1

1.
2.

3.

4.
5.

(1)
(3)
(4)
1
4
5
9
12
16
21
23
25
26
27
29
35
36
48
52
53
55
57
58
62
66
67

1
6.
7.

8. 3-5
9.
10.
.
.
. (green label eco-label)
.
.
.
.

69
70
71
84
85
86
99
100
101
102
104
106
110
114
116
121
124
134
138
145

1
2
3
4
5
6
7

8
9 Dealer 1-5
10
11
12 4
13

14
15
16
17
18 1 5
19

5
6
10
11
12
50
58
63
65
66
70
74
75
75
84
96
97
108
109

1
2
3
4

LYNX
LYNX

32
33
61
68

()
45 50


70%

,,

()




EVT Marketing
()
2





(Mass Market)
800
90%

3
(Mass Market)

Year
1

35,280,000
6,480,000
6,373,300
54,690

38,808,000 83,918,000
7,128,000 15,190,000
6,781,740 14,743,895
225,089
301,279

103,307,000 131,243,200
18,901,000 23,981,600
16,179,266 17,844,855
1,1901,177
4,295,721

1
5,981,190
3,464,000
2,517,190

2
6,386,131
3,643,852
2,742,279

3
9,674,963
6,631,405
3,043,558

4
12,765,736
7,821,000
4,944,736

5
18,936,457
9,696,000
9,240,457

(Net present Value) 2,742,802 14.40%

(WACC) (IRR)
54.20% 3.21

PART I

2.
EVT Marketing
() 91/1-2
10540

1. (

208-210 1 10500
()
1
2.


Direct Marketing
3.

4.

5. Customer Relationship Management

10

PART II /

11

2
1. 2 (Two Stroke Engine)
1 1 (
1 1 ) (Suction Stroke) (Compression Stroke)
(Power Stroke) (Exhaust Stroke)



2. 4 (Four Stroke Engine)
1 2 ( 2
2 ) 4




3
1. (Family Type)
(Frame Body) Under Frame Type
100 110 (Electric Start)
(Kick Start)
2. (Sport family Type)
(Sport Moped)
(Manual
Clutch)

12

3. (Sport Type) Back Bone

Frame Type (Cradel)


110 150
(Manual Clutch)

1.
1.1

3

1.2

(Brand name)

13

1 2539

1.

2509

2.

2510

3.

2511

4.
2519

5.
2539
()
: ..2539

()
1,500

()

150

:
(72:28)
:

261

53

300

2
(Oligopoly)
(Dealer) (Manufacturer)
(Distributor) (Brand Name) 5


3

(Manufacturer) (Distributor)
(Dealer)

14

(Manufacturer)

(Distributor)

(Dealer)

(Consumer)

15

1.
2

2543
571,326
92,828
106,572
18,128
788,854

%
72.4%
11.8%
13.5%
2.3%
0.0%
100.0%

2542
423,310
84,216
69,815
21,121
79
598,541

%
70.7%
14.1%
11.7%
3.5%
0.0%
100.0%

Growth %
35.0%
10.2%
52.6%
-14.2%
-100.0%
31.8%

: ..
2543 7.88 32%
2542 5.93 5.71
72% 2 1.06 14% 3 9.28
12% 4 1.81 2%

16

4 70% 5.5
4

2 2544
10% 8.7
4

2539
596,251
460,565
177,425
1,234,241

2540
435,492
385,010
90,693
911,195

2541
283,060
195,533
42,055
520,648

2542
377,978
189,641
30,922
598,541

2543
N/A
N/A
N/A
N/A

: ..
2.
4

4

2541 LYNX

17

1.
2
1.1

5
/

Zap

40 ./.
142,590
24 48 .
Honda MT

72 ./.
N/A
40 .
Denali Pro

53 ./.
163,800
N/A
MIM X3
N/A
45 /.
N/A
80 .
Sol Gato

48 ./.
100,380
40 .
Eco -cycle

45 ./.
N/A
60 .
Lectra

72 ./.
N/A
48 .
Vectrix

88 ./.
200,000
90 .
: web site

40 88
100,000 200,000
45,000 2 3

18

1.2

1.
1.

