...ROLE OF MARKETING BOARDS IN KENYA Marketing boards are state-controlled or state-sanctioned entities legally granted control over the purchase or sale of agricultural commodities. Since the mid-1980s they have declined in number under pressure from domestic liberalization and from international trade rules that increasingly cover agriculture. Where reforms have been widespread and successful, marketing boards have vanished or retreated to providing public goods, such as strategic grain reserves or insurance against extraordinary price fluctuations i.e the National cereals board, the Tea board of Kenya. Where reforms have been less successful, the weaknesses of private agricultural marketing channels have been revealed by the rollback of marketing boards, often leading to calls for reinstatement of powerful marketing boards. It is often suggested that an exporting country should set up a price stabilization fund to insulate farmers from fluctuations in the world market price, by collecting a proportion of farmers’ revenue when prices are high and paying it out when prices are low. A typical price stabilization fund is set up for an export crop. In years when the world price is high, some of the returns are paid into the fund; in years when it is low, the accumulated revenues are used to bring up the price. There are many variations on this basic model. Some of the funds soon collapse, while others go on for years, surviving but not necessarily achieving their objectives. ...
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...Kenya’s agro-industries which accounts for about 70% of all its industrial production. The dairy industry has been in existence for decades and Kenya being the second largest dairy sector in sub-Sahara Africa. The industry has evolved through three markets periods. First for the period up to 1969, it operated as an open market with various independent dairies being active market players. Secondly between 1969 and 1992 and primarily due to rationalization of the dairy industry by the Government a monopolistic market situation was created. The government gave the policy guidelines, set prices, determined the players in the industry and set the market rules. The Kenya Cooperative Creameries (KCC) was the only player in the marketing of milk and dairy products. Thirdly from 1992 onwards the government liberalized the industry. Currently the industry is regulated by the Kenya Dairy Board which was established under section 4 of the Dairy Industry Act Cap.336 of the laws of Kenya. The board is managed by a Board of Directors with a chairman appointed by the ministry of cooperative. Nominees of the board are appointed from selection from District Agricultural Committees (DACs), Provincial Agricultural Boards (PABs) and the Central Agricultural Board (CAB).The managing Director is responsible for the day to day running of the board. The industry...
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...GOVERNANCE PRACTICES AND FINANCIAL AND FINANCIAL PERFORMANCE OF INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT BY PRIVATE HOSPITALS IN NAIROBI. | SHIUNDU OGUNJA MIRRIAM | CHALLENGES...
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...ANALYSIS 10 3.1 COMPETITORS 11 3.2 COMPETITOR ANALYSIS 12 4.0 SPECIFIC BUSINESS GROWTH OBJECTIVES 17 4.1 NICHE 17 4.2 STRATEGY 17 4.3 PROMOTION 17 5.0 FINANCIAL ANALYSIS 21 5.1 SALES PROJECTIONS 22 5.2 PROFIT AND LOSS STATEMENT 23 1.0 EXECUTIVE SUMMARY Sonal Holdings Kenya Limited was incorporated in 2002 and commenced operations in April of the same year. The company was started by Mr. Paresh Dodhia- a young and simple innovative, dedicated and hardworking pioneer business entrepreneur. The company was incorporated to trade in wide range of pharmaceutical products, household goods and general merchant trading. Noticing an ever increasing in demand for the over the counter (O.T.C) pharmaceutical products, the company has since manufactured and marketed, through its suppliers, its branded products which are gaining ever increasing popularity in the low and middle end segment of the market. The business is located approximately 15 km from the heart of the city centre in Baba Dogo, industrial area, next to Chandaria Group of Companies. 1.1 CURRENT ACTIVITIES The current activities involve, designing, manufacturing and marketing of custom made products, manufactured through world reputed...
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...INTERNATIONALIZATION OF THE TOURISM SECTOR IN KENYA INTRODUCTION Tourism in Kenya dates back to pre-independence days and history has recorded that as early as the 1930's, overseas visitors and explorers had started coming to Kenya mainly for big-game hunting expeditions while others came in search of solitude and adventure. These expeditions were locally referred to as "Safari" thus lending the travel world literature with a new vocabulary. Among the early visitors were statesmen, royalties and celebrities such as Theodore Roosevelt, Her Majesty Queen Elizabeth II, and Ernest Hemingway respectively. At that time, there was in existence a fairly developed but basic tourism infrastructure. The available accommodation was spartan but sufficient for both the visitors as well as the settler community in Kenya. However soon after independence, the Kenya Government realized the enormous potential of the tourism industry and hence undertook to upgrade the existing infrastructure as well as investing in additional facilities. To achieve its goal, the Government encouraged local and foreign entrepreneurs to invest in the tourism and hospitality industries thus paving the way for the future development of the sector. In spite of increased competition from other destinations, Kenya remains one of the most popular tourist destinations in Africa. Tourism in Kenya is mainly based on natural attractions, which include wildlife in its natural habitats as well as beautiful beaches amongst...
