Three Heirs of DOHOME Transform Family Business with New Revenue Model, Allocate 800 Million Baht for Branch Expansion and Technology Investment

As Thailand's building materials market faces intensified competition, uncertain consumer purchasing power, and technology changing people's behaviors, growth in the retail building materials business may no longer depend on who has the most branches or sells the cheapest products. Instead, it depends on who better understands customer needs, manages costs, and creates revenue from new opportunities.

This is the key challenge for DOHOME Public Company Limited. DOHOME is a retail and wholesale building materials business that began as a steel and building materials store in Ubon Ratchathani Province before growing into a major player in Thailand's building materials industry.

Over more than 43 years, from a business founded by Adisak and Nataya Tangmitpracha, originally named “S.A. Ubon Materials,” DOHOME is now undergoing a significant transformation, with three second-generation heirs joining to drive the business forward from the founders.

Their main goal is not just to pass the business from one generation to the next but to transform the family business into a Professional Family Business—a family enterprise managed with professional systems to enhance competitiveness and long-term growth.

Starting from a building materials store in Ubon,

DOHOME’s origins date back 43 years when Adisak and Nataya Tangmitpracha started selling steel and building materials in Ubon Ratchathani under the name “S.A. Ubon Materials,” before expanding to other provinces, which led to the rebranding as “DOHOME.”

The name reflects the founders’ concept to connect the brand with home-related business, where “Do” signifies browsing products and links to the English word “Do,” meaning to take action, while “Home” means house.

From a traditional building materials retailer, DOHOME gradually expanded its product categories and developed store formats to cater to diverse customers including contractors, professional craftsmen, small retailers, and homeowners.

However, growing from a small family business to an organization with over 10,000 employees requires more than sales ability; it demands management systems, finance, technology, and organizational structures that support expansion.

This led to the roles of the three second-generation executives, each responsible for different business areas based on their expertise.

The three roles of Generation 2

Although called Gen 2, these three have over 10 years of experience working and managing the family business—from transforming traditional stores into Modern Trade, establishing management systems for growth, to pioneering e-commerce and comprehensive home services.

Ariya Tangmitpracha, Executive Director and Chief Operating Officer of Procurement, Supply Chain, and Human Resources, said she started working at 23 years old shortly after graduation, beginning in procurement before expanding into store management and sales.

Ariya explained one of her key roles was transitioning stores from Traditional Trade to Modern Trade, while maintaining strengths in wholesale and expanding product categories from steel and building materials to home decoration, furniture, electrical appliances, tools, and electrical equipment.

She also developed Experience Zones for customers to see and touch products, transforming DOHOME from a building materials store into a destination for home-related shopping in each province.

Meanwhile, Salinthip Ruangsutthiphap, Executive Director and Chief Operating Officer of Accounting, Finance, Sales, and Commerce, played a crucial role in establishing back-office management systems when the company had only 40-50 employees and a single branch in Ubon Ratchathani.

Her responsibilities included credit systems, finance, supply chain, and operational standards. A key decision was switching from an in-house ERP system to SAP about a year after opening the Nakhon Ratchasima branch.

Modernizing these systems laid the foundation for improving management standards, transparency, and data auditing to support branch expansion and significant sales growth.

Meanwhile, Maruay Tangmitpracha, Executive Director and Chief Operating Officer of Information Technology, Marketing, and Home Services, pioneered DOHOME’s e-commerce channel about ten years ago.

At a time when selling building materials online was rare, DOHOME developed its own product sales website before expanding to marketplaces like Shopee and Lazada, while building a nationwide delivery system covering all 77 provinces and order tracking.

Maruay said he also developed IT infrastructure connecting ERP and customer data, and initiated the home services business under the brand “Nai Chang.”

Currently, DOHOME has a customer database exceeding 4 million records, becoming a key asset for future business development.

Four revenue models

Previously, growth for major building materials businesses was driven by opening large branches to increase sales space and stock large inventories. However, these require heavy capital investment, and economic uncertainties have led companies to reconsider investment value.

