WHEN (CCM) has made a difficult decision in the history of the party from the start to drive away many top officials at the same time.

MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO

SOURCES MUSA MAKONGORO,UDAKUSPECIALLY AND YOUTUBE TOP TEN FIRE.

ØEntrepreneurship

–Strategic thinking and risk-taking behavior that results in the creation of new opportunities for individuals and/or organizations.

ØEntrepreneurs

–Risk-taking individuals who take actions to pursue opportunities and situations others may fail to recognize or may view as problems or threats.

ØEntrepreneurs are …

–Founders of businesses that become large-scale enterprises.

–People who:

•Buy a local franchise outlet

•Open a small retail shop

•Operate a self-employed service business

–People who introduce a new product or operational change in an existing organization.

ØTypical characteristics of entrepreneurs:

–Internal locus of control

–High energy level

–High need for achievement

–Tolerance for ambiguity

–Self-confidence

–Passion and action-orientation

–Self-reliance and desire for independence

–Flexibility

ØTypical entrepreneurial backgrounds and experiences:

–Parents were entrepreneurs or self-employed.

–Families encouraged responsibility, initiative, and independence.

–Have tried more than one business venture.

–Have relevant personal or career experience.

–Become entrepreneurs between 22 and 45 years of age.

–Have strong interests in creative production and enterprise control.

–Seek independence and sense of mastery.

ØReasons for women becoming entrepreneurs:

–Being motivated by a new idea.

–Doing for themselves what they were already doing for other employers.

–Seeking a pathway to opportunity.

ØCommon myths about entrepreneurs:

–Entrepreneurs are born, not made.

–Entrepreneurs are gamblers.

–Money is the key to entrepreneurial success.

–You have to be young to be an entrepreneur.

–You must have a degree in business to be an entrepreneur.

ØSmall businesses …

–Ones with 100 or fewer employees.

–Independently owned and operated.

–50 percent of the private labour force works in small businesses.

–Are established by:

•Starting a new business.

•Buying an existing business.

•Buying and running a franchise.

ØEntrepreneurship and the Internet …

–The Internet offers numerous entrepreneurial opportunities.

•Online buying and selling

•Dot-com businesses

–Businesses are limited only by personal creativity.

–Business-to-Business (B2B) ventures are possible.

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