Company History
Sammakorn Public Company Limited (“SAMCO”) was founded in 1970 (BE 2513),
initiating its business by developing residential housing estates in Bangkok.
Since 1974 (BE 2517), the company has primarily focused on developing and selling single‑detached houses on land. Over the past 50 years, SAMCO has delivered more than 6,000 homes, committing to creating high-quality residential properties at reasonable prices for the Thai population.
In addition to its for-sale real estate business, SAMCO has expanded into the rental market by developing community shopping centers under the name "Sammakorn Place." These are strategically located on Rangsit-Klong 2 Road, Ramkhamhaeng Road, and Ratchaphruek Road. This initiative provides steady, long‑term rental income for the company, while simultaneously enhancing community networks and residential convenience.
“More than building homes, we create communities”
Business Operations
The Company’s core revenue is primarily derived from the sale of residential real estate projects.
The company operates a real estate development business, primarily focusing on low-rise residential properties. Its projects are designed to cater to various customer segments in terms of price range and preferences, including townhomes, single detached houses, and luxury+ single detached houses. Most of the company’s projects are located in Bangkok and its metropolitan area, with one project in the provinces: Barnyard Khao Yai, located in Nakhon Ratchasima Province. Each project is strategically developed to target different market segments.
All of the company's projects follow a "Built Before Sell" model. The single detached houses are marketed under the well-established "Sammakorn" brand, along with two additional brands: "Mitti" and "Anapana". For 2- and 3-story townhomes, the company operates under the "Sammakorn Avenue" brand, focusing on locations within well-developed communities with easy access to amenities and transportation networks to ensure a convenient and fulfilling lifestyle. In addition to low-rise residential projects, the company has ventured into high-rise developments, including condominium projects under the "Sammakorn S9" brand, strategically located near mass transit stations and commercial hubs. Furthermore, the company has expanded into the luxury low-rise residential segment, with "Providence Lane" in prime urban locations and the "Super Luxury" segment in central Bangkok, featuring the "Park Heritage" project. The company's provincial expansion includes "Barnyard" Khao Yai in Nakhon Ratchasima Province.
| Type of Business | |||
|---|---|---|---|
| Price Level | Single House / Twin House / Mixed Products | Townhome / Shop Houses / Home Office | Condominium |
| > 20.00 MB per Unit | > 7.00 MB per Unit | > 250,000 Baht per Sqm. | |
| High |  |
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| 8.00-20.00 MB per unit | 3.00-7.00 MB per unit | 150,000-250,000 Baht per Sqm. | |
| Moderate | |||
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| > 3.50-8.00 MB per Unit | < 30.00 MB per Unit | < 150,000 Baht per Sqm. | |
| Low | |||
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Business Policy
With over 50 years of experience, Sammakorn has not only developed houses and residential properties but has also accumulated extensive experience in serving and caring for more than ten thousand residents. This has enabled the Company to understand customers’ needs in all dimensions, as well as the diverse and evolving lifestyles of Thai people. This serves as the foundation of the Company’s philosophy, “A Home for Restful Living,” which is applied in every detail of the design process, ensuring that all spaces within each home are thoughtfully designed and functionally aligned with the lifestyles of Thai people across generations.
Following the Company’s success in shifting its development policy from built-to-order homes to a build-before-sale model, the Company continues to adhere to this approach. In addition, the Company has strengthened its policy of delivering houses and condominium units to customers with high quality and on schedule. All houses and units to be delivered must undergo rigorous quality inspections conducted by experienced engineering teams as well as customer care teams. The Company has also enhanced its internal Quality Control processes across departments to ensure that completed units comply with engineering standards, meet quality expectations, and align with the needs of target customers. The Company is confident that such strategies will enhance its competitiveness and further strengthen customer confidence.
Over the past year, the Company has continued to place importance on all aspects of the customer journey, covering every experience from targeted marketing efforts and attractive promotional offerings that meet buyers’ needs, to the delivery of high-quality homes and condominium units. The Company also places strong emphasis on after-sales services to ensure the highest level of customer satisfaction. Furthermore, the Company has established policies to foster livable communities and set residential regulations for homeowners, laying the foundation for sustainable and high-quality communities in the future. Communication channels between the Company and residents have also been improved to be more efficient and timely. In addition, the Company continues to adopt and develop technologies that enable after-sales service personnel at each project to better understand customer needs and deliver services that exceed expectations.
In addition to its core business, the Company also operates through its subsidiaries in various sectors, including rental space businesses and food and beverage businesses. In 2025, the rental space business continued to develop steadily, with an increase in the number of tenants at the Sammakorn Muang Ake Market branch, focusing on both monthly and daily tenants. Furthermore, the Company successfully expanded its street food business in the Sammakorn Ramkhamhaeng area, achieving a significant increase in revenue compared to the previous year. This growth was driven by initiatives to stimulate sales of vendors, as well as the provision of short-term rental spaces for activities for interested parties with minimal additional costs. Meanwhile, the Sammakorn Ramkhamhaeng Market was temporarily relocated to a provisional site due to the renovation and redevelopment of the original market, which is expected to reopen in its new format in 2026.