2. 2.

3. 3.

2. (Family Type) (Frame
Body) Under Bone Frame Type
100 110 (Electric Start)
(Kick Start)

73% 2542

DREAM

97
.

4.0

87

DREAM EXCES

97

WAVE

97

SMILE

105

36,000

94

4.0

34,000

87

4.0

36,500

93

4.5

35,500

: 369 2544

19

2 13%

2542

4

100 .

RC 100

4.5

83

SWING

110

BEST

110

33,200

95

4.7

35,000

95

4.5

43,500

: 369 2544

3 11%
2542

RAINBOW
FREESH k105
MATEALFA

101.8 .

101.8

102.1

95

4.5

94

4.5

41,000

82

4.8

38,000

38,800

: 369 2544
4 2%
2542
4

20

CHEER (ES)

111.6 .

CHEER

111.6

106.7

4.2

104.4

4.2

39,881
36,963

: 369 2544

1.
2.
3.
4.

1.

21

(Macro Environment)
1. (Demographic Environment)
.. 2543 10
1.5% 1
10

(15-59) (60) 3% 2%2

7.8 5.7 3
10

19.4% 25.5%4

2. (Economic Environment)

2544 2543 3.5%
4.0%

22

3. (Natural Environment)

(Finite Nonrenewable Resource)

50

4. (Technology Environment)








H2

23

5. (Legal and Political Environment)

2539 -
2540 -
150
-
70

2536 4
3
4 2
2542 4
4 2

2531

20

2535
2539

24

(Asian Industrial Complementation

Scheme = ALCO)

1.
5.0
2.

3.
2

75

25

(Five Force Model)

1. (Risk of Entry by potential competitors)

2. Suppliers (Bargaining power of suppliers)

Suppliers
Suppliers

3. Buyers (Bargaining power of buyers)




Buyers

26

4. (Threat of substitute)

(Rivalry)

27

(STRENGTHS)
1.
2.
3.

4.
5.
(WEAKNESSES)
1. 45 ./.
2. 6-8
3.

4.
5.
6. 6
1-2
7.

8. 45,000
35,000 40,000
9.

28

(OPPORTUNITIES)
1. ,

2.

3.

4.

5.

6.
(THREATS)
1.

2.
3.

29

PART III

30

EVT Marketing


()

NECTEC (National Electronics and Computer

Technology Center) Electric Vehicles
()
BOI (Board of Investment)
2538
1.1 EVT Marketing

()

70%
(EVT Marketing CO.,LTD.)

30%

31

EVT Marketing

1.2
()
EVT Marketing

() EVT Marketing
(Distributor) EVT
EVT Marketing
(Dealer)
EVT Marketing

10 1 2543

32

() 3
10

EVT Marketing 80
()
() 30

() EVT Marketing
7
30
EVT Marketing

EVT Marketing (Dealer)

33

PART IV

34

1. 99.8%1
2. Greenhouse Effect (
)
3.
25 - 501
4.

5. Recycle

: ()

35

(Motorcycle)

()
BOI (Board of Investment)

LYNX
LYNX ()


LYNX
- LNYX


45 ./. 50 . 1
LYNX

45,000

36

4
1.

2.

3.

4.

37

1.

38

2.
(Pressing)
(Welding)
(Plating) (Painting)
3.


()


(Out source)

(Made to order)
19


250
3,000

39

PART V

40

(Market Research & Survey)

(Target Group)
(Demand)
(Introduction Stage)

4
1.

41

2.
ISO 14000

3.

4.

(Sampling Method) (Sample Size)

1)
3
1.


1.1
1.2
1.3
2.
ISO 14000

2.1
2.2
2.3
2.4
2.5 ()

42

3.

3.1 Happy Tour
3.2
3.3
3.4
2)

(Convenient Sampling)
60 pre-test

43

4
1.

3

1






80-100

1.
2. ()
3.

1.
2.
3.
4.

44

1. 6-8

2. 45 ./.

3. 1 50 .

2
750


1
2.
4

()
1

45

1.
2.
3.


1.
2.
3.
4.
45,000




1. 1 50 .

2. 6-8

3. 45 ./.

