The Strategies of Competitive Advantages of Thai Polymer Industrial to the Asian Economics Communities (AEC) Countries

This study is the competitive advantage strategies of Thai Polymer Industry to The Asian Economic Community the plastic industry also has an important role in bringing the foreign currency into Thailand. As can be seen from the plastic industry of Thailand’s total exports, there are worth more than one billion baht per year, be in one of the top 10 list of exports in this country. Moreover, the plastic industry is the linkage between the petrochemical industry which not only is the material for plastic pellets’ production but also can be continued to the production of various plastic products with a variety of industries.The objective of study is to make sure that the result of this study can be used for defining and planning on industrial polymers trade and production for ASIAN community market. Second, to know the success of polymers competitiveness strategy and use it as a case study. Third, to analyze effectiveness of polymers industries on international competitiveness that there is any factor can be strongly effect than others. And fourth to analyze the factors that are contributed the success of international business in ASIA.The result found that the strategic management process has the relationship with the competitive advantage according to Correlation Coefficient from high to low. The analytical of environmental scanning in business has the high correlation level (r=0.982, p-value The Structural Equation Model (SEM) found that the latent variables of success factors have the impact weight score on observe variables of competitive advantage at 1.42, competency at 0.90, business alliance at 0.65, innovation at 0.82, free trade at 0.97, international prestige equally to 1.00, development of marketing at 1.30 and distribution channel at 1.30 accordingly.The analytical of constructive model on direct and indirect effect found that latent variables of entrepreneur characteristics have the direct effect on strategic management process at 0.903, success factor at 0.744, the competitive advantage at 0.877 with a significant level at 0.001. While the latent variable of strategic management process has the direct effect on success factor at 0.171, the competitive advantage at 0.713 with a significant level at 0.001. Moreover, the latent variable of logistic and supply chain activities has the direct effect on success factor at 1.883, competitive advantage at 3.061 with a significant level at 0.001. Finally, success factor has the direct effect on competitive advantage at 0.916 with a significant level at 0.001.