BANGKOK, Thailand – In an era of rising costs, fragile consumer spending and intense competition across both offline and online markets, many business owners are focused on one immediate goal: simply surviving the year. However, some businesses continue to record higher sales, receive steady orders and appear to be growing, yet their owners are working harder than ever, teams still cannot make decisions independently, and cash reserves fail to grow alongside revenue. These are signs that a business may be surviving on paper but has not yet built the foundation needed for sustainable growth.
Drawing on years of experience managing businesses and working with Thai entrepreneurs, Saravoot Yoovidhya, Chief Executive Officer of TCP Group, said today’s SMEs face challenges beyond finding customers and expanding markets. He identified three critical weaknesses often overlooked by business owners: making decisions based on feelings rather than data, relying too heavily on the owner instead of empowered teams, and increasing sales without improving cash flow. Saravoot shared these insights under the concept “Empowering Entrepreneurs to Move Forward” during TCP Group’s participation as a mentor in the Thai Chamber of Commerce’s Big Brother Season 10 program, marking the ninth consecutive year of involvement. He encouraged entrepreneurs to look beyond immediate problems and ask whether their current solutions are truly leading their businesses toward long-term success.
Sales Figures Alone Do Not Tell the Whole Story
One common business illusion is believing that high orders automatically mean strong sales.
In reality, some products may still be sitting on store shelves or becoming excess inventory that distributors cannot sell. The difference between sell-in — products sold from manufacturers to retailers — and sell-out — products actually purchased by consumers — is therefore a key indicator of business health. Products filling store shelves may represent cash tied up in inventory rather than successful sales. “Every business does not need complicated data systems. What matters is knowing which information is important for decision-making. Businesses that succeed do not let data wait for decisions; they use data to make faster and more accurate decisions,” Saravoot said.
This approach is increasingly important in a market where businesses sell through multiple channels. Online traffic, clicks and social media attention do not always translate into purchases or profits.
TCP has applied data-driven methods to Bestural, a gummy collagen product developed with Japan’s DHC and sold mainly online. The company analyses customer visits, purchasing behavior and product profitability to identify which activities generate real business results rather than only attention. Data can also reveal new market opportunities. For example, consumer insights from Red Bull’s business in China showed rising demand for convenient ready-to-drink products with portable packaging. This led to the development of Red Bull in PET bottles, the first time the brand introduced this format in the Chinese market. The key lesson is not simply having data, but knowing what questions to ask. In today’s business environment, competitive advantage belongs to those who can turn information into better decisions.
Businesses Cannot Depend on Owners for Every Decision
Many SMEs face another challenge: owners remain at the center of almost every decision, from customers and pricing to purchasing and daily problem-solving. While this approach may help businesses during their early stages, it can become a bottleneck when companies grow. Through TCP’s Durbell Successor Program, which helps prepare future generations of business leaders, the company found that many businesses do not lack talented people. Instead, employees often hesitate to make decisions because they are unsure about their authority, fear making mistakes or do not see how their work affects overall business success. “A business that can move forward does not mean the owner must be the smartest person in the room. It means the company has a team that can think, decide and take responsibility. The owner’s role must shift from answering every question to creating systems that allow teams to find answers themselves,” Saravoot said.
Building stronger teams does not always require large training programs. It can begin by helping employees understand customer behavior, sales performance, costs and profits, and how their decisions affect the wider business. When employees understand the bigger picture, their work becomes more than completing tasks — it becomes part of achieving business success. TCP has also launched TCP AI Hackathon 2026 to encourage employees across different departments to explore how artificial intelligence can solve real business challenges and create new ways of working.
Higher Sales Do Not Always Mean More Money
Another major misunderstanding among entrepreneurs is assuming that rising sales automatically mean a healthier business. In reality, growth can create financial pressure when companies need to increase inventory, expand facilities, offer longer credit terms or pay expenses before receiving customer payments. A business may appear successful through sales reports while lacking enough cash to pay salaries, suppliers or unexpected expenses. Before expanding, entrepreneurs need to understand the true cost of doing business, including transportation, promotions, platform fees, inventory costs and the owner’s own time and labor.
“Money coming into an account may simply be cash that needs to be used for further operations, not actual profit. If entrepreneurs do not understand their true costs, they may sell more products while unknowingly losing more money,” Saravoot said. He added that before expansion, businesses must evaluate whether they have enough cash flow, whether customers can pay on time and whether they have plans to handle unexpected situations. “Businesses do not always fail because they have no customers. Many fail because they run out of cash first,” he said.
The Future Belongs to Businesses That Adapt Quickly
Data, teams and cash flow may appear to be basic business foundations, but they are closely connected. Without reliable information, decisions depend on the owner’s experience or instinct. When every decision requires the owner’s approval, businesses become slower, inventory moves less efficiently and cash becomes trapped in stock or unpaid credit. The solution is to build a new management cycle where data supports faster decisions, teams reduce dependence on owners and financial discipline ensures growth happens on a stronger foundation. “SMEs today face tougher competition and higher costs, but their advantage is the ability to adapt quickly. Success does not belong only to those who are the strongest, but to those who see reality faster and are willing to change,” Saravoot said. As TCP Group celebrates its 70th anniversary under the theme “70 Years TCP Empowering People to Move Forward,” the company is sharing lessons from its own growth, adaptation and collaboration with partners to help Thai entrepreneurs strengthen their businesses. TCP believes sustainable growth does not begin with having every answer, but with clearly understanding the reality of the business and making changes before short-term challenges become long-term weaknesses.
“The businesses that succeed are not those that never face problems. They are the ones that identify problems quickly, make timely decisions and adapt before risks become crises,” Saravoot said.
“The three priorities for entrepreneurs are understanding and using data, building teams that can make decisions, and maintaining strong cash flow. Sales are not the same as profit, and growth without cash support can eventually become a business risk.” TCP Group consists of TCP Pharmaceutical Industry Co., Ltd., which manufactures the group’s products; Durbell Co., Ltd., responsible for distribution; and TG Vending and Showcase Industries Co., Ltd., which manages vending machine operations.
The group employs more than 5,000 people in Thailand and worldwide, with brands including Red Bull, Krating Daeng, Ready, Sponsor, Mansome, Puriku, Sun Snack and other beverage and consumer products. Operating under its TCP Sustainability framework, the group focuses on sustainable growth through innovation, climate action, responsible water management and improving community quality of life, supporting its mission to “Empower the World for a Better Day.” I’ve kept it in a Pattaya Mail / business feature style with the corporate message shortened, while preserving the key SME lessons.