46

2
10-100


3-5
1
3.
4 Happy Tour


1






1.
2.
3.

45,000

47

1. 6-8

2. 1 50 .

3. 45 ./.
2
20-100
1
3-5
1-2
4.
60

18-30 76.7 58.3

41.7
20,000 86.7
28.3 31.7
28.3
63.3
31.7 5.0

48

58.3 20.0
13.3 5.0 3.3
38.3 5 35
5-10 16.7 10-20 10.0 20

78.3
41.7
38.3
63.3
25 8.3

() 3.3
30,001-40,000 43.3
40,001 - 50,000 25.0
81.7
68.3 31.7

1.

1.
2.
3.
4.

49

1)
2)

1)
2)
3)
4)
5)
6)
7)
2.

1)
2)
3)
4)
5)
6)

1)
2)
3)
4)

50

1)
2)

83.3
91.67
6.67 1.67
75

30.8 , 27 23.3

40
31.7 15

51

(Problem)
SWOT Analysis

1. (Product)

(Product Differentiation)

1
50 . 6-8 .
45 ./.
2. (Consumer)

3. (Company)

4
4

4. (Government)

52

(Alternatives)

3
6

1. - -
,

-
1

2. -
-
-

3.

-
-

-
( -
)
,

53

3 / 2

54

1. Brand Awareness
Brand Awareness 70%

2.

80 %
3.




4. 2544 800 60%
500 2543 800

55

(Segmentation)

(Behavioral Segmentation)

1.







1.1 Delivery


1.2 /
/ /

/
1.3


1.4

ISO 14000

1.5

56

2.

2.1 /



2.2

57

(Target Market)


1.

1

Professional Using Customer

1.

2.

,
,
, ,
,
,

3.
ISO14000

ISO 14000

58

2.
Working Using Customer


Housewife Using Customer

1.

-
-

2.

59

(Product Positioning)


LYNX ()

LYNX
- LYNX

60

(Competitive Positioning)

, ,
, , , HARLEY-DAVUDSIB BMW 3
1.
2.
3.

2 100 110

15.79 /

1,000 ../
2 T
85 /

60 ..
(30 ../)
2.00 /

300

LYNX

2 T

(30 ../)

1.66 /
- ../
- /
60 ..
2.00 /
300

61

/
1. () 60 ./
2. /
1 (300 )
1. / ( 300 )
600 / x 15.79 /
2. (7 7 /)
3. 18,00 ..
(60 .. / x 300 ) 18
( 85 )
4. / 300 ( 80 )
5.
6. 3 80
1
2 (300 )
1. / ( 300 )
600 / x 13.50 /
2. (7 7 /)
3. 18,000 ..
( 60 .. / x 300 ) 18
( 85 )
4. / (6 80 )
5.
6. 3 80
2
2
%

2 100
110

LYNX

9,474

1,494
588

1,530

480
240
11,724

9,474

2,082

1,494
588

1,530

480
400

-
2,500
( 3 )
-
4,582
6,664
27.94%

240
12,124
23,848
100%

62

1. 0.71 2.43 1.66 (

)
2.

3. 2 73.14 %
4. 2



()

()
()
2
:

28.64
716.00
8,592.00
17,184.00

39.75
11.1

993.67
277.67
1
11,924.00
3,332.00
2
23,848.00
6,664.00
: ()



4

63

+ LYNX

+
+

64

500 2543
9 406,612
13 1 46% 6

65

(Potential Market)
1.
1-2


8

(Total Market Size)

1.
2,400
2.
9,000

3.
2,000

4.
1,785

ISO
14000
15,185

( ) :

(Potential Market)
600
2,250

500
446

3,796

15,185
1 4 3,796 (Potential Market)


Push Strategy

66

720 18.97 % Potential Market 4.74 %

90%

10%
2544 ..12
3-5
3-5
3-4

2.
1-2

2543
(.. ..) 406,612
10 %

2 20%
Introduction Stage
3-5
Dealer
20 % Dealer

: 272/14 8/2

67

Dealer
9 Dealer 1-5
:

Dealer

1
-

2
1
1

3
3
1
1
2
2
1
10

4
3
2
2
2
2
1
2
14

5
3
3
2
3
4
2
3
20

Dealer

3-5 Dealer 100
116% 3 Growth stage
Mass Market

3 1,106 0.27
25431

9 2543 406,162 ( :
())

68

10
:
1

Growth(%)
-
- Dealer
Growth(%)

Growth (%)

2
720
80

800

3
792
10%
88
10%
880
10%

792
0%
106
1,000
1157%
1,898
116%

5
792
0%
127
1,400
38%
2,319
22%

792
0%
152
2,000
41%
2,944
27%

69

1.

