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» Mwigulu said this after opening the annual working meeting of senior police officers, regional commanders and captains of the police force, which takes place in here.
MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
A systematic approach to measuring the effort of business development units is something that is rarely seen in practice. Some units may have some metrics that they use for their work, but these are often randomly defined from project to project and not formally integrated in the processes within the unit.
Whereas this may work for a limited period of time and when projects are somewhat similar, it is not sustainable. To ensure performance over time, that the unit remains proactive and that the learnings are picked up and reacted upon, performance measures must be an integral part of the work of the unit.
"To ensure performance over time, that the unit remains proactive and that the learnings are picked up and reacted upon, performance measures must be an integral part of the work of the unit"
CASE Business development performance measures at work in a pharma company In a business development unit of a large pharmaceutical company, the performance measures were designed to reflect the overriding purpose of the unit within the organisation. The company took its point of departure in defining what they labelled strategic business development (SBD) as follows: "SBD is the process that enables the ongoing identification of new attractive strategic positions and opportunities and proactively seeks out, sorts out and executes collaboration, licensing and acquisition opportunities." Following this definition, they established a business development mission statement: Strategic business development is aimed at ensuring future growth by optimal exploitation of intellectual assets. This means that we will
•Create sustainable value through identifying new investments and licensing activities
•Create the most valuable patent rights and comprehensive freedom-of-operation by aggressive and proactive patent strategies
2. MANAGING BUSINESS DEVELOPMENT
•Facilitate and challenge the long-term planning efforts to turn these investments into profitable new business Following these simple guidelines, the company was able to define a set of very precise performance metrics against which the success or failure of the business development investment could be measured, including
•Number of identified candidates within the three areas of focus
•Number of right companies at the negotiation table
•Number of new licensing activities completed
•Number of new patent rights acquired
•ROI of commercialised in-licensed activities
•Management assessment of quality and speed of execution
D3. Guidelines for defining performance measures
Business developers and managers alike can follow these simple guidelines when defining performance measures
1. Make sure to have clearly articulated purpose statement for the role you want the business development unit to play in the organisation 2. Be creative in design and definition of measures to reflect diversity – make sure that measures include all aspects important to the defined role of the unit 3. Define the measures in consensus with top management – the measures reflect expectations and may act as a way to attune expectations 4. Reconcile metrics with existing measures within the organisation – making the relation between business development measures and other measures within the organisation will help commonality and shared purpose.
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
