President Magufuli uttered WARNING For holders of Media When swear by Prof Dr Harrison Mwakyembe Palamagamba Kabudi, at the state haouse

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

CASE How a global high-tech company managed through their strategic transformation using strategic business development as a key lever When a global high-tech player wanted to accelerate growth and earnings in one of their three business divisions showing promising global market conditions, business development was tasked with analysing options, defining strategies and engaging senior management and key subsidiary stakeholders to buy into the plans. Having conducted a variety of market analyses focused on understanding future customer requirements, the dynamics of the competitive landscape and defined evidence to support the market growth pockets, business development formulated a comprehensive five-year growth programme including significant strategic investments in new product innovations, acquisitions and a complete rethinking of the global supply chain operation. The programme was defined in close collaboration with executive management and presented to the board by the CEO and hence approved. The role of business development in the initial phases of constructing the plan was to
•Conduct market analysis
•Verify potentials and define windows of opportunity
•Complete high-level due diligence on acquisition targets
•Develop detailed plans with relevant parties in the organisation
•Engage in dialogue with management and board The output from business development was
•Market size, growth and channel definition
•Qualified list of acquisition candidates

Go-to-market model for each priority country
•Revised organisation set-up
•New supply chain model
•Financial and investment cases
•Detailed phased plan of action Having approved the five-year growth programme, senior management and business development agreed on which of the specific execution projects business development should lead and which projects and targets that should be anchored with the line organisation. It was agreed that business development should take charge of all M&A activities in the plan including taking lead on mission critical projects that needed an outside perspective on best practices and rethinking. The list ended up like this Business development should
•Lead the acquisitions of five defined companies (in close liaison with the Finance Department)
•Build and implement a new divisionalised organisation (in close liaison with line organisation)
•Redesign and implement a new supply chain model (with external consultants)
•Execute the cost-of-sales reduction programme (with external consultants)
•Orchestrate the overall execution of the programme Other projects anchored with the different corporate and line organisation units
•New ERP implementation (IT)
• Centralisation of R&D (R&D)
• Production to China (Production)
• Relocation of physical warehouses (Supply Chain) In the period from 2003 to 2006, the company grew its sales by a compound annual growth rate of 125%, acquired four companies and increased its earnings significantly.

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