MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
How Detailed Should
Your Plan Be?
Business
plans differ widely in their length, appearance, content, and the emphasis
placed on different aspects of the business.
Depending
on your business and your intended use, you may need a very different type of
Business Plan:
–Mini-plan: Less
emphasis on critical details. Used to test your assumptions, concept, and
measure the interest of potential investors.
–Working Plan: Almost
total emphasis on details. Used continuously to review business operations and
progress.
–Presentation Plan: Emphasis
on marketability of the business concept. Used to give information about the
business to bankers, venture capitalists, and other external resources.
Assembling a Business Plan
Every
Business Plan should include some essential components:
–Overview of the Business:
Describes the business, including its products and services.
–The Marketing Plan:
Describes the target market for your product and explains how you will reach
that market.
–The Financial Management Plan:
Details the costs associated with operating your business and explains how you
will pay for those costs, including the amount of financing you may need.
–The Operations and Management Plan:
Describes how you will manage the core processes of your business, including
use of human resources.
Seven Common Parts of a
Good Business Plan
§Business plans must help investors
understand and gain confidence on how you will meet your customers’ needs.
§Seven common parts of a good Business
Plan are:
1.Executive
Summary
2.Business
Concept
3.Market
Analysis
4.Management
Team
5.Marketing
Plan
6.Financial
Plan
7.Operations
and Management Plan.
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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