Co-founder Tuanglab Piamyoosuk said this business has been set up using the same model as the one used by other delivery giants such as Wongnai and Line Man.

Oho, however, is slightly different, in that it relies on Line@ and Facebook and is not based on user-generated information. The company has created its own restaurant database, with 300 outlets initially, and aims to increase this to 800 eateries by the end of this year.

Consumers can choose what they want to order via Line@, Facebook or by calling.

“We have listed restaurants by cuisine, operation hours and type, such as standalone restaurants, food stalls in department stores or street food,” Tuanglab explained.

The company’s revenue comes from transaction fees, distance, waiting time, number of dropped stops and timing as in rush or non-rush hours.

Tuanglab said initially revenue will come from transaction fees alone, but in the future it will expand its revenue sources to advertising, food reviews, marketing campaigns etc. “We are something between Wongnai and Line Man. We are currently focusing on food delivery, but in the future we will expand to delivering all kinds of products,” Tuanglab said.

Oho Delivery has started off with 30 messengers, comprised mostly of students from Burapha University, and its operation hours are from 10am to 2am.

Buri Tiyawanij, another founder of the company, said Oho has been operating since March and averages about 2,000 transactions per month. Its aim is to increase that to 3,000 transactions monthly.

“We may be small, but that is our strength. We are locally born, offering local service for local customers. We want to give local people easy access to food without having to travel,” Bhuri explained.

“We get repeat orders from our regular customers at prime time – lunch and dinner. Food delivery has become people’s daily lifestyle. They order every day,” he said.

He also assured that PTT’s Amazon coffee franchise business will not hurt small market players as PTT only aims to compete with foreign coffee brands.

In his first official interaction with the media yesterday since taking the helm of PTT, Chansin took the opportunity to defend PTT’s move into the electricity generating business. Former finance minister Korn Chatikavanij had raised concerns that the move might lead to PTT dominating the energy business, and implementing business strategies that could drive small players out of the market.

Chansin said that PTT’s subsidiary, Global Power Synergy Pcl (GPSC), plans to acquire Glow Energy Public Co, a power company, as PTT saw the opportunity to supply power to factories in the upcoming Eastern Economic Corridor (EEC).

“Almost all of the electricity generated by Glow will go to plants based in industrial parks in the three provinces; we do not intend to supply electricity to Bangkok,” he said.

He said adequate and reliable power supply to factories operating there was essential as the government has been promoting the EEC.

GPSC has long been supplying electricity to factories in the Map Ta Phut industrial estate in Rayong province, with an annual capacity of 1,900 megawatts compared to Glow’s 3,000-plus megawatts.

Thailand generates a total of 40,000 megawatts a year from about 30 electricity generating companies. The combined production by the PTT group would amount to about 5,000 megawatts and would be ranked fourth or fifth in the market, he said, offering statistics in response to criticism that PTT might dominate the electricity generation market in the future.

As PTT, GPSC and Glow are all listed on the stock market, PTT could not discriminate against others, he said, referring to criticism that PTT, which monopolises liquefied natural gas(LNG) trading, might sell gas to Glow at cheaper prices than to other electricity plants using LNG.

PTT has sought permission from the Commerce Ministry and the Energy Regulatory Commission for the acquisition deal, he said.

Regarding the Amazon brand coffee business, Chansin said it was born out of concern that declining fossil consumption over time might affect PTT’s oil business.

Retail business

So, PTT was looking for retail businesses to serve its customers at its gas stations. Recently Amazon expanded into department stores and tourist spots as well and also branched overseas.

“PTT does not dominate the market as there are up to 100,000 coffee shops in Thailand and we would only be competing with foreign coffee brands,” he said.

Korn yesterday petitioned Prime Minister General Prayut Chan-o-cha and Energy Minister Siri Jirapongphan about his concerns over PTT’s plan to acquire Glow.

Acting on behalf of the policy committee of the Democrat Party, Korn said in the statement that PTT might be violating Article 75 of the Constitution, which prohibited state firms from running a business in competition with private companies.

Looking at PTT’s future, Chansin has set his vision on “Change”.

He revealed the management philosophy of PTT for the next two years, saying its strategies would be continued from the previous generation to the next. “Our way of conducting business will be adapted to suit the changing circumstances and challenges of today and the future under the ‘Change for future of Thailand 4.0’ policy,” he said.

He stressed that he embraced “Change”, as the current energy revolution would pose a challenge with the world shifting to clean energy and aiming to reduce the consumption of fossil fuels. PTT will also look for new s-curve industries such as artificial intelligence and bio-pharmaceutical.

