A Study of Marketing, Management, and Financial Factors Affecting the Operational Success of Community Enterprises in Maha Sarakham Province
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Abstract
The purposes of this research were to: (1) examine the levels of marketing, management, and financial factors among community enterprises in Maha Sarakham Province; (2) investigate the relationships between marketing, management, and financial factors and the operational success of community enterprises; and (3) identify the marketing, management, and financial factors affecting the operational success of community enterprises in Maha Sarakham Province. This study employed a quantitative survey research design. The sample consisted of 360 members and administrators of community enterprises selected through multi-stage sampling. The research instrument was a five-point Likert-scale questionnaire with an Index of Item-Objective Congruence (IOC) ranging from 0.67 to 1.00 and an overall reliability coefficient of 0.93. Data were analyzed using frequency, percentage, mean, standard deviation, Pearson’s product-moment correlation coefficient, and multiple regression analysis.
The findings revealed that: (1) the overall levels of marketing, management, and financial factors were high; (2) marketing, management, and financial factors were positively correlated with the operational success of community enterprises at the .01 level of statistical significance; and (3) these three factors jointly explained 70.90% of the variance in the operational success of community enterprises and significantly predicted operational success at the .05 level. Among the predictors, management factors exerted the strongest influence, followed by marketing and financial factors, respectively. The findings indicate that effective organizational management is the primary driver of community enterprise success, particularly through systematic planning, organizational structuring, resource management, and operational control. Although financial factors demonstrated the weakest influence among the three predictors, they remained statistically significant. Therefore, greater emphasis should be placed on strengthening financial planning, liquidity management, cost control, and access to financial resources in order to enhance the long-term competitiveness and sustainability of community enterprises. The findings provide practical implications for policymakers and relevant stakeholders in formulating policies and strategic development plans to improve the operational effectiveness and competitive capacity of community enterprises
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