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» Chairman of the Committee for Justice, Ethics and Powers of Parliament, George Mkuchika said that the committee has done an interview with the RC of Dar es Salaam
MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
B1. Communication
The first four rules of engagement concern the way in which business development issues are communicated. As mentioned when discussing the intangible competences of business developers, the ability to communicate clearly and effectively is extremely important for business developers. In the successful cases, managers recognise the pressing need for business development and establish business development units as the result of this need. From the beginning, the unit has a high priority at the management table, and it is embraced by an organisation eager to work with the unit. However, this "sense of urgency" is rarely present in all companies at all times. After the first "buzz" of business development, managers tend to prioritise other, more short-term matters, and people in the organisation "forget" about the presence and importance of strategy and business development. It is here the gap between strategy and execution widens and the crossing of the chasm becomes difficult. And it is here the ability to communicate becomes paramount. The first part of the communication process consists in being articulate about the role of business development in the organisation; people must know that it exists, what the benefits are and that they need to prioritise resources to assist in bringing business development to its best.
"After the first 'buzz' of business development, managers tend to prioritise other, more short-term matters, and people in the organisation 'forget' about the presence and importance of strategy and business development"
3. INTEGRATING BUSINESS DEVELOPMENT
Strategy is not the "thing that you think about after the daily work is done", and the challenge for many business developers is to avoid that business development gets down- graded on the managerial agenda and drowns in the load of daily work and routines. To be successfully executed, strategy must be an integral part of the work carried out in every corner of the organisation. Business development units play an important role in translating strategy into the routines and processes of the organisation, and they are essential to ensure that strategic execu- tion does not become a series of stand-alone projects or "happe- nings" but a continuous process that penetrates the organisation. That is why business developers must make sure to engage the key people in the organisation early on, communicate the message to them and make sure that they pass it on to the others.
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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