EVT EVT
() EVT
LYNX SMART
life style SMART

1. (Customization)

(Logo)
(
)
(Image)

70

2. (Warranty and Service)

3 30,000

Web site hot line 1818
www.marketing@evt.co.th
3.


1. 6-8
2. 50 1
3. 45

1. NECTEC

2. 45 ./.

71

2.

1.

2. (
)
3.

Mass product

(Perceived-value Pricing) 45,000


11

(/)
1-9
45,000
10-49
44,000
50-59
43,000
100
42,000

(/)
1,000
2,000
3,000

()
2
405
6.67

72

3.
EVT () EVT Marketing


EVT ()
2

1.
EVT

EVT Marketing

Business Users

2.
EVT

EVT Marketing

Dealer

Customer

ISO
14000
EVT Marketing

73

4.
(Integrated Marketing Communication)
1.
: (Expanding to new segments)
: 800

:




2.



1.
/

2. ISO 14000
3.




3.
(Image Differentiation)

74

1.

2.

3.

4.

5. (Brand Positioning)

LYNX SMART

75

6. (Selling point)
6.1
4 4

12 4

() ()
1.
37,896.5,976.
6,120.
1,920.
960.
2,352.
800.5,000.

47,696.13,328. : () ( 15.79 1.66

60 . )
: 4

34,368.- 70%
6.2

76

13

1.
2.
3.
4.

16
16
12
2

: ()
: 4

6.3
14

1. -
-

()
-

77

2.

7. (Certificate)
1.

2. NECTEC

3.

4. ISO 9000 VERSION 2000

ISO 14000

8. (Brand personality)

78

9. (Brand Contact Point)

9.1

Car Free Day Earth Day

2
9.2 (Direct marketing)

Mail-order (Catalog Marketing)

ISO 14000

79

mail order

1. 6
2. 1 10
3.
4. 1 (30 )
9.3 (Event marketing)

EVT SMART

9.4 Personal selling

(Conference Selling)

80

(Customer Oriented Approach)

1. 25-40
2. ( )
3. 2
4.
5.

(Fixed amount)

(Commission)
1.5% Corporate Sale Direct Sale

50 %
(Overdue) 2

81

(Incentive)

3
1% 3

ISO 14000

1. (Prospecting and Qualifying)

2. (Pre-approach) (Approach)

Slide multi-vision / brochure

3. (Presentation and Demonstration)

AIDA (Attention, Interest, Desire, Action)

4. (Handing / Overcoming Objection)

82

1.
2.
3.

4.

40-50 ./.

(memory effect) 7-8

50 .

5. (Sales closing)



6. (Follow-up and maintenance)


30,000 ./. 3 2

9.5 (Sales Promotion)

(.)

83

2 1
EVT SMART
2-10 2% 11-50 5%

10 %
9.6 (On Line Marketing or Electrnic Business)

web site

web site search engine
Alta Vista, Yahoo, Siamguru, Gurunet,
Sanook, Catcha

84

15

1.
.
(Earth Day)

2
2. (Direct marketing)
Mail-order 500 ISO 14000
( 50 )
/
( 1,000 )
72 ( 1,000 )
3. (Event marketing)
EVT .

4.
(0.01x43,000x720)

5. (On Line Business)
/

Baht
100,000
100,000
20,000
72,000
25,000
720,000
72,000
300,000
500,000

309,600
50,000
150,000
150,000
2,568,600

85

86

PART VI

87

1.
() 250
1 2

1
1
1
2

(.)
75
50
50
150

400,000
1

1. / Softwar
4
38,000
2. Printer
1
20,000
3. Scanner
1
4,000
4.
5
1,500
5.
1
6,000
6.
1
450,000
7.
1
50,000
8. +
10
3,000
9.
2
20,000
10.

