจําหน่ายปุ๋ ย และยาฆ่าแมลงแทน

เพราะเก็บได้นาน ไม่ตอ้ งตามยุคสมัย

1.2 ขายสินค้ากี่ประเภทและมีอะไรบ้าง ยีห่ อ้ อะไร (อัตราส่วนคร่ าวๆ ) สินค้าแต่ละอย่าง อันไหน

ขายดี อันไหนขายไม่ดี

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 164

ขายปุ๋ ย ยาฆ่าแมลง ฮอร์โมนพืช อุปกรณ์เกษตร เครื่ องพ่นยาเมล็ดพันธุ์ อันที่ขายดี

คือ ปุ๋ ยยูเรี ยสูตร46-0-0 สูตร15-15-15 สูตร 16-20-0 เครื่ องพ่นยานอกนั้นก็พอขายได้

1.3 รับสินค้ามาจากที่ไหน อย่างไร

 ในทางด้านการเกษตรมีผจู้ ดั หาสิ่งของให้กี่ที่

รับสินค้าจากตัวแทนจําหน่ายในจังหวัดเชียงราย

1.4 คู่แข่งของท่านเป็ นอย่างไร

 อะไรที่ทาํ ให้เราชนะคู่แข่ง หรื อคู่แข่งไหนน่ากลัว เพราะอะไร

สิ่งที่เอาชะคู่แข่งได้ก็คือการบริ การและราคาที่ถกู ใจลูกค้า เพราะเจ้าของร้านมี

ความรู้ดา้ นการทําเกษตร จึงสามารถให้คาํ ปรึ กษาแก่เกษตรกรได้ รวมไปถึงสามารถ

ต่อรองราคาได้ ลูกค้าจึงชอบที่จะมาปรึ กษาปัญหา บ่อยๆ คู่แข่งที่น่ากลัวก็จะมีร้าน ล .

รุ่ งเรื องเพียงร้านเดียวเพราะเป็ นร้านที่ใหญ่และมีประสบการณ์มากพอสมควร

 คู่แข่งรับสินค้ามาจากที่ไหน

คู่แข่งเป็ นตัวแทนจําหน่ายสินค้าแหล่งใหญ่ในอ.แม่จนั และรับสินค้ามาจาก

ตัวแทนจําหน่ายในกรุ งเทพฯ

1.5 ลูกค้าที่มาใช้บริ การร้านท่านปัจจุบนั เป็ นอย่างไร แล้วในอนาคตท่านคิดว่าจะมีการเปลี่ยนแปลง

ไปอย่างไร

กลุ่มลูกค้าส่วนมากจะมาจากบนดอยหรื อชาวเขาเป็ นส่วนใหญ่ มีพฤติกรรมการ

ซื้อที่ดี คื อมีการมาซื้อสมํ่าเสมอและบางครั้งมีการซื้อในปริ มาณที่มาก อนาคตอาจมีการ

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 165

เปลี่ยนแปลงลูกค้า เพราะมีการแข่งขันกันทางด้านธุรกิจมาก อีกทั้งลูกค้ารายต่างๆจะ

พิจารณาการซื้อสินค้าเพิม่ มากขึ้น

1.6 ด้านตลาดเกี่ยวกับขายสินค้าเกษตรเป็ นอย่างไรในปัจจุบนั และจะเป็ นอย่างไรในอนาคต

ปัจจุบนั มีสินค้าทางการเกษตรมาก แต่คุณภาพของสินค้าแต่ละยีห่ อ้ ก็แตกต่างกัน

โดยเฉพาะสินค้าปลอมที่เดี๋ยวนี้นิยมนํามาขายกันมากทําให้สินค้าเดิมที่มีอยูถ่ กู ตัดราคา

และในอนาคตคาดว่าจะมีคนนิยมทําธุรกิจร้านค้าเกษตรเพิ่มมากขึ้นเพราะมีลกู ค้าอยูใ่ น

หลายพื้นที่และสินค้าเกษตรสามารถเก็บได้นานไม่เสียหายง่าย

2. ลักษณะและพฤติกรรมของเกษตรกรที่ใช้ บริการร้ านค้าเกษตร

2.1 กลุ่มลูกค้าที่มาใช้บริ การเป็ นใครบ้าง และประกอบอาชีพอะไร

ส่วนมากจะเป็ นชาวเขาประมาณ 80 % และเกษตรกรในพื้นที่อีก20%

 หากเป็ นเกษตรกร เกษตรกรเพาะปลูกพืชชนิดไหน

ข้าว ข้าวโพด

 เกษตรกรเป็ นคนพื้นที่ไหนและเพาะปลูกอยูท่ ี่ใด

เกษตรกรส่วนมากมาจากบนเขา อ .แม่จนั บริ เวณบ้านเทิดไท้ อ .แม่สลองม ,กิ่ว

ไสตร์ , อ.แม่อาย ,อ.ฝาง

2.2 ลักษณะพฤติกรรมการซื้อสินค้าในแต่ล่ะช่วงการเพาะปลูกเป็ นอย่างไร (มากน้อยแค่ไหน)

