Enhancing The Management Potential of The Commercial Chili Processing Community Enterprise Group in Hua Ruea Subdistrict, Mueang District, Ubon Ratchathani Province

Abstract

     This research aimed to: 1) examine the general context of community enterprise groups and transfer managerial knowledge to those in Hua Ruea Subdistrict, Mueang District, Ubon Ratchathani Province; 2) develop community enterprise products in the same area; and 3) enhance and promote the management potential of the commercial chili processing group into a community enterprise network. A research and development approach combined with participatory action research was employed. The sample consisted of 50 participants, including members of the Ban Khor Fried Chili Group, the Ban Nong Karn Chili Paste Group, and representatives from relevant government agencies, selected through purposive sampling. Research instruments included in-depth interviews, focus group discussions, and evaluation forms. Data were analyzed using descriptive statistics—frequency, percentage, mean, and standard deviation-along with content analysis.
     The findings revealed that the groups primarily engaged in chili cultivation, processing, and distribution. Their main problems were classified into four areas: production, labor, marketing, and operations. The knowledge transfer needs were divided into two dimensions: 1) product development, focusing on product quality, diversification, packaging, standards, and marketing; and 2) group management, emphasizing network integration, accounting, cost calculation, and online sales. Product development efforts linked the groups’ needs to innovations such as crispy fried chili with grains, curry paste, and crispy pork crackling chili paste using the Hua Ruea chili recipe. These products demonstrated improved quality and obtained standard certifications. Following the development, most members reported increased income. Success factors were categorized into internal and external components. Internal factors included strong leadership, continuous learning promotion, and sufficient working capital, while external factors involved institutional support and knowledge transfer to new members.