MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
About FDIC Small Business
Resource Effort
§The Federal Deposit Insurance Corporation
(“FDIC”) recognizes the important contributions made by small, veteran, and
minority and women-owned businesses to our economy. For that reason, we strive
to provide small businesses with opportunities to contract with the FDIC. In furtherance of this goal, the FDIC has
initiated the FDIC Small Business Resource Effort to assist the small vendors
that provide products, services, and solutions to the FDIC.
§The objective of the Small Business
Resource Effort is to provide information and the tools small vendors need to
become better positioned to compete for contracts and subcontracts at the FDIC.
To achieve this objective, the Small Business Resource Effort references
outside resources critical for qualified vendors, leverages technology to
provide education according to perceived needs, and offers connectivity through
resourcing, accessibility, counseling, coaching, and guidance where applicable.
§This product was developed by the FDIC
Office of Minority and Women Inclusion (OMWI). OMWI has responsibility for
oversight of the Small Business Resource Effort.
§A
Business Plan identifies key areas of your business so you can maximize the
time you spend on generating income.
§Key
investors will want to look at your Business Plan before providing
capital.
§A
Business Plan helps you start and keep your business on a successful path.
§You
should prepare a Business Plan, although, in reality, many small business
owners do not.
§A
Business Plan is a written document that defines the goals of your business and
describes how you will attain those goals.
§A
Business Plan is worth your considerable investment of time, effort, and
energy.
§A
Business Plan sets objectives, defines budgets, engages partners, and
anticipates problems before they occur.
10 Reasons Why You Need a Strong
Business Plan
1.To attract investors.
2.To see if your business ideas will work.
3.To outline each area of the business.
4.To set up milestones.
5.To learn about the market.
6.To secure additional funding or loans.
7.To determine your financial needs.
8.To attract top-level people.
9.To monitor your business.
10.To devise contingency plans.
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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