He said PTT would focus on investments in the EEC rather than abroad. The energy giant will also look to partner other companies in bidding for construction of high-speed rails connecting three international airports – Suvarnabhumi and Don Mueang in Bangkok and U-tapao in the EEC.

“We had talked with 10 potential partners specialising in train transport and now have a shortlist of two,” he added without disclosing their names.

An unidentified source from THAI said the NESDB expressed unease over THAI’s cash position, while viewing that its planned debenture issue may not be attractive enough for investors amid high market competition.

THAI plans to offer Bt80-billion debentures or hybrid debentures. Of the planned proceeds, Bt40 billion will be used for redemption of its matured debentures while a portion will be used to procure new aircraft.

“NESDB has asked THAI to reconsider its current financial status as the board was worried that a large amount of investment may affect the company’s overall business amid high competition in the aviation industry. THAI may have to re-evaluate its profit-making plan this year for more confidence on investment,” the source said.

The airline is also planning to implement an e-Tax receipt system, where customers will be able to manage tax invoices by themselves in the coming months.

In a press release issued by the company, the airline said it launched the e-payment system in response to a rising trend in digital transactions.

“QR code payments exactly reflect today’s spending habits of our customers,” said Charita Leelayudth, acting CEO of the airline.

 “The payment method is a new, safer and more convenient way to pay for flights. Also, it is ideal for customers who  want to be worryfree and don’t want to pay by credit card. We understand the trend and consider this feature as a driver towards a totally cashless society.

“In addition to customer convenience, it is expected to help simplify our financial management and accounting internally while accelerating workflow and efficiency within the organisation. In the near future we plan to adapt this system to support several work functions across the organisation.”

After booking tickets, customers can use the QR code to pay for their flights through KPLUS. It is also available through the mobile apps of all domestic banks.

The payment method is available at all of the airline’s service centres, which include: the Smile Service Centre at the airline’s headquarters on Vibhavadi Road, Suvarnabhumi Airport, the Thai Parliament House, and others in Chiang Rai, Chiang Mai, Ubon Ratchathani, Khon Kaen, Udon Thani, Phuket, Hat Yai, Surat Thani, Krabi and Narathiwat.

Charita said: “The purpose is not only to use QR code payment for passenger convenience, but also to look deep into and meet the needs of our corporate and business customers. Though they represent only 20 to 30 per cent of our customers, we value their demand for keeping the receipts for reference.

“To make it more practical, our eReceipt system allows customers to key in their personal and flight information through http://www.thaismileair.com. It takes just a few minutes to complete and then they will receive the receipts, which can be saved to their mobile phone or PC or printed out for use immediately.

“The new service is advantageous to everyone involved. Passengers do not have to waste time waiting for a printed document. The airline is able to minimise possible human errors keying in passenger information. After one month of launch of the eReceipt, there is an increasing number of customers using the system.”

THAI Smile says it is committed to transforming all of its financial transactions into the digital world and is well positioned to become Thailand’s first commercial carrier to adopt the eTax invoice system.

The new system supports the new tax system and edocuments required by the Revenue Department.

The new system allows customers to key in their information and request tax invoices by themselves through online channels. Once completed, THAI Smile will send tax documents to their registered address.

The company says the entire process takes about 5 to 7 working days. The airline sends 60 to 70 tax invoices copies per day to customers and it is working with government agencies to provide customers with more channels to use the self-service eTax invoice system.

As a teenager, he loved reading books on politics and socialism by authors such as Sulak Sivaraksa, so the obvious choice was studying Political Science in Thammasat University.

“However, I couldn’t get into Thammasat because my entrance exam score was one point short. So I ended up studying Marketing in Kasetsart University, which was the turning point of my life,” Worawoot says.

His first step into the world of business was taken while he was in his second year in university. At that time, his father’s wholesale stationery products business was doing badly, so Worawoot thought he should apply the marketing tips he was being taught in university.

“Just as I was about to switch to Political Science, my father’s stationery business ran into serious financial problems. So, I decided to focus on marketing and apply that knowledge to help my family. The first thing I did was change the business model from middleman to direct seller. We began to start approaching offices and factories directly, which marked the beginning of OfficeMate,” Worawoot explains.

‘Foundation of good ideas’

This approach taught him a lot, he says, particularly in terms of marketing and communication. As an executive, he says, ideas are important, but knowledge in marketing is the foundation of good ideas.

“When I decided to change the business model, I also had to become a salesman. This was not for fun, but for survival. We did well because we had products that met customers’ demands,” he recounts.

His strategy for survival began with the yellow pages – he scoured the telephone book for names and numbers of potential customers, and then began knocking the doors of factories and offices to sell his stationery products.