Revenue Structure
The revenue structure of the Company and its subsidiaries mainly consists of revenues from real estate sales in 2025 in the proportion of 80.03% of total revenues. In addition, rental income, service income, revenue from sales of food and bakery, and other incomes. The proportion of revenue structure in the last 3 years was as follows:
3-Year Comparative Revenue Structure (Consolidated Financial Statements)
| Products / Services | Operated by | % Shares held by | 2025 | 2024 | 2023 | |||
|---|---|---|---|---|---|---|---|---|
| Million Baht | % | Million Baht | % | Million Baht | % | |||
| Revenues from real estate sales | SAMCO, SMKP, SMK-JV1, SMK-JV2 | SMKP 51%, SMK-JV1 66%, SMK-JV2 100% | 1,250 | 80.03 | 1,270 | 80.23 | 1,758 | 87.77 |
| Rental income | SAMCO, PSDC | 100% | 64 | 4.10 | 62 | 3.92 | 88 | 4.39 |
| Service income | SAMCO, PSDC, SMKP, SMK-JV1, SMK-JV2 | SMKP 51%, SMK-JV1 66%, SMK-JV2 100% | 134 | 8.58 | 147 | 9.29 | 114 | 5.69 |
| Revenue from food and bakery | SFB | 100% | 40 | 2.56 | 39 | 2.46 | 20 | 1.00 |
| Other Income | 74 | 4.74 | 65 | 4.11 | 23 | 1.15 | ||
| Total Revenue | 1,562 | 100 | 1,583 | 100 | 2,003 | 100 | ||
Note : SAMCO means Sammakorn Public Co., Ltd.
SMKP means Sammakorn Plus Co., Ltd.
SMK-JV1 means Sammakorn-JV1 Co., Ltd.
SMK-JV2 means Sammakorn-JV2 Co., Ltd.
PSDC means Pure Sammakorn Development Co., Ltd.
SFB means Sammakorn F&B Co., Ltd.
Future Structure
| Project | Project Location | Operated by | Number of Units | Price Level (Million Baht) | Project Value (Million Baht) | Progress of the Project Development | Expected Opening for Sales |
|---|---|---|---|---|---|---|---|
| 91 Kinton (Lat Phrao 91) | Soi Lat Phrao 91, Khlong Chaokhun Sing Subdistrict, Wang Thonglang District, Bangkok | SMKP | 17 | 15 | 310 | 40% | May-26 |
Note : SMKP means Sammakorn Plus Co., Ltd.
Expected Return
In 2025, the Company continues to emphasize the efficient allocation and utilization of marketing and branding budgets to achieve the highest possible return, aiming to reduce overall marketing expenses while still increasing project visitation numbers and reservation volumes in line with established targets. This approach is implemented amid a relatively slow overall market condition, which has continued from 2024, where product supply in the market remains high while demand has declined both in quantity and purchasing capability. The Company expects to increase its Share of Voice in the market, improve brand awareness among target customers, and position itself among the top-of-mind choices when customers consider purchasing residential properties. The Company seeks to enhance the effectiveness of existing marketing media while also expanding into new communication channels and content strategies aligned with the interests of each customer segment, with the objective of reinforcing awareness and recognition of the Sammakorn brand as well as sub-brands of individual projects in the market.
In 2025, the Company has continuously implemented marketing activities across all channels, both online and offline. The year also marks a significant emphasis on internal brand understanding among employees. The “ONE SAMMAKORN” campaign was launched during the second half of the year with the objective of strengthening the Sammakorn brand in the minds of employees, who are regarded as the Company’s most important brand ambassadors.
Key Factors and Challenges to Strategic Plan Execution
In 2025, the residential property market remained highly competitive, primarily due to a relatively sluggish economic environment. Most companies focused on price promotions to stimulate sales, which impacted profit margins, particularly in the low-rise housing segment where developers have increasingly shifted their focus. As a result, the Company has had to enhance the efficiency of its marketing strategies, as well as improve various factors influencing purchasing decisions, such as project readiness, customer reception, and other related aspects, in order to better capture the remaining demand in the market.
The Company has also adopted ESG risk management practices to assess risks within the business context, recognizing their importance in driving sustainable business development. This approach aims to mitigate risks that may impact the Company’s long-term sustainability, particularly those related to environmental, social, economic, and governance dimensions, as well as emerging risks that may affect the Company’s operations in the future.
