MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
Being able to mobilize a meticulous set of competences combined with an ability to dissociate oneself from the subject matter is the ultimate role of the business developer. This means that the management of competences becomes an important part of the management process of business development units. Naturally, the specific competences will vary according to the area(s) of responsibility, and attention must be put into matching competences and responsibilities. Aside from that, competences should be managed with careful attention to the role that the unit fulfils in the organisation.
D. Measuring the performance of business development
A well-managed business development unit has a clearly defined role and area of responsibility, an organising logic that complies with it and a range of competences that cover the relevant competence spectrum. What is missing to complete the picture is to understand how to define the expectations to the outcome of business development and define its key success factors. Or, in other words, to find an answer to the question: "When do you release an extraordinary bonus to your business developer?"
"Business developers are probably the easiest cost-cut for executives to pursue, but they may also be one of the most dangerous parts to cut off if the business development unit has matured to become an integrated part of the way the organisation spots new opportunities, formulates plans and executes strategies"
2. MANAGING BUSINESS DEVELOPMENT
The nature of the work carried out by many business development units leaves it next to impossible to document the value of the work they perform and hence legitimise their existence. Business development units are subject to the same risk as external consultants – being the first to lose their job once economic slow- down kicks in if they have not delivered value to their organisation. Business developers are probably the easiest cost-cut for executives to pursue, but they may also be one of the most dangerous parts to cut off if the business development unit has matured to become an integrated part of the way the organisation spots new opportunities, formulates plans and executes strategies.
Revisit the purpose, role and areas of responsibility
‒clearly articulate the business development role and area of responsibility
•Map the unit's current competences using the competence spectrum
‒allow for a 1-5 scale to plot both professional and people skills
•Involve HR in constructing a professional development plan individual by individual
‒using the competence spectrum plot as a point of departure
•Build a compensation scheme that also rewards professional development
‒allow for inclusion of soft measures in bonus schemes and long-term career planning
•Follow up biannually on needed development points and corrective action
‒making the most of HR templates, tools and techniques
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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