“I had to sell things because I knew I had one objective – stopping my father’s business from going bankrupt. That was always on my mind,” Worawoot adds.

From his experience, he says, he learned that the secret to running a successful business is selling good quality products at affordable prices that are beneficial to buyers. This will create demand automatically, he claims.

“Following this formula, the business began recovering quickly. Our monthly revenue rose from Bt2 million to Bt10 million. In fact, some people suspected we were selling drugs,” Worawoot laughs.

After graduating from Kasetsart University, Worawoot wanted to learn more about succeeding in business, so he decided to do his Master’s in Business Administration at the National Institute of Development Administration (Nida).

While at Nida, he decided to go into catalogue sales and developed OfficeMate for his thesis – which he set up as a new company when he graduated in 1995.

“I have worked with others, not until we joined hands with Central Group and I became CEO of OfficeMate Group. My roots are in the family business, my parent’s shop had everything under one roof,” Worawoot explains.

His company began selling stationery products through catalogues from 1999, and became the first stationery seller to go online in Thailand.

He said initially his company tried to sell to larger organisations, such as Toyota and AIA, but when that failed, it shifted its focus to medium-sized organisations, industrial estates, offices and small businesses.

“We were successful when we began focusing on medium-sized organisations since we could offer good services that met customers’ demands. We learned that getting customers to follow our system was better, because following consumer trends will never make your business successful,” he explains.

OfficeMate began with just three pick-up trucks and six motorcycles to deliver products to customers, Worawoot says, adding that in those days they only used get about 100 orders per day. Now, OfficeMate – which has added office furniture to its list of products – gets more than 10,000 orders daily, and has over 280 pick-up trucks to make deliveries nationwide.

“Our strategy is to focus on medium and small offices. By providing good care, we get good customers who do not take their business anywhere else,” Worawoot says, adding that it took nearly five years for the online side of the business to take off.

Recipe for success

For a business to become successful, he says, three key ingredients are needed: good human resources, good procedures and a good IT system.

A successful firm requires a smart, empowered and modern workforce that is efficient and productive; a procedure that is dynamic enough to support a scale up in the business at any time, and an IT system that is accurate and supports both the workforce and the process.

“The actual secret of success though is the fear of bankruptcy. We did everything, from creating ideas to developing new business models for survival.

“I know that if I did not take the business seriously, I would not survive,” he says.

OfficeMate reached another turning point in 2013, when it was acquired and merged with Central Group. As a result, OfficeMate became Central Online (COL) and has now expanded to cover many products, ranging from office supplies and furniture to electronics. COL also owns B2S, which retails books and learning instruments, as well as lifestyle and entertainment media.

Two years before joining the Central Group, OfficeMate listed on the Market for Alternative Investment (MAI).

“We are a fast-growing business, which is why it gets very difficult to manage human resources. We have tried to provide a good and enjoyable environment for people to work in,” Worawoot adds.

In February last year, the company spread its wings overseas, by entering Ho Chi Minh City. Now its aim is to open outlets in all BigC stores in Vietnam in the next three years.

“I want to make OfficeMate an international brand and expand across the region. At this point, I will say I have had some success. If you start saying you are successful, you can become complacent and stop doing new things,” Worawoot advises.

“My philosophy is to have the right ideas and to work at full capacity. My aim is to have good people who are able to provide valuable service that is advantageous to society. I want retail shops to find their own strength and survive in this digital age.”

The debentures, rated “AAA” by TRIS Rating, are fully guaranteed by Mitsubishi UFJ Lease and Finance Company Limited. The proceeds from this issuance will be used to facilitate BMUL’s further expansion. This marks the second issuance of baht-denominated debentures by BMUL since 2013.

The offering received a warm response from investors with a total demand of Bt1.80 billion (1.8 times oversubscription) from a wide array of institutional investors, including asset management companies, government-related funds and non-life insurance companies. Bangkok Bank PCL and Bank of Ayudhya PCL were joint lead arrangers for the debenture issuance.

  DTAC revealed that more than 1 million subscribers in its group regularly use the 850MHz band. Of these, around 90,000 are in DTAC’s 850MHz concession. The rest of the more than 1 million are subscribers of its subsidiary, DTAC TriNet, who regularly roam with DTAC’s 850MHz. The DTAC group currently has more than 21 million subscribers.

If the consumer protection plan is not approved, the 850MHz concession customers will be disconnected past midnight on September 15, while the DTAC TriNet customers roaming on 850MHz may experience service disruptions in some areas.

