MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
To truly become a managed and integrated business development unit, management and business developers must spend the adequate time and resources on defining the overriding purpose, role and areas of responsibility of business development. In other words, an answer to the question: "what should be the contribution from business development in one year, three years and five years time?' is a good place to start.
All evidence supports that this is a vital starting point for any business development unit struggling to find its foothold in the organisation, and it is an excellent way for management to make the most of their investment in business development.
B. Organising business development
The second element of managing business development successfully relates to the organising logic through which business development is delivered. During the course of our work, we have experienced many different kinds of organising logics for business development functions. We have seen
oDiversified conglomerates with both corporate and divisional business development functions as well as large- scale in-house project and programme offices
oLarge global corporations with only one business developer acting as the analytical mind of the CEO and organised as a board secretariat
oMedium-sized Scandinavian companies with large teams of business developers with a skill base ranging from business management, corporate finance to legal profiles
oSmall start-ups with 4-5 assigned senior industry specialists or subject matter experts organised with direct report to the top management
B1. Organising business developers
Organising a business development unit requires attention to many factors. Not only the hierarchical position in the organisation must be considered when figuring out how to organise or reorganise a business development unit. We have found that the following organising levers are necessary to attend to
oThe modus operandi of the unit: a fixed vs. a mobile unit that moves around and changes in form from project to project
oThe relation to the organisation: a centralised vs. a decentralised unit that is aligned with a division or SBU
oThe interplay with the rest of the organisation: a stand-alone vs. integrated unit that collaborates closely with the rest of the organisation
oThe role in the strategy management process: a direct involvement in the strategy management process vs. an indirect participation The following examples illustrate how these levers are used in practice to organise for business development.
Examples from current organising practices Company A – a supplier of aircraft spare parts Previously, business development resources were anchored locally market by market and driven by a strong desire to ensure organic sales growth market by market. But it was later recognised that business development would deliver more value if organised to work across business units and engage in the strategic planning process. Today, it is a 20-20-60 work load split. 20% of the time spent on managing the annual strategic planning process, 20% of the time spent evaluating investments and acquisition targets and 60% of the time spent executing projects.
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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