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... the Bank extended its operations to Nairobi, which had become the Headquarters of the expanding railway line to Uganda. The next major change in the Bank’s history came in 1958. Grind lays Bank merged with the National Bank of India to form the National and Grind lays Bank (KCB, 2008). Upon independence the Government of Kenya acquired 60% shareholding in National & Grind lays Bank in an effort to bring banking closer to the majority of Kenyans. In 1970, the Government acquired 100% of the shares to take full control of the largest commercial bank in Kenya. National and Grind lays Bank was renamed Kenya Commercial Bank (KCB, 2008). In 1972, Savings & Loan (K) Ltd was acquired to specialize in mortgage finance. In 1997, another subsidiary, Kenya Commercial Bank (Tanzania) Limited was incorporated in Dar-salaam, Tanzania to provide banking services and promote cross-border trading. Since then, three branches, namely, Dar es Salaam, Arusha and Mwanza, have been opened. Today, KCB Group has the widest network of outlets comprising of over 145 branches across the region and over 280 Automated Teller Machines (ATM). KCB Bank Group is composed of Kenya Commercial Bank, a Commercial Bank; S&L, a...
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...FULFILMENT OF THE MASTER OF BUSINESS ADMINISTRATION UNIVERSITY OF NAIROBI JANUARY – APRIL 2012 Contents SUMMARY OF TERMS 3 ABSTRACT 4 STATEMENT OF THE PROBLEM 5 LITERATURE REVIEW 6 a. Introduction 6 b. The Need for an Audit 7 c. Risk of fraud 8 d. The Auditor-Investor ''Expectation Gap'' 9 e. Auditing Profession and Challenges 9 f. Public opinion 10 g. Family or Personal Relationship 10 h. Integrity 11 i. Inherent limitations of an audit. 11 j. Responsibility of Auditors to Third Parties – Case Law 12 k. International, Assurance Auditing, Standards Board (IAASB) 14 CORPORATE FRAUD CASES 16 CASE STUDY: 21 CONCLUSIONS………………………………………………………………………………24 REFERENCES……………………………………………………………………………..….25 SUMMARY OF TERMS ISA: International standards of Audit KPC: Kenya Pipeline Company IAASB: International Assurance Audit Board IFAC: International Federation of Accounting USD: United States Dollar KCB: Kenya Commercial Bank BCCI: Bank of Credit International SEC: Securities and Exchange Commission ABSTRACT The way in which auditors perform their duties and the auditing profession in general raises questions and puts the auditors on the spotlight from clients who rely on their reports. Questions on whether the public trust the way auditors perform their secondary duty of detecting errors and frauds, the reliability, completeness and accuracy of their auditing reports have been raised. The research focuses on; Management and auditors’ responsibility for its...
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...History OF COOP BANK 2013: Coop Bank is recognized as the Most Green Bank at the 2013 Energy Management Awards for achieving the fastest turnaround time for renewable energy and energy efficiency financing for SMEs and Large Enterprises, actively promoting “Green Financing” among clients and for being the bank with the largest pipeline of projects seeking green energy financing. 2011: For a second year in a row the bank wins Best Bank in Kenya award of the Financial Times of London. The bank also wins Best in Corporate Governance Award at the Annual Financial Reporting (FiRe) awards. 2010: The bank is recognised as Best Bank in Kenya in the Banker magazine awards of the Financial Times of London. 2009: The Bank is included by the Nairobi Stock Exchange as one of the stocks that constitute the 20 stocks used in the computation of the NSE 20-Share Index. 2009: The Bank undertakes the most rapid expansion of service outlets by opening an additional 22 branches within one year to close 2009 with 74 branches up from 52 as at the close of 2008. 2009: The Bank records a most phenomenal increase in customer accounts from just over 700,000 as at the close of 2008 to over 1.1 million at the close of 2009 driven by MD Liability Campaign launched by the CEO that requires staff to open a minimum of 5 accounts per month. 2008: The bank lists on the Nairobi Stock Exchange on December 22. The listing follows a public offer of 701.3 million shares at Kshs 9.50 which achieves an 81%...
