โมเดลธุรกิจใหม่ของอาหารอัตลักษณ์ชนชาติจีนในจังหวัดนครศรีธรรมราช  และจังหวัดตรัง

Seksan Werasuk; Samaporn  Nualsut; Waraporn  Kanjanaklo; Sujinda  Promkum; Wikanda  Kachathong

doi:10.14456/psruhss.2025.31

Authors

Seksan Werasuk Faculty of Management Sciences, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280
Samaporn Nualsut Faculty of Management Sciences, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280
Waraporn Kanjanaklo Faculty of Management Sciences, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280
Sujinda Promkum Faculty of Management Sciences, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280
Wikanda Kachathong Faculty of Management Sciences, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280

DOI:

https://doi.org/10.14456/psruhss.2025.31

Keywords:

Business model, Chinese identity food, Consumer behavior, Nakhon Si Thammarat provinces, Trang provinces

Abstract

This research aimed to develop a new business model for ethnic Chinese restaurants in Nakhon Si Thammarat and Trang provinces by employing both qualitative and quantitative research methods. The qualitative research involved in-depth interviews with eight experienced Chinese ethnic restaurant entrepreneurs who had been in operated Their business for at least ten years. in four districts Nabon Districts and Thung Song Districts in Nakhon Si Thammarat Province and Huai Yot Districts and Mueang Trang Districts in Trang Province. The quantitative phase collected 400 working-age consumers aged 15–59 years using an online questionnaire and quota sampling. The data were analyzed to develop a business model based on the Business Model Canvas covering all nine elements.

The revealed that the new business model should focus on preserving traditional Chinese food identity while integrating menu innovation and the use of local ingredients. The target customers should be classified into three main groups: cultural activities and online media, alongside to expansion of both online and offline distribution channels. Key resources remain traditional recipes and quality ingredients, with should be complemented by technology to enhance business management efficiency. Key activities should include product development and culturally linked marketing, while key partner should consist of local ingredient suppliers and tourism-related stakeholders. Cost structures should prioritize local ingredient and technology adoption reduce expenses, whereas revenue streams should be expanded through diversified product offerings,

Direct and online sales, and experiential activities to support sustainable community economic development and cultural tourism in the long term.

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