152,000
20,000
4,000
7,500
6,000
450,000
50,000
30,000
40,000
120,000
879,500

88

Working Capital
1.

2
2. Dealer 30
3. 12
Dealer
100,000
4. () 30
Net working capital
2
( 290,500)
Account receivable
Inventory motorcycle
Inventory spare parts
Less : Account Payable
Total working capital

581,000
2,640,000
432,000
100,000
(2,400,000)
1,353,000

Pre operating cost

Office Setup
10,000

20,000

30,000

2,662,500

89

2.

200,000

:
Cost of Capital
10%

1,723,750 (70%)
738,750 (30%)
2,662,500

15%
15%

Cost of Capital MLR + 2% 10%

Cost of Capital
( )
3.
1.

( 62)

Growth (%)

- Dealer
Growth (%)

Growth (%)

2
720
80

800

792
10%
88
10%
880
10%

792
0%
106
1,000
1157%
1,898
116%

792
0%
127
1,400
38%
2,319
22%

792
0%
152
2,000
41%
2,944
27%

90

1
2

31,680,000 34,848,000
- 3,600,000
3,960,000
- Dealer

35,280,000 38,808,000

3
4
5
34,848,000 34,848,000 34,848,000
4,770,000
5,715,000
6,840,000
43,500,000 60,900,000 87,000,000
83,118,000 101,463,000 128,688,000

1. 1 18.9% Potential Market 4.7%

10% 3 5
2. 1 80 20%
3. Dealer 3 100
4. 44,000
5. 45,000
6. Dealer 43,500 1

- Dealer

3
144,000
16,000
160,000

:
4
5
302,400 460,800
17,600
21,200
160,000 224,000
480,000 706,000

Dealer ..

91

1. 3
3 5 20%
2 3 1
1,000
2. 20%

2 1,000
3. Dealer 2 Dealer
800 20%

1
2
3
4
5

720
1,512
2,304
3,096
3,888

80
88
106
127
152
- Dealer
1,000
1,400
2,000

800
1,600
3,410
4,623
6,040
4.
Upgrade

1
2
3
4
5
upgrade
640,000
1,364,000 1,849,200
upgrade
1. 3 upgrade
upgrade 2,000
upgrade 20% 2
2.

92

2.

80
36,000 45,000

50%

upgrade 50 %
upgrade
3.
30

Dealer 30
4.
2
12
100,000
5.
MLR + 2% ( 10%)
36 2 4 6,453 (
) ( 450,000
) Leasing

93

6.
1.
2.
3.

80,000

180,500

30,000

290,500
4.
40,000

3,526,000

1. 1 2 80,000 ( 250 )
10 1 ()
2.
1

1
30,000

1
20,000

1
20,000

1
20,000

1
20,000
() (12000 /)
1
36,000
(7,000 /)
3
14,000
(7,000 /)
2
7,000

1
1
13

9,000
4,500
180,500

3.
30,000

94

4. 5%
5. Dealer 2.0

7. Dealer Dealer 3 5
Dealer ()
1
2
3
1
10
Dealer
(Dealer)

1
1. /

2.

4
14

5
20

3
500,000

4
700,000

5
1,000000

30,000

42,000

60,000

530,000

742,000

1,060,000

8.
1 2,568,600 ( 1 )
2 10%
3 10.0 Mass market

4 3 10%
5 4 10%
9.
(WACC) 14.40%

95

200,000
2,462,500

2,662,500

7.51%
92.49%
100.00%

10%
15%

7%
15%

W.K(1-t)
0.53%
13.87%
14.40%

4.
( 138)
:
Year

upgrade

1
35,280,000
-

2
38,808,000
-

3
83,118,000
160,000

4
101,463,000
480,000

5
128,688,000
706,000

35,280,000

38,808,000

640,000
83,918,000

1,364,000
103,307,000

1,849,200
131,243,200

( 138)
:
Year

1
35,280,000
6,480,000
86,700
54,690

2
38,808,000
7,128,000
328,967
225,089

3
83,918,000
15,190,000
435,111
301,279

4
103,307,000
18,901,000
2,717,698
1,901,177

5
131,243,200
23,981,600
6,136,745
4,295,721

96

6 (
139)
:

4,897,590
1,083,600
5,981,190
3,264,000
200,000
2,517,190

5,498,431
887,700
6,386,131
3,504,000
139,852
2,742,279

6.