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...TEA IMPORTING COUNTRIES FROM BANGLADESH 28 6.0. PROSPECTS OF BANGLADESHI TEA IN THE INTERNATIONAL MARKET 28 7.0. MAJOR COMPETITORS IN TEA MARKET 31 7.0.1. INDIA: THE LARGEST TEA CONSUMER 34 7.0.2. STILL HEAVILY PROMOTED TO DEFEND FROM ALTERNATIVES 34 7.0.3. UNILEVER: THE CLEAR MARKET LEADER 35 7.0.4. TATA TEA: AMBITIONS IN INTERNATIONAL MARKETS 35 7.0.5. CHA BARS: PREMIUM TEA AS A LIFESTYLE CHOICE 36 8.0. PROBLEMS RELATING TO TEA EXPORT AND TEA MARKET EXPANSION 36 9.0. SUGGESTIONS 39 10.0. CONCLUSION 40 11.0. BIBLIOGRAPHY 42 1.0. EXECUTIVE SUMMARY Today, tea is the second most consumable beverage in the world after water. A total of 3,200,000 tons of tea were produced worldwide in 2004. India, China, Sri Lanka and Kenya, in that order, are the major producers of tea leaves. The USSR, Poland, Egypt and Pakistan emerged as major markets for Bangladeshi Tea. These ‘captive’ markets ensured protection to the industry and whatever, irrespective of quality, found its way to these markets. The price received for Bangladeshi tea was higher than its actual value in the open international market. Hence we lost our position as a supplier to those markets e.g. the U.K. who found alternative sources of similar quality of tea to meet their demand. However the total volume of export started declining, as there was a continued growth in Bangladesh’s internal consumption with little noticeable increase in production. As a result of the greater demand and shrinking exportable...
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...HAVING BEEN ENGAGED AS A MARKETING CONSULTANT BY THE ANU COUNCIL, PREPARE A MARKETING REPORT FOR THE COUNCIL TO TELL THEM WHAT THE UNIVERSITY CAN DO IN ORDER TO PERFORM BETTER MKT 619: MARKETING MANAGEMENT (INDIVIDUAL CASE STUDY) By Walter Onekon Angwere 15J03EMEV002 AN INDIVIDUAL CASE STUDY SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF SCIENCE IN ENVIRONMENT AND NATURAL RESOURCES MANAGEMENT IN THE DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES MANAGEMENT OF AFRICA NAZARENE UNIVERSITY. OCTOBER, 2015 Table of content Executive Summary……………………………………………..……...……………………..2 Introduction………………………………………….………….…………………………..…2 Profile of ANU…...………………………………………………...………...………………..2 Situation Analysis of 7Ps implemented by ANU…………………...….……………….…......3 Product…………………………………………………………......…………………………..3 Price…………………………………………..….................................……………………..4 Promotion…………………………………...………….…………….......……………………5 Place………………….………………………………………………………..………………6 Physical evidence……………………………………………...……………...……………….6 Processes……………………………………………...……………………...………………..7 People………………………………………………...…………………...………….……..…7 Conclusion…………………………………………...………………………………………...8 Personal View………………………….……………………….………...…………..………..8 Reference……………………………………………...…………….………………..…..……9 EXECUTIVE SUMMARY African Nazarene University (ANU) was initiated by the Nazarene Church International and it began...
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...are by direct or indirect export or production in a foreign country. Exporting methods include direct or indirect export. In direct exporting the organization may use an agent, distributor, or overseas subsidiary, or act via a Government agency. In effect, the Grain Marketing Board in Zimbabwe, being commercialized but still having Government control, is a Government agency. The Government, via the Board, are the only permitted maize exporters. Bodies like the Horticultural Crops Development Authority (HCDA) in Kenya may be merely a promotional body, dealing with advertising, information flows and so on, or it may be active in exporting itself, particularly giving approval (like HCDA does) to all export documents. In direct exporting the major problem is that of market information. The exporter's task is to choose a market, find a representative or agent, set up the physical distribution and documentation, promote and price the product. Control, or the lack of it, is a major problem which often results in decisions on pricing, certification and promotion being in the hands of others. Exporting is the most traditional and well established form of operating in foreign markets. Exporting can be defined as the marketing of goods produced in one country into another. Whilst no direct manufacturing is required in an overseas country,...
