In an era where retail competition is driven by capital, technology, and system efficiency, many local businesses face the same question: How to continue growing in a market dominated by larger players with greater size, networks, and investment capacity? Yet, DOHOME's path reflects a different perspective.
Starting as a local construction materials store in Ubon Ratchathani province, DOHOME gradually grew into a key player in Thailand's construction retail market—not by rapid branch expansion or huge initial investments, but by understanding customers and turning local relationships into a scalable business system.
In business terms, this model is often called a “Local Hero,” a business that gains advantage through close market ties rather than organizational size.
DOHOME began as “Ubon Materials,” a construction store in Ubon Ratchathani run by Adisak and Nataya Tangmitpracha, before gradually expanding its customer base from local to national levels.
Today, DOHOME is one of the major players in Thailand’s Home Improvement Retail industry and is publicly listed. However, the interesting point is not the business destination but the growth approach based on customer relationships from the start.
Initially, Ubon Materials’ main customers were contractors, accounting for about 40–45% of total sales.
The company adopted a credit sales system to allow contractors to use products first and pay later. Although this model carries risk, the company managed credit carefully and increased credit limits for customers with good payment histories.
Credit thus served not only to support sales but became a tool for building long-term customer relationships.
The key to DOHOME’s growth lies in the Chinese business concept called “Kam Seng.”
This concept does not mean credit sales or discounts, but viewing customers as business growth partners and prioritizing long-term relationships over short-term gains.
During the 1997 economic crisis, when many contractors faced liquidity issues, the company helped support customers by extending payment terms and maintaining business continuity.
Over time, this resulted in a customer base that grew alongside the company, creating a competitive advantage difficult to replicate quickly.
As the business grew, the challenge was not just opening more branches but ensuring all branches operated under the same standards.
Maruay Tangmitpracha, a new-generation executive, said that when the company began expanding nationally, family-only management could no longer handle the business complexity.
“Our challenge is not just opening more branches but ensuring all operate under unified standards and use the same data for decision-making.”
DOHOME invested in an ERP system to integrate data on products, inventory, accounting, and operations across all branches—crucial for managing tens of thousands of items and controlling costs accurately at each location.
DOHOME now develops multiple store formats to accommodate changing consumer behavior, including large branches and small community stores.
At the same time, the customer structure is shifting from contractors toward more homeowners, reflecting a trend of consumers renovating existing homes rather than buying new ones amid economic slowdown.
DOHOME has extended from product sales to more comprehensive services through “craftsman” services, developing standards for technicians, and creating living-related experiences.
This concept is increasingly reflected in marketing campaigns. Recently, the company launched the “DOHOME STADIUM: Real in Every Field, Profit in Every Match” campaign for the 2026 World Cup, focusing not just on product sales but connecting homes with lifestyle experiences by designing spaces for relaxation, sports viewing, and family time.
Additionally, the company has expanded services to solutions for an aging society, using its Loyalty Platform with over 4 million members to better understand customer behavior and tailor services accordingly.
Maruay estimates that Thailand’s construction materials market still has significant growth potential, valued at around 170 billion baht, but modern trade holds only about 20% of the total market. The next goal is not just increasing branches but elevating from a construction materials retailer to a home ecosystem connecting products, services, and solutions.
DOHOME may not be the fastest-growing business, but it is a case study showing that in a retail competition based on size and efficiency, understanding customers and turning relationships into business systems is another viable growth path.
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