1
()
80%
(Contribute Margin)

8,983,163
691,800
9,674,963
6,558,000
73,405
3,043,558

12,269,836
495,900
12,765,736
7,821,000
4,944,736

5
18,638,457
300,000
18,936,457
9,696,000
9,240,457

3,526,000
2,568,600
52,800
195,900
6,343,300

44,000
36,000
8,000

= / ( )
= 6,343,300 / 8,000
= 793

97

800

3 5

16
( 144)
:
Year
0
1
2
3
4
5
Free cash flow (1,309,500)
422,590 474,282
(2,827) 1,974,114 4,251,621
17
WACC
NPV
IRR
Payback period

14,40%
2,742,802
54.20%
3.21

3.21 1 2


3
(Growth stage)
Dealer
upgrade
(NPV) 2.74
(IRR) 54.20% 14.40 %

98

Sensitivity Analysis
Sensitivity
change NPV of Project
- 5% (5,334.97)
- 4% (3,718.55)
- 3% (2,102.11)
- 2% (486.65)
- 1% (1,128.80)
- 0% (2,742.80)
- 1% (4,357.77)
- 2% (5,970.31)
- 3% (7,581.89)
- 4% (9,195.89)
- 5% (10,806.01)

99

Sensitivity
2%
margin

Sensitivity

Sensitivity

2%
margin

100

PART VII

101

ISO
14000 (Niche Market)

(Mass Market)

2,662,500.-
() EVT Marketing

() 30 30

102

/
1.




2.



Commission

3.



4.

103

1.

2.


3.

4.




5.
3

104

4





1.



( 2544 : 800 )


2.




3. (MARKETING AUDIT)

PRODUCT CONCEPT SMART

105

PRODUCT CHARACTERISTIC

PRICING

PLACE

PROMOTION


AWARENESS TRIAL REPURCHASE

3

106

3-5
2544-2545 Brand
Awareness






NECTEC

3
1.
2. 1
3.

1 ()
,

1 ()
3
5

(.)
6-8
5
3

(.)
50
80
120

107

2
3

: .
()

1 ()
3*
5

(./.)
45
72
100

: *


Relationship Marketing E-business

Brand Awareness Event

Marketing

BOI Fair

Brand Awareness

108

18 1-5
1
2
3

1
3

1
Dealer
1
10

4
3
2
2
2
2
1
2
14

5
3
3
2
3
4
2
3
20

19

1
2
3

109

ISO
9002 ISO 14000 OHSAS 1800

110

PART VII

111

George E.Belch, Michael A.Belch. Advertising and Promotion. An Integrated Marketing

Communications Perspective. 4 Edition. Massachusetts
http://www.denalicycles.com
http://www.evthai.com
http://www.millennium-hk.com/scooters/electric.htm
http://www.ngmcorp.com/product/vehicle/ECO/index.html
http://www.azpworld.com
http://www.zevtech.com/scooters solgato.html
.
73
20 2540
. Corporate Thailand 4 38 2542
369 2544
272/14 8 2544
153 13 2544
51 4 2544
.. (). 56 1 .. ()
(2542)
() .
. , . , 2540
. . 9 : , 2543
( )
17 2543 11 52-58
.
. , (2541)

112

. . 1. ,
2542

113

PART IX

114

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
1.
2.
3.
4.
5.
6.
7.
8.

115

1.
2.
3.
4.
5.
6.

2.07
DC Motor 24V
1,620 . 640 ., 1,140 .
95 .


12 V 60 Ah

116

1.
1,200
2
2.

,
-
-
-
-
3.

