Short video of what Nape Nnauye and Ney wa Mitego said after being released from police station,watch below.

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

Msanii Nay wa Mitego akitoka kituo cha polisi kati ikiwa ni muda mfupi baada ya agizo la Waziri Mwakyembe kutaka aachiwe huru pic.twitter.com/k1EWzlrYju
— millard ayo (@millardayo) March 27, 2017

'Asante kwa wote walioamka na kuwa upande wangu, upande wa haki, walioamini kile ambacho nimekifanya nawashukuru sana'-Nay wa Mitego pic.twitter.com/kbtHHz7rcV
— millard ayo (@millardayo) March 27, 2017

'Matumizi ya nguvu hayalipi! Kurekebisha kwa upendo hulipa! Hongera Rais, Hongera Mwakyembe kwa uamuzi wa Busara dhidi ya muziki wa Nay-Nape pic.twitter.com/duW0951fwj
— millard ayo (@millardayo) March 27, 2017

SOURCES::MILARD AYO.

D1. Performance measures for business developers

The lack of well-defined performance criteria causes many business development practitioners to operate blindfolded, never really knowing whether they are successful at what they do or not. Tracking the performance of business development units and setting up performance measures for them is necessary to mature business development as a discipline rather than operating it as a magic cure-all bullet.

"Tracking the performance of business development units and setting up performance measures for them is necessary to mature business development as a discipline rather than operating it as a magic cure-all bullet"

The tasks at hand are often diffuse and ad hoc, and they are rarely planned in advance. Therefore, setting up performance measures is a way of clarifying goals, documenting effect and aligning expectations – in particular important to enable long-term planning in the unpredictable and changeable operating environment of today's business development units.

However, defining universal performance measures and report metrics that are viable for all business development units is an impossible mission due to the diversity of business development practices. Again, the analogy from the discipline of HR and HRM may serve as a point of departure. As HR has matured and become an integrated organisational discipline, a framework for measuring the value and performance of a successful HR function has been derived. This framework measures the management's and the organisation's overall satisfaction level with the work performed by the HR function as well as a range of specific and directly measurable metrics.

To work effectively, performance measures for business development must allow for

oClear accountability for the team and their individual contributions

oMeasurable business impact through consistent project evaluations

oConsistent and demanding standards for each job role fulfilled

oProcedures for communicating and rewarding the right results

2. MANAGING BUSINESS DEVELOPMENT

D2. Performance measures in a BDM context

With the roles as strategists, executors and facilitators come different kinds of requirements, and these requirements may be translated into different kinds of performance measures. In the figure below, you will find an inspirational list of key success factors and examples of KPIs for each of the three roles played by business developers (strategist, executor and facilitator).

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