DOHOME now operates several models and sales channels catering to different customer groups, including

• Dohome XL: Large branches with about 40,000 square meters, stocking 70,000 to over 100,000 items. Currently, there are 27 such branches.
  
  This model’s strength is being a large-scale building materials center, offering steel, cement, and construction-related products, supported by warehouses and a fleet ranging from 6-wheel to 10-wheel trucks, trailers, and cranes able to deliver directly to construction sites.
  
  However, each XL branch requires an investment of several hundred million baht, excluding inventory costs. The company is delaying such investments to evaluate economic trends, interest rates, and oil prices.

• Dohome To Go: Smaller building material stores around 1,000 square meters each, offering 5,000-6,000 items focused on urgent repair products, tools, and materials customers need immediately.
  
  This model requires lower investment and better reaches community customers, with convenience in store access and space designed for customers to park and load products directly.
  
  Importantly, the To Go model has a higher gross profit margin than large branches. Therefore, the company is accelerating investment in this model. Given that major retailers hold only 25% of Thailand’s building materials market while 75% remains with small shops, DOHOME sees opportunities to expand market share.
  
  Currently, there are 33 To Go branches, aiming to increase to about 40 by year-end, then add another 20 next year, focusing on Bangkok, its metropolitan area, and the Eastern region, especially Chonburi and Rayong provinces.

• E-commerce: DOHOME was among the first building materials retailers in Thailand to enter the omnichannel market about ten years ago. Recently, the company expanded to app-based services to comprehensively reach customers and consolidate full services in one place.
  
  Next year, the company plans to invest an additional 100 million baht in technology infrastructure to enhance data integration and continuously understand customer behavior across channels.
  
  A core focus is developing a Customer Data Platform (CDP) to collect and link customer data from different channels, enabling better analysis of needs and more targeted product and service offerings.
  
  If the company can integrate these data, it will increase opportunities for ongoing sales without relying solely on acquiring new customers.
  
  
• Home Services: “Nai Chang” is a comprehensive home service designed to close service gaps in all business models mentioned. It shifts DOHOME’s role from product seller to a service provider that helps customers manage home-related issues from start to finish.
  
  DOHOME currently has a network of about 1,000 service teams nationwide, offering installation, repairs, renovations, decoration, and even complete home construction.

Financial results and next year's investment budget

DOHOME recently disclosed first-half 2026 financials with the following details:

• Total revenue: 16.011 billion baht, up 3.4% compared to the same period last year.
• Net profit: 519.42 million baht, approximately 68% of the full-year profit.

Looking back, DOHOME’s revenue and profit have steadily increased, with key performance as follows for 2024-2025:Key financial resultsinclude:

• In 2024, total revenue was 31.34451 billion baht with net profit of 674.08 million baht.
• In 2025, total revenue was 29.42604 billion baht with net profit of 601.12 million baht.

Notably, first-half 2026 profit represents about 86% of 2025’s full-year profit. This was mainly supported by improved sales in repair products and DOHOME’s own House Brand items, which boosted average gross margins.

Moving forward, the company aims to balance growth, profitability, and long-term sustainability by improving operational efficiency, reducing costs, creating sales opportunities, and reducing reliance on individual management.

Next year’s total investment budget is set at 700-800 million baht, covering Dohome To Go expansion, renovation of large branches according to their lifespan, and development of IT systems and omnichannel capabilities.

DOHOME is not only focusing on increasing sales space but also emphasizing investment efficiency, profitability, and customer reach in potential areas.

Under the leadership of the three second-generation executives, the company remains committed to maintaining the brand’s core strengths of “Complete, Affordable, Good Quality,” a foundation since the founders’ era, while enhancing technology, management systems, and services to meet modern consumer needs.

At 43 years old, DOHOME’s next challenge is not just opening more stores but proving how a building materials business grown from a local shop can leverage data, technology, and new business models to achieve quality growth amid rapidly changing market competition.

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