Customer Satisfaction Assessment Results (%)
The company has continuously developed its projects and services to meet customer satisfaction with responsibility, integrity, ethics, and dedication to maximizing customer benefits. This includes providing accurate and transparent information sufficient for decision-making, delivering quality products and services, and establishing channels for customers to submit complaints about product and service quality. In 2025, the company received an average customer satisfaction score of 4.43 out of 5 after project visits, based on assessments in the following six areas :
- Project Location: Convenient and safe travel that meets needs → 4.09
- House Design: Number of rooms and usable space meet requirements → 4.51
- Amenities and Safety Systems: Sufficient for needs → 4.33
- Project Environment: Clean, beautiful, and livable → 4.45
- Sales Staff: Provided complete and clear project information beneficial for purchasing decisions → 4.72
- Company Image: Impact on purchase decision → 4.48
Risk Factors for the Company’s Business Operation
The factors of risk likelihood and impacts on the Company’s business operation in 2025 are as follows :
- Competition Risk
The housing and land allocation business is inherently highly competitive, given the large number of market participants, each striving to increase sales and profitability. At present, competition has intensified further as most developers have increasingly focused on low-rise housing projects, which are also the Company’s core products, resulting in significantly heightened competition in this segment.
Mitigation Approach: The Company closely monitors the residential property market, particularly the housing segment, as well as overall economic trends. It carefully plans construction in advance to align with market demand and develops quality homes that meet customer needs. Cost control remains a key priority, alongside efforts to build customer confidence and satisfaction. The Company also emphasizes the use of effective marketing strategies and communication channels that can efficiently reach target customers within the allocated budget, while creating differentiation in its products and services. In addition, the Company remains agile and ready to adjust its strategies in response to economic slowdowns or potential oversupply in the housing market. Furthermore, the Company continues to focus on strengthening the Sammakorn brand, particularly among younger target groups who are prospective homebuyers in the near future. One of the key priorities is to enhance brand awareness among target customers, as well as to improve their understanding of the Company’s business and brand identity. - Decreased Purchasing Power Risk
The ongoing economic slowdown has affected the country’s economic growth, coupled with uncertainty regarding Thailand’s economic recovery. As a result, consumers, even those with purchasing power, may lack confidence and exercise greater caution in their spending.
Mitigation Approach: The Company focuses on delivering quality homes at competitive prices by increasingly adopting innovations in both materials and construction processes. The Company also employs more diversified and targeted marketing strategies tailored to specific customer segments in order to stimulate sales. In addition, strengthening brand value remains a key objective, as it encourages customers to choose the Company’s products more readily without the need for excessive price reductions. Market observations indicate that customers are generally willing to pay a premium for products from well-established and recognized brands, even when compared to similar products from less established brands. - Liquidity Risk
Liquidity risk is a critical risk for property developers. Liquidity constraints may arise when the Company’s revenue falls significantly below targets while expenses remain high, or when the Company undertakes substantial investments with limited liquidity, or faces significant short-term financial obligations that must be settled within specified timeframes.
Mitigation Approach: The Company closely monitors and manages liquidity, particularly cash flow and income and expenditure accounts. It ensures that debt levels remain within its repayment capacity. The Company may defer investments that could create significant financial obligations, and where investment is necessary, thorough risk assessments are conducted. Additionally, the Company maintains close communication and negotiations with financial institutions to obtain favorable terms, ensures adequate cash reserves, and secures standby credit facilities. Early warning mechanisms are also implemented to detect potential issues in advance and allow timely corrective actions. - Emerging Risk
Climate change poses a significant global risk and has gained widespread attention due to its broad and increasing impacts. These include flooding in certain areas, air pollution such as PM2.5, drought, and increasingly volatile weather conditions, all of which have intensified over time. These impacts extend beyond environmental changes to affect lifestyles and the overall economic environment. The Company addresses this risk through two main approaches: Preparedness for immediate incidents, such as establishing response measures in the event of flooding or other emergencies. Contributing to long-term climate change mitigation by prioritizing environmental considerations in its operations, such as managing construction waste responsibly.
Long-Term Goals
To continuously strengthen the Sammakorn brand as part of a long-term strategy, with the aim of making the Sammakorn brand, as well as its sub-brands, become top-of-mind for residential property purchases. This also aims to increase organic traffic for all of the Company’s projects and to reinforce the strength of the Sammakorn brand and its affiliated brands, thereby enhancing the value of the Company’s products and increasing booking rates.
Company’s Long-Term Purpose and Objectives
The Company has formulated a business growth strategy by moving forward to expand market share with the project development in a variety of styles, areas, and price levels to cover the group of consumers all over, focusing on the creation of quality products at reasonable prices under transparent business operation according to good governance.
With experience in the real estate business for over 50 years, the Company therefore has really recognized the problems and true needs of the residents in various dimensions of coexistence. Thus, every house of Sammakorn is a “Have a good sleep” invented and designed by the Company to suit the way of life of the new-era Thai people.