-
-
-
-
-
-
()
4.
ISO 14000
357
5

(Total Market Size)

2,400

*
(Potential Market)
600

750
750
5,000
2,500

188
188
1,250
625

150
80
70
100
400
1,200

500

1,785

446

15,185

3,796

* 4
25%
:

117

ISO 14000 (http://www.tisi.go.th/14000/14000.html)ISO14000

Certification:Tally and details

(Number of companies certified)

(Industrial sector)
ISIC
.

(By TISI) (BY others) (Total)

11
2
2
(Extraction of crude petroleum and natural gas)

151

17

17

12

13

14

14

(Processing and preservation of food)

153

(Mill products, starches and animal feed)

154
(Other food products)

155
(Beverages)

17
(Textiles)

18
(Wearing apparel)

19 /
(Leather/footwear)

21

(Paper/paper products)

22
(Publishing/printing)

232
(Petroleum products)

118

ISIC

(Industrial sector)

241
(Basic chemicals)
242
(Other chemical products)
251
(Rubber products)
252
(Plastic products)
2691-3
(Ceramic/clay products)
2694-5 //
(Cement/concrete)
271 /
(Basic iron/steel)
272
(Precious/mom ferrous metals)
28
(Metal products)
29
(Machinery)
30 /
(Office machinery)
31
(Electrical machinery)

(Number of companies certified)

.

(By TISI) (BY others) (Total)

3
13
16
-

13

13

13

13

15

15

15

23

24

119

ISIC

(Number of companies certitied)

. .

(By TISI) (By others)

(Total)
3
67
70

(Industrial sector)

32 //
(Electronics)
332 /
(Optical/photo instruments)
34/35
(Motor vehicles)
3699
(Other manufacture)
401 /
(Electricity production)
402 /
(Gas)
502
(Maintenance and repair of motor vehicles)
51/52 /
(Wholesale/retail trade)
60-63
(Transport/travel)
642
(Telecommunications)
70
(Real estate)
72
(Computer activities)
7421 //

17

18

120

(Number of companies certified)

.

(By YISI) (By others) (Total)

(Industrial sector)

ISIC

(Technical consultancy)
75

23

23

11

11

336

357

(Public administration)

80
(Education)

8511
(Hospital)

90
(Sanitation).
(Total)
7 2544

21

121

. (green label eco-label)

.. 2520
20

(Thailand business Council for

Sustainable Development, TBCSD) .. 2536

122

(renewable resources)
(nonrenewable resources)


(reuse)
(recycle)

(.)

123

1,000

5,000

124

1)
2)
3)

(Questionaire)

(Convenient Sampling)
60

pre-test

125

1. 60

35
58.3%

25
41.7%
2.

18
18 25
26 30
31 40
41 50
50
3.

5.7%
20.0%
42.9%
20.0%
11.4%
0.0%
100%

4.0%
44.0%
40.0%
12.0%
0.0%
0.0%
100%

5.0%
30.0%
41.7%
16.7%
6.7%
0.0%
100%

40.0%
5.7%
22.9%
5.7%

12.0%
4.0%
8.0%
20.0%

28.3%
5.0%
16.7%
11.7%

17.1%
100.0%

52.0%
100.0%

31.7%
100.0%

4.

126

5.

5,000
5,001 10,000
10,001 20,000
20,001 30,000
30,000 - 50,000
50,001

57.1%
37.1%
5.7%
100.0%

72.0%
24.0%
4.0%
1 00.0%

5.7%
17.1%
60.0%
17.1%
0.0%
0.0%

1.
YAMAHA
HONDA
SUZUKI
KAWAZAKI
CAGIVA

13.3%
58.35%
20.0%
5.0%
0.0%
3.3%
100%

63.3%
31.7%
5.0%
100.0%

24.0%
52.0%
16.0%
8.0%
0.0%
0.0%

13.3%
31.7%
41.7%
13.3%
0.0%
0.0%

127

2.
0 5
38.3%
5 10
35.0%
11 20
16.7%
20
10.0%
100.0%
3.

78.3%
10.0%
3.3%
6.7%
100.0%

4.

1.7%
Internet
0.0%

38.3%

41.7%

3.3%

15.0%
100.0%
5.
()
()
()
()

3.3%
63.3%
25.0%
8.3%
100.0%

128

6.

