MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
The new corporate business development unit's purpose was to co-ordinate the making of the strategy that would enable the bank to realise its full potential by effectively migrating both existing and new brands to a "one system, one concept" model and provide the necessary implementation power and expertise to make this happen.
In the corporate support function model, we typically see a need for a broad representation of competences – from M&A capabilities to business consulting skills and legal expertise. We often find that these types of business development units are comprised by teams of 2-10 "in-house consultants" with a license to operate on both the corporate (strategic) and the organisational (execution) level acting as both specialists and generalists
oIn the division support function model (SBU support model), we find small units of 1-3 people acting in effect as subject or industry matter experts. Their prime responsibility is to fuel the SBU strategy agenda and assist the organisation in executing strategic initiatives and analysing new business opportunities. The dominant skill set required is a combination of industry insight and strong business acumen
oIn the permanent project organisation model ,we witness the organic mode of operation for managing business development. In this organising model, a team of dedicated project resources is charged with assisting the organisation in delivering defined organisational change programmes. The business development unit operates as a virtual unit with the potential to act as both a generalist and a specialist on various tasks. We label it the permanent project organisation because of its adaptive (as in projects) and permanent (as in structure) nature
oFinally, in the outsourced business development model, we find a mode of operation that does not necessarily favour a strong link between strategy and execution, but a model that is highly favourable to large organisations lacking the necessary power to execute. In this model, business development is synonymous with execution. Teams of capable project resources are organised into distinctly defined teams delivering e.g. IT implementation, process improvements and the like
2. MANAGING BUSINESS DEVELOPMENT
The following characteristics are typical for the four types of organising logics
In either way of organising, business development is representative for a conscious choice of best modus operandi, given the strategic agenda and organisational context. Through our experience, we have seen how one type of organisation works in one company but is less successful in another.
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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