MAAJABU YA MTANDAONI,BOFYA HAPO CHINI HUTAAMINI MACHO YAKO
PLAY BELOW WAIT........
The Financial Projections at the
end of the Business Plan must show a detailed budget and revenue stream over 5
years.
The financial picture must be backed
up with facts:
• How the money will be used,
• How you (or your partner) will produce
product,
• How you (or your partner) will sell your
product,
• How much revenue you (and your partner) will
receive,
• What all the costs will be, and
• How much profit you will make.
I am sure that you are painfully
aware that when a western investor visits your facilities and laboratories that
the facility does not represent you well.
There
has been a decade’s worth of neglect and very little financial support!
An investor’s confidence can be shaken by seeing crumbling offices and
buildings, and old outdated equipment that is not up to western standards.
Do not hide or be embarrassed. Persevere.
You must know what it is that YOU
have to offer that will be more attractive to the investor than
working in his own country.
Look at the impediments the
investor faces by trying to work with you:
Travel Contractual system
Language Financial system
Facilities Politics
Legal system
The investor knows that working in
another country, especially a country that, until recently, did not recognize
patent law and ownership of private companies and industry, is risky. He knows that he is assuming
much more risk
than he would in his own country.
Let me just say: If the investor believes that the value is $1
million but you believe that the value is $20 million, there is very little
likelihood that you will come to terms and have a deal.
Therefore, decide how
much you want to succeed
rather than making your point…that
your technology is worth so much…and no less.
Weigh the potential rewards of
success versus not doing anything or putting a deal off to another
year.
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