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...BBA 861(GLOBAL STRATEGIC MANAGEMENT) ASSIGNMENT GLOBAL STRATEGIC PLAN FOR KENYA COMMERCIAL BANK LTD NAME : GUYO ABDUBA ADAMS REG NO : D53/OL/23O72/2012 LEC TURER : DR LINDA KIMENCU INTRODUCTION Kenya commercial bank also known as KCB group is a financial service provider with its headquarters domiciled in Nairobi Kenya with substations in Tanzania, South Sudan, Burundi, Uganda and Rwanda. KCB group is the largest financial service provider in the great lakes by asset base estimated to be over 380 billion and also its superiority is based on its large network of branches which stand at over 220. The history of Kenya Commercial Bank dates back to 1896, at the time known as National Bank of India which was operating in the port town of Mombasa. It later merged with Grindlays bank to form National and Grindlays bank, upon independence the government of Kenya acquired 60% shareholding in order to bring banking closer to the people of Kenya and later in 1970 the government acquired 100% shareholding and it was renamed Kenya Commercial Bank. Kenya Commercial Bank has been the dominant bank in Kenya for very many years enjoying the monopoly as there were only few international banks and local banks came much later, although KCB brought banking services closer to the people, it was only accessible mostly to middle and high income people locking out majority of the population who are low income earners. In the late 20th century, in the footsteps of organizations...
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...OIL DISCOVERY IN TURKANA, KENYA Following the announcement by the Kenya Government of the oil find in Turkana, the media has been awash with articles on this important discovery. The Ministry of Energy has provided the information on Turkana. Kenya has four petroleum exploration basins Lamu, Anza, Mandera and Tertiary Rift with a combined surface area of about 500,000 square kilometres. For effective petroleum exploration these basins have been divided into smaller units called Blocks. Depending on progress made in exploration, these Blocks are revised from time to time to include new ones created to meet the increasing demand by oil prospecting companies. Currently there are 46 of them from an initial 21 blocks in 2005. Oil exploration which includes drilling of exploratory wells is an extremely capital intensive undertaking and for countries such as Kenya without any proven commercial discoveries (otherwise defined as frontier exploration areas), it is usually difficult to attract major oil prospecting companies. Kenya status as a frontier exploration area, therefore, is a key disincentive to major international oil companies who have the requisite resources for underwriting attendant high petroleum exploration risks. Such major and high profile oil prospecting companies usually divert their risk capital to countries with proven and delineated hydrocarbon reserves and where production is on-stream or being negotiated. As at 2005 only three companies, Star Petroleum, Afrex and...
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...tool that, if deployed equitably, can ensure citizens are empowered and Government can deliver services more effectively. Information is vital for the efficient delivery of public and private sector product and services that are responsive to the needs of citizens and businesses as well as capacity creation. For a variety of reasons (economic and policy), developing countries like Kenya are less equipped to take advantage of the potential in ICT to stimulate growth, and are likely to fall behind advanced economies. The Kenya ICT Master Plan is therefore not designed in isolation, given that there is evidence from developed countries that investment in ICT facilitates economic growth by increasing productivity. As the Kenya Government ensures an enabling ICT environment and regulatory framework, this plan aims at stimulating the setup of ICT-related businesses to enhance employment creation. At the heart of this document is a strategic intent to develop a robust ICT sector that will enhance economic growth through creation of businesses and hence employment. In the execution of this plan, Kenya will become a leading ICT hub for the region, improve the lives of her citizens and see significant ICT-led economic growth in line with Vision 2030. This ICT Master Plan aims at building and promoting an environment where more service sector businesses are created and are able to thrive through leveraging on ICT. ICT offers key benefits that make life simpler and more convenient...
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...15 African Entrepreneurs Jonathan Liebmann Country: South African Occupation: Real Estate developer Position: CEO of Propertius Details: Liebmann, 28, is the Managing Director of Propertuity, a South African Real Estate development company and the brains behind the construction of the Maboneng Precinct, a thriving cultural district in the east side of Johannesburg’s CBD. Once neglected and deteriorating neighborhood housing abandoned industrial complexes. Liebmann transformed Maboneng into a vibrant urban mixed-use community complete with Art galleries, artist studios, retail spaces, offices and artist studios. Patrick Ngowi, Country: Tanzanian Position: CEO, Helvetic Solar Contractors Details: Nine years ago, Patrick Ngowi, 28, received a small loan from his mother to start off a business. He started off selling Chinese mobile phones, but when he discovered that a tiny fraction of Tanzanians enjoyed any access to stable and reliable electricity, he knew he had to rectify that problem. Ngowi set up Helvetic Solar Contractors Limited, a company that is a pioneer in the supply, installation and maintenance of solar systems throughout the Northern Circuit of Tanzania. Helvetic Solar Contractors is the first company in the Northern Circuit to cater for Solar needs. The company did about $3 million in revenues last year. Lorna Rutto Country: Kenyan Occupation: Green Tech Entrepreneur, Founder, EcoPost Details: Lorna Rutto, 28 is the founder of EcoPost, a profitable social enterprise...
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