Yesterday Matama MP and former Minister of Information, Culture, Arts and Sports, Nape Nnauye did an interview with Voice of Germany

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

SOURCES::SWAHILI TIMES,AND DW KISWAHILI.
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To truly become a managed and integrated business development unit, management and business developers must spend the adequate time and resources on defining the overriding purpose, role and areas of responsibility of business development. In other words, an answer to the question: "what should be the contribution from business development in one year, three years and five years time?' is a good place to start.
All evidence supports that this is a vital starting point for any business development unit struggling to find its foothold in the organisation, and it is an excellent way for management to make the most of their investment in business development.
B. Organising business development
The second element of managing business development successfully relates to the organising logic through which business development is delivered. During the course of our work, we have experienced many different kinds of organising logics for business development functions. We have seen
oDiversified conglomerates with both corporate and divisional business development functions as well as large- scale in-house project and programme offices
oLarge global corporations with only one business developer acting as the analytical mind of the CEO and organised as a board secretariat
oMedium-sized Scandinavian companies with large teams of business developers with a skill base ranging from business management, corporate finance to legal profiles
oSmall start-ups with 4-5 assigned senior industry specialists or subject matter experts organised with direct report to the top management
The need for formalised organisational processes and strong integration between business development and the strategy management process is low, and the business developers will typically play the role as analytical capacities and strong executers.

Similarly, the larger and more mature company will need business development to be more biased towards the role of "All-round strategist" with enough capacity within the unit to fulfil all four areas of responsibility simultaneously.
"Similarly, the larger and more mature company will need business development to be more biased towards the role of "All-round strategist" with enough capacity within the unit to fulfil all four areas of responsibility simultaneously"
At the other end of the spectrum we find the "Turnaround manager" where either the company or individual business units are under commercial and financial pressure. Here, the business development effort needs to be biased towards analysing the severity of the crisis, re-establish a profitable portfolio and define new and smarter ways of working. Typically, business development will play the role as being supportive of the turnaround in the form of providing fresh strategic insight, analytical power and strong execution abilities to rethink the business model, design the financial restructuring (if needed), identify the opportunities for divestment, off-shore or improve existing business activities.
As such, a business development unit may take on different roles at the same time, and it may change role from time to time.
When defining, or redefining, the areas of responsibility and role within the organisation, the following checkpoints are useful to keep in mind
•Is the role of the unit clear and communicated to its stakeholders?
•Is the area of responsibility clearly defined and delimitated?
•Are roles and responsibilities aligned with the overall strategy of the organisation?

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