 ซื้ออะไรบ้างแล้วเป็ นช่วงเวลาการเพาะปลูกช่วงไหน

ปุ๋ ยจะขายดีในช่วงเดือนมีนาคม ถึง มิถุนายน รวมไปถึงฮอร์โมนเร่ งพืชต่างๆ และ

เครื่ องพ่นยาจะขายดีในช่วงเดือน พฤจิกายน ถึง กุมพาพันธ์

 ซื้อไปทําอะไร

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 166

ซื้อไปเตรี ยมปลูกพืชแปลงใหม่ เตรี ยมดิน

2.3 เกษตรกรรู้จกั ร้านท่านได้อย่างไร เพราะอะไร (ขาประจํา/ขาจร)

เกษตรกรที่เป็ นลูกค้าส่วนมากจะรู้จกั เพราะร้านอยูใ่ กล้ที่สุด เป็ นร้านแรกที่พบ ส่วนลูกค้ามี

ทั้งขาประจําและขาจร แต่ขาจรจะเยอะกว่า

 มีลกู ค้ารายใหม่ ๆ มาบ้างไหม และทําไมถึงมาใช้บริ การ

จะมีลกู ค้าใหม่ๆมาเรื่ อยเพราะกลุ่มลูกค้ามีการบอกปากต่อปากและมีสินค้าที่ครบ

กว่าร้านอื่นๆ และราคาเหมาะสม รวมถึงมีการให้คาํ แนะนําลูกค้าเกี่ยวกับการใช้สินค้า

3. กลยุทธ์ การตลาดของร้ านเกษตรกร

3.1 ด้านสินค้าและบริ การ

มีสินค้าบริ การที่ครบครัน และมีปริ มาณตามที่ลกู ค้าต้องการ เช่นถ้าลูกค้าต้องการสินค้า

ปริ มาณเยอะทางร้านจะมีสินค้าที่มีปริ มาณที่เพียงพอต่อความต้องการของลูกค้า ส่วนทางด้าน

บริ การเราเน้นความเป็ นมิตรกับลูกค้าโดยลูกค้าสามารถมาปรึ กษาวิธีการใช้สินค้าอย่างถูกต้อง

ทางร้านจะค่อยแนะนําสินค้าที่เหมาะสมกับการใช้งาน และสามารถให้คาํ ปรึ กษากับเกษตรกร

ได้เป็ นอย่างดี

ด้านราคา สิ่งจําเป็ นต่อการดําเนินธุรกิจนี้เพราะส่วนใหญ่กลุ่มลูกค้าจะศึกษาราคาจาก

หลายๆร้าน ดังนั้นทางร้านจึงเน้นกลยุทธ์ดา้ นราคาด้วยเน้นราคาสินค้าต้องตํ่ากว่าหรื อเท่าคู่แข่ง

ในตลาด

3.2 ด้านสถานที่

Project Feasibility Study of Kaset Popeang Company


Appendix A: Survey Data 167

มีหน้าร้านอยูส่ องที่และมีโกดังเก็บสินค้าต่างหากอีกที่หนึ่ง ซึ่งทําให้ลกู คาสะดวกต่อการ

ขนย้าย

3.3 ด้านการส่งเสริ มการขาย

มีการลดราคาให้ลกู ค้าเป็ นหลัก และอาจมีการแจกของสัมนาคุณให้ในช่วงเทศการสําคัญๆ

4. ปัยจัยที่เป็ นผลกระทบต่อร้ านค้ารวมไปถึงลูกค้า และแนวทางการแก้ไขปรับปรุง

4.1 อะไรที่เป็ นปัญหาสําหรับการขายสินค้าเกี่ยวกับเกษตรของท่านบ้าง

ราคาผลผลิตทางการเกษตร เพราะถ้าเกษตรกรขายผลผลิตได้ในราค าที่ไม่ดี ก็จะไม่มี

เงินทุนมาซื้อสินค้าทางการเกษตร หรื อซื้อในจํานวนที่ลดลงกว่าเดิม

4.2 ทางร้านมีแนวทางอย่างไรในการแก้ไขปัญหาเหล่านั้น

พยายามให้ราคาที่ลกู ค้าพึงพอใจ แต่ไม่กระทบต่อทางร้านมากนัก

4.3 อยากให้รัฐบาล หรื อหน่วยงานอื่นๆ ช่วยเหลืออย่างไร

อยากให้รัฐบาลเข้ามาช่วยประกันราคาสินค้าเกษตร เพื่อให้เกษตรกรยังสามารถทํา

การเกษตรได้ต่อไปด้วยไม่ขาดทุนจากการทําการเกษตร ถ้าเกษตรกรอยูไ่ ด้ร้านค้าก็อยูไ่ ด้แต่ถา้

เกษตรกรอยูไ่ ม่ได้ ร้านค้าก็ไม่สามรถอยูไ่ ด้เช่นกัน

Project Feasibility Study of Kaset Popeang Company