MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
SOURCES::SWAHILI TIMES,CLOUDS MEDIA AND BISHOP GWAJIMA .
Just for you....learn For business development to fulfil its purpose of being the integrative link between strategy and execution, it needs to revolve around three axes, and it needs a clearly defined interplay with other support functions, top management and the line organisation. This is illustrated below. As a corporate support function, business development is concerned with managing the development of the business from both an external and an internal perspective. This is reflected in the conception of business development units as "integrative links" between strategy and execution. It is concerned with pinpointing important new business opportunities, enabling quick and fact-based decision making and finally making things happen. Every step is completed not as a singular event, but as a process that is concluded and followed up in collaboration with the top management and the line organisation. of strategy management is a new activity to most units. In some cases, the business development unit may be implicitly involved in this activity without the process being structured and managed. In the cases where business development efforts are most efficient and generate the most evident results, they include a managed process where the unit orchestrates the strategy management process ensuring that the strategy is translated into actionable tasks aligned with other corporate functions such as HR, IT and Finance. Whereas the investigation of strategic options and the execution of strategic projects are recognisable activities for many business development units, the orchestration. As such, the most successful business development units solve three different tasks oInvestigate strategic options (external/internal) –Evaluate strategic positions –Identify new market segments –Qualify new market entry –Support M&A activities oExecute strategic projects –Lead or support business portfolio optimisation –Lead or support process improvement programmes –Lead or support organisational change processes –Evaluate strategic investments oOrchestrate strategy management –Co-ordinate the strategic planning process –Align performance measures with budgets –Facilitate sharing of strategic learning –Ensure ongoing follow-up and reporting –Integrate strategic thinking into the annual planning cycle
TAFADHALI SHARE HABARI HII KWA RAFIKI ZAKO HAPO CHINI ILI IWAFIKIE NA WENGINE PIA
Pig industry sustains livelihoods of many families in Kenya. Pig rearing has been one of wellestablishedindustry
in Kenya following growing export markets and increasing number of health
conscious consumers. Pig production if efficiently managed has great potentials for increasing
protein supply in Kenya. Smallholder pig farms in Tharaka-Nithi County have been facing
varying and dismal profits. The main objective of this study will be to establish which
institutional arrangements and management factors affect the profit efficiency of small-holder
pig farmers in Tharaka-Nithi County. A multi-stage purposive sampling technique will be
adopted to collect cross sectional data of eighty (80) smallholder pig farmers in Maara
Constituency by the use of semi-structured interview schedules. The work will employ Data
Envelopment Analysis to come up with profit efficiency rankings among the farmers and
stochastic frontier profit function will be used to analyze the factors that affect profit efficiency.
The data will be processed using STATA and DEA Frontier packages. The findings could be
useful to the stakeholders of the pig industry sub sector to formulate policies pertaining to pig
enterprise inputs, marketing issues and financial products and also can establish benchmarks
which can be used as a package for enhancing and stabilizing profit efficiencies of smallholder
pig farmers which in turn could help improve the Kenya economy.
An Overview of Livestock Sub-sector in Kenya Perspectives, Opportunities and Innovations for Market Access for Market Access for Pastoral Producers Recent statistics point that the livestock sub-sector in Kenya accounts for approximately 10% of the National Gross Domestic Product (GDP). This is 30% of the agricultural GDP. It employs about 50% of the national agricultural workforce and about 90% of the ASAL workforce. 95% of ASAL household income comes from this sub-sector. This is despite the fact that the sector receives only 1 % of the total annual budget allocation. The livestock resource base is estimated at 60 million units comprising of 29 million indigenous and exotic chicken, 10 million beef cattle, 3 million dairy and dairy crosses, 9 million goats, 7 million sheep, 0.8 mi camels, 0.52 mi donkeys and 0.3 million pigs. (Strategy for Revitalizing Agriculture (SRA) 2003) Kenya is broadly self-sufficient in most livestock products but is a net importer of red meat mostly inform of on-the-hoof animals trekked across the porous boundaries of neighbouring countries- Somalia, Ethiopia, Sudan, Uganda and Tanzania. Livestock supply in Kenya results from a complex set of interactions between Kenya and its neighbours and the traditional Middle East market and their respective livestock populations, demand and market prices. Kenya is part of a regional market where livestock flow according to markets and price differentials in a liberalized system throughout the region as a whole and where Nairobi represents a focus of demand for the region Supply of red-meat from domestic cattle, shoats and camels falls short of demand, and is almost permanently augmented by a traditional livestock trade drawn in from neighbouring countries, especially Somalia, Tanzania, Sudan and Ethiopia in varying quantities according to demand, which maintains a supply/demand
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