This study aimed to develop strategic guidelines for content creators to achieve a competitive advantage in the online media industry by constructing a structural equation model (SEM). A mixed-methods approach was used, combining qualitative interviews with nine industry experts, a focus group with eleven specialists, and a quantitative survey of 500 executives from industrial businesses. Data were analyzed using descriptive statistics, inferential tests, and multivariate techniques. The analysis identified four key strategic components: (1) cost effectiveness, (2) data-driven, (3) differentiated creation, and (4) agile marketing. Cost effectiveness emerged as the most critical factor. Hypothesis testing indicated that business duration significantly influenced the prioritization of these components (p < 0.05). The refined SEM demonstrated strong model fit, with CMIN–p = 0.062, CMIN/DF = 1.142, GFI = 0.955, and RMSEA = 0.0173. The findings confirm the model’s applicability in supporting strategic planning and enhancing competitiveness among online content creator businesses.

This study aimed to explore the approaches for transforming Small and Medium Enterprises (SMEs) into high-value markets, focusing on constructing a structural equation model of guidelines for the development of small and medium enterprises into high-value markets. The conceptual research framework consisted of one exogenous latent variable, the Value Discovery element, combined with the four endogenous latent variables, Value Development, Value Communication, Value Distribution, and Value Experiences. The study utilized mixed-methodology research, including qualitative research through in-depth interviews with nine experts, a focus group discussion with 11 successful entrepreneurs, and quantitative research through a survey of 500 SMEs in Thailand. The results revealed that SMEs operating in high-value markets are divided into tangible and intangible products, representing 250 respondents from each group. The five elements of the guidelines for the development of small and medium enterprises into high-value markets were found to be of high importance both overall and in each element. The developed SEM model was consistent with the empirical data of five elements with 27 observed variable factors. Furthermore, the hypothesis test results for analyzing the causal influence between latent variables in the SEM model revealed that all six hypotheses were supported at the 0.001 level of statistical significance. The value of the study is beneficial for SMEs who target to do business in high-value markets and can improve their competitiveness, develop unique value propositions, and provide better customer experiences.

Micro, small, and medium-sized enterprises (MSMEs) are important in driving a country’s economy and cover the entire manufacturing sector. Therefore, entrepreneurs with specific characteristics are needed for MSMEs to be successful. This study analyzed the exploratory components of entrepreneur characteristics in sustainably successful MSMEs. Data from interviewing 500 entrepreneurs who successfully operated MSMEs were analyzed using descriptive, referential, and multivariate statistics. Analysis of the entrepreneur characteristics’ exploratory components revealed that their Kaiser-Meyer-Olkin index was 0.969, and eigenvalues after axis rotation were 6.545–8.899. Four components were extracted: leadership, personality, management skills, and morality/ethics. Entrepreneurs’ characteristics in sustainably successful MSMEs include the ability to prioritize tasks appropriately, punctuality, people management skills, consideration of non-violation of rights, and non-imitation of others.

Due to the slowdown of the world economy, the growth of the world's automobile manufacturing industry has declined. As a result, the production rate of automotive parts tends to decrease as well. The objective of this study was to investigate the guidelines for managing the automotive parts manufacturing for sustainable success. The study was conducted qualitatively and quantitatively. The results of the study revealed four components of the management of the automotive parts manufacturing industry; namely, 1) development of servitization, 2) development of organization, 3) development of labor skill, and 4) development of technology. As for the analysis of the second-order confirmatory factor model developed, it was found that the model passed the assessment criteria and was consistent with the empirical data.