MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
SOURCES::JAMII FORUMS AND MILLARD AYO
For investments in business development to pay off and move beyond being a doubtful incubator for new management talent, we conclude that the successful business development unit must be both "managed" and "integrated".
There is not a silver bullet solution to achieving this. As with every other new management discipline, business development needs time to mature professionally. Those who hire business developers (senior management) and those who perform business development (the business developers) have a joint responsibility in making sure that business development moves beyond the treadmill and becomes designed to purpose.
E. From business development to business development management (BDM)
As we have already declared, business development suffers from a range of childhood deceases, as did HR back in the mid-1980s in its attempt to move from a request-driven to a strategy-driven, managed and integrated organisational discipline. These childhood deceases transform into common pitfalls preventing business development to mature and have resulted in a great diversity in today's business development practices. The units that are successful have managed to overcome the transition from being the newborn "rock stars" of the organisation into becoming managed and integrated. This transition also signifies a transition from being task-focused to being process-focused.
"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"
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
