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The problem here is that all of these events happen more or less in isolation and with no or little guidance from the overall strategy. This partition of responsibilities creates a chasm between top management's strategic priorities and the priorities and resource allocations of business units, functional levels and even individual targets. When, for example, simple things like compensation packages for middle managers and workforce incentive models have no link to the success and failure of strategy implementation, it is no wonder that we often see a gap between ambition and performance.
"If business developers are to execute their tasks in alignment with top managers' strategic priorities, they need to find a way to orchestrate the strategy management process so that it ensures alignment and consistency between strategy, budgets, projects and organisational priorities"
If business developers are to execute their tasks in alignment with top managers' strategic priorities, they need to find a way to orchestrate the strategy management process so that it ensures alignment and consistency between strategy, budgets, projects and organisational priorities. Top management will make the most of their business developers' analytical, engaging and facilitation skills by allowing them to take full responsibility for orchestrating the strategy management process. This will ensure close alignment of corporate priorities and provide mandate and space for the business development unit to translate, execute and anchor the strategy in the organisation.
The role that business development plays in the strategy management process is depicted in figure 11. The strategy management process is not a singular event that comes once a year and that can be dealt with when it occurs – it is an ongoing process that requires a plan that is adhered to be successful.
"The strategy management process is not a singular event that comes once a year and that can be dealt with when it occurs – it is an ongoing process that requires a plan that is adhered to be successful"
3. INTEGRATING BUSINESS DEVELOPMENT
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
[1.6MB]SIJAAMINI WEMA SEPETU ANACHOKIFAYA HAPO KWENYE HII VIDEO BOFYA UONE