DTAC has provided the 3G service on the 850MHz band. In its latest move to defend customers, DTAC yesterday filed a lawsuit before the Central Administrative Court for temporary protection of its 850MHz customers, in response to the National Broadcasting and Telecommunications Commission (NBTC)’s continued failure to approve its consumer protection plan.

DTAC executives yesterday said the company had prepared several consumer-protection measures, including aggressive expansion of its 2.1GHz network to make up for the potential shutdown of the 850MHz network.

The company also has proactively reached out to customers with planned compensation proposals for network problems they may experience in the coming weeks.

DTAC said that despite multiple requests for relief measures, the NBTC had yet to grant remedy to DTAC’s customers. With nine days left before the end of the concession, DTAC is therefore forced to take action to protect its customers by petitioning the courts to allow customers to continue using the 850MHz network.

DTAC chief corporate affairs and business development officer Rajiv Bawa said yesterday: “We view with grave concern the NBTC’s inability to arrive at a conclusion on this matter, despite the existence of a legal framework as well as the existence of precedence involving other operators. To protect our customers, we have no choice but to file a case for temporary protection.”

Ensuring uninterrupted coverage for DTAC customers is a joint responsibility of the NBTC, CAT Telecom and DTAC. It is also a legal obligation under the NBTC’s remedial measures, he added.

CAT has granted the 1800MHz and 850MHz to DTAC to offer telecom service.

On June 7, DTAC and CAT submitted a joint letter to the NBTC, seeking the right to provide 850MHz services after the end of the concession.

Bawa said that the NBTC, in the past, had granted such a protection to customers of DTAC’s competitors after their concession ended for a duration of nine months to 26 months. The NBTC has declined to approve DTAC’s customer protection plan, citing the company’s decision to not bid for the 900MHz licence.

In early August, DTAC petitioned the watchdog to revise this decision.

However, the NBTC board meeting on Wednesday declined to consider the petition but asked the NBTC office to gather more information for its consideration at the next board meeting on September 12.

The NBTC has reclaimed DTAC’s 850MHz and rebanded it 900MHz and recently put it up for auction. However, none of the potential bidders submitted offers, citing some impractical conditions, prompting the abortion of the planned auction.

Bawa said that if DTAC loses all its 850MHz customers, then it might lose interest to bid for the 900MHz to lure back customers when the NBTC re-auctions the 900MHz. He added that once the [850MHz] customers exit DTAC, they are unlikely to come back.

“If the court grants an injunction allowing customers to use the 850MHz network during the court process, the state will collect all profits on 850MHz, meaning customer protection does not damage the state in any way. On the other hand, if customers cannot use the 850MHz network, this would lead to the 850MHz spectrum remaining idle, damaging both the state and DTAC customers irreparably,” Bawa said.

According to the NBTC’s rules, telecom operators will have to transfer revenue after cost deduction, which they gain during the remedy period, to the NBTC.

The remedy period is a temporary duration that the NBTC provides to the telecom operators to continue to offer service after the concession ends, so as to give time to consumers to migrate to other networks.

DTAC’s share price yesterday fell to 43.50, down 1.69 per cent.

In partnership with PHIST, the free event that takes place on September 24, Central Group, Robinson Department Store, Tops Supermarket and Family Mart has pledged to stop giving away free plastic bags to its customers on Phuket.

This forms part of a joint initiative with the Phuket Hotels Association, which will see Central Phuket’s customers pay for reusable bags made by orphanages or shelter homes. Proceeds from the sale of these bags will go to the disadvantaged Phuket residents who made them in a joint initiative that is currently in its planning stage.

The re-usable bag scheme marks the first tangible benefit from PHIST, ahead of the organisation’s inaugural event at JW Marriott Phuket.

“Central Group is Thailand’s largest and leading retail group, so its pledge to significantly reduce the use of plastic bags is hugely significant,” said Anthony Lark, president of the Phuket Hotels Association. “This is a wonderful example of cross-sectoral collaboration, as two of Phuket’s biggest industries – tourism and retail – come together for the benefit of the island. We look forward to achieving more positive partnerships through PHIST as this exciting event draws closer.”

Central Phuket’s boss Wilaiporn Pitimanaaree added: “Plastic waste is one of the biggest problems facing the world today, especially in coastal destinations like Phuket. So we are delighted to partner with PHIST and the Phuket Hotels Association to help cut plastic waste on the island. This campaign, which is part of our wider commitment to plastic reduction, will help the people of Phuket while also preserving the island’s environment.”

The pledge for Central Phuket to stop giving plastic bags to customers will initially be limited to the company’s department stores in Phuket, but if successful it could be rolled out, including to Central’s supermarkets.

The company has already committed to stop giving plastic bags to its supermarket customers on the third day of each month.