Page 203 - THAILAND PRIVILEGE ANNUAL REPORT 2025

Annual Report 2025

Core Value

1. Talent 3. Customer Centric

We recruit and retain talented professionals to We cultivate a shared commitment across all
sustain organizational efficiency, reduce the loss levels of the organization to understand members’
of skilled and experienced personnel, and build needs and perspectives, with the objective of
sustainable competitive advantage through delivering services that consistently enhance
continuous growth and development. member satisfaction.

2. Proficiency 4. Service Minded

We enhance organizational capabilities by We deliver services with genuine care and
strengthening workforce competencies, professional dedication, striving to exceed member expectations
expertise, and performance across all functions, and create lasting value through exceptional service
while integrating modern knowledge, innovation, experiences.
and creativity into our operational systems.

Strategic Objectives (SO)
At present, the Company’s core business operations focus on providing membership cards that grant Privilege
Entry Visa and other exclusive benefits to foreign nationals seeking long-term residency in Thailand. Nevertheless,
based on comprehensive market analysis-taking into account both competitive dynamics and consumer behavior-
Thailand Privilege Card Co., Ltd. (TPC) has formulated plans to create future growth opportunities by defining
a clear organizational direction and long-term vision. The Company aspires to evolve toward becoming an Exclusive
& Beyond Service Provider and Thailand’s Tourism & Economic Value-added Partner, in alignment with its corporate
vision and enterprise plan. Accordingly, the Company has established three Strategic Objectives (SO) as follows:
1. Expand the customer base and create business opportunities
2. Enhance customer experience and strengthen engagement across each segment
3. Manage the organization and operations toward excellence and sustainability
The overarching objective is to achieve continuous growth with accumulated profitability, while ensuring
long-term organizational sustainability. Details of the three strategic objectives, together with corresponding strategies,
key performance indicators and targets, are outlined below.

Strategic Objective 1 (SO1): Expand the Customer Base and Create Business Opportunities
This strategic objective focuses on the Company’s core operations, with an emphasis on revenue generation
from its principal business, namely membership card sales. From a sales perspective, the Company’s sales channels
are categorized into two main channels: GSSA and authorized agents, and TPC’s direct selling channel. For the GSSA
and Individual Agent channel, which serves as the primary sales channel, the Company aims to expand the number
of GSSAs and agents to achieve broader market coverage, particularly in secondary and emerging markets. In addition,
the Company emphasizes collaborative partnerships with GSSAs and agents, working closely with key GSSAs through
jointly developed action plans to drive proactive sales strategies and provide continuous operational support.
The Company also leverages the Tourism Authority of Thailand (TAT)’s business networks, as well as partnerships with
relevant public and private sector organizations, to further expand its marketing and sales channels. For the direct
selling channel, the Company focuses on targeted marketing efforts to generate sales leads, with budget allocation
prioritized toward channels capable of delivering high-quality leads with strong conversion potential. Proactive lead
management is implemented to improve the closing ratio, alongside the execution of proactive sales strategies
such as on-ground sales and direct engagement with high-potential target groups. In parallel, the Company seeks
to expand into related businesses beyond visa services (Beyond Visa) to diversify revenue streams and mitigate risks
associated with reliance on membership card sales as the sole source of income.
Key Performance Indicators and Targets
• Revenue growth rate from membership card sales (base year)
• Percentage of achievement in implementing new business development plans

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