Former Minister of Information, Culture, Arts and Sports, Nape Nnauye has said that he does not hold anything against the President of the United Republic of Tanzania, Dr Magufuli

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

Alichosema Mbunge wa Mtama @Nnauye_Nape kuhusu uhusiano wake na Rais Magufuli na kujitoa CCM. pic.twitter.com/BCQysQGAd1

— Swahili Times (@swahilitimes) March 28, 2017

SOURCES::SWAHILI TIMES
3. Integrating business development

"As for the future, your task is not to foresee it, but to enable it"

Antoine de Saint-Exupery

We have argued that business development must be "managed" and "integrated" to have a chance at being successful. In the previous section, we discussed and provided advice on how to become a "managed" business development unit – in this section, we will discuss and give advice on how to become an "integrated" unit. To become an integrated discipline, business development needs to resolve its immaturity issues. However, the current diversity of practices is not just a result of a lack of executive sponsorship to the activities or the shortage of proper role descriptions and performance measures. It is as much a result of the way many business developers themselves choose to integrate, engage and execute.

"It is a new role to be played in which success is contingent on the business developer's ability to collaborate and engage in a corporate and often political minefield. A key requirement is to play the simultaneous role as advisor to executive management and execution partner to the line organisation"

We have seen numerous examples of how high-calibre individuals that previously enjoyed the role as professional problem solvers in management consulting have entered the corner offices and failed to recognise the dramatic changes in personal style and engagement from consulting to corporate life. It is a shift in role from outsider to insider – from infrequent visitor to permanent organisational resource. It is a new role to be played in which success is contingent on the business developer's ability to collaborate and engage in a corporate and often political minefield. A key requirement is to play the simultaneous role as advisor to executive management and execution partner to the line organisation.

3. INTEGRATING BUSINESS DEVELOPMENT

When the investment pays off, the key factors for success are that the business developers themselves have

•Participated proactively in the processes that connect strategy and implementation

–becoming an integrated part of the way strategies are defined and executed

•Followed a simple set of rules of engagement

–enabling them to challenge status quo while respecting the corporate DNA

A. Connecting strategy and implementation

When introducing the concept of being "integrated" earlier, we identified business development as performing three activities

•Investigating strategic options (external/internal)

•Executing strategic projects

•Orchestrating strategy management

We have found that many business development units are in fact investigating new opportunities and executing projects. What is new to many, and what is essential for units to become truly "integrated", is to work to bridge the gap between strategy and implementation – to perform the orchestration of strategy management.

"What is new to many, and what is essential for units to become truly "integrated", is to work to bridge the gap between strategy and implementation – to perform the orchestration of strategy management"

3. INTEGRATING BUSINESS DEVELOPMENT

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

Filed Under: BREAKING NEWS, KITAIFA, SIASA Tuesday, March 28, 2017