10,000
10,001 20,000
20,001 30,000
30,001 40,000
40,001 50,000
50,000

0.0%
8.3%
16.7%
43.3.%
25.0%
6.7%
100.0%

7.

10.0%

3.3%

5.0%
(Leasing)
81.7%

100.0%
8.

68.3%

31.7%
100.0%

129

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

46.3%
7.3%
29.3%
41.5%
31.7%
19.5%
22.0%
17.1%
34.1%
31.7%
39.0%
22.0%
39.0%

31.7%
24.4%
26.8%
19.5%
26.8%
24.4%
31.7%
19.5%
26.8%
41.5%
36.6%
34.1%
34.1%

22.0% 0.0%
46.3% 17.1%
43.9% 0.0%
39.0% 0.0%
41.5% 0.0%
48.8% 7.3%
26.8% 19.5%
31.7% 19.5%
34.1% 4.9%
22.0% 4.9%
19.5% 4.9%
39.0% 0.0%
26.8% 0.0%

0.0%
4.9%
0.0%
0.0%
0.0%
0.0%
0.0%
12.2%
0.0%
0.0%
0.0%
4.9%
0.0%

130

1.
2.
3.
4.
5.
6.
7.

8.
9.
10.
11.
12.
13.

15.8%
47.4%
84.2%
5.3%
68.4%
52.6%
5.3%
47.4%
84.2%
52.6%
42.1%
36.8%
28.6%

42.1%
36.8%
26.3%
26.3%
10.5%
5.3%
42.1%
52.6%
26.3%
5.3%
26.3%
21.1%
31.6%
63.2%
10.5%
10.5%
31.6%
52.6%
57.9%
47.6%

42.1%
5.3%
15.8%
5.3%
5.3%
23.8%

5.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%

0.0%
0.0%
0.0%
0.0%
0.0%
0.0%

131

1.

16.7%

83.3%
100.0%
2.

1.67%

6.67%

91.67%
100.00%
3. 45,000 (
) 35,000
1 5

75.00%

25.00%
100.00%

4. ( 1 )

7.0%

32.2%

1.8%

28.7%

21.6%

7.0%
.
1.8%
100.0%

132

5. ( 3 )

1 2 3

31.7%
41.7% 23.3%
( )
3.3%
6.7%
1.7%

40.0%
25.0% 25.0%
() 5.0%
3.3%
0.0%

15.0%
13.3% 21.7%

5.0%
10.0% 28.3%

(MBA)

1
1.

...
2.

..
3.

..

133

4.


...
5.

..
6.

..
7.
( 3 )
R
R ( )
R
R ()
R R
R R
R
R
8.
( 1 )
R
R
R
R
R
R
R .

134

9. 45,000
35,000 4

R
R .
10.

..
11.
( 3 )
R 1 ( 50 .)
R ( 45 ./.)
R ( 6 8 .
R
R
R
R
R .
12.

2
1. ..
2.
R ( )
R ( )
R ( )
R .

135

3.
R

4.

R .
R
5.
R /
R
R .
6.
R
R
R
R
7.
R
R 2
R
R 2
8.
R 1 2
R 3 5
R 6 10
R 10
9.
R
R

136

10.
R
R
R
R ...
11.
R
R 12
R 13 - 24
R ..
.

1.

2.

3.

4.

5.

6.

7.

8.

()
9.

Happy Tour
10.

11.

137

12.

.
(MRR)

7.75%
2540
6.04%

7.75%
2541
1.34%

8.25%
2542
0.61%

8%
:

7.94%
:
30 2544

TBDC Government Bond Yield Curve

TTM
YIELD
30/04/2001
1 YR. 2.16
2 TR. 2.57
3 YR 2.85
5 YR 3.67
7 YR 4.32
10 YR 5.12
12 YR 5.58
14 YR 6.03
18 - YR 6.69
: www.thaibdc.or.th ()
3

7.94%

2.66%
5 () 3.67%

138

(Risk Premium) 15%
15%

139

140

141

1 ()

142

143

()

144

145

WACC
NPV
IRR
Payback period

14.40 %
2,742,802 Baht
54.20 %
3.21
Year

146