If you are business developer and you want to start something in East Africa,I can say that you are in good position to see your brand  exciting  the industries since the region is the best place for business progress due to the fact that it gives room for both production and market at instant.Wheather you are in Kenya,Rwanda,Uganda,Burundi or Tanzania,the environment are supportive to productions an market since the governmental regulations favor business development.

Many industries are good to get into but it is only depend on   how your solution is uninique and can adapt with changes and time.Among the growing industries are telecommunication,Travel,Electronics,Biotechnology and so many others that are used in the first world can be introduced into East Africa.

I would like to introduce you on the best industries that can hold the best future in East Africa.These are:

Internet and software apps;
The have been an increase in the needs of softwares for both public and private organizations which aim to solve different problems that interact with almost the whole mass of users in East Africa and can be well profitable if the business focus is consistent.

Agriculture  and Biotechnology;
The demands for foods have been increase both within and the global at large,this means that we can take part in any corner of the industry and come with successiful business if and ony if we have awesome business strategy.

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The above industries are among profitable one in East Africa .As the part of interest if you are intending to solve any globe problem you can start from here.

It’s fashionable in this fast-paced era of exponentially accelerating technology to deride the value of a traditional M.B.A. Indeed, some people believe that even an undergraduate degree is not particularly useful for a would-be entrepreneur, and the most vocal adherents of this school of thought are encouraging ambitious young people to drop out of college and immediately start their own businesses.

I could not disagree more.

The M.B.A. degree was created in the early 20th century as “scientific” approaches to business management were first being developed, and gained its foothold in the booming post-war years when rapidly expanding American industries needed a steady supply of new managers to administer their ever-increasing workforces. It saw its apotheosis with a pivot as the financial markets of the late 20th century glorified the arcane financial analysis and marketing skills required of the so-called Masters of the Universe in investment banking and consulting.

When I received my M.B.A. from Columbia University Graduate School of Business in 1983, there wasn’t a single course or activity with the word “entrepreneurship” in its title. Many — if not most — of my classmates were fast-tracked managers from utility companies, large retailers, consumer goods conglomerates and financial firms. But over the past few decades, as companies began to shrink and brand new upstarts like Apple and Microsoft became the most valuable companies in the world, Newsweek identified the country’s most endangered species as the “Bached White Male” corporate middle-manager.

There is no question that the game has changed, fundamentally and irrevocably. As I noted in my closing talk on The Evolution of Success at TEDxWallStreet we are moving at an ever-accelerating pace to a time in which entrepreneurship will be the cornerstone of the business world, large companies will continue to shrink, agile methodologies will replace traditional top-down management, and “career management” will be a personal rather than institutional responsibility.

In response to this core shift in the commercial world, M.B.A. programs have not remained stagnant, as some would seem to imply. Rather, they are themselves pivoting with the changing market, and squarely addressing the new realities.

I serve on the advisory boards of the entrepreneurship programs at both Columbia and Yale, and was mentor of the year at NYU’s Stern School of Business, so I have had a first-hand view of these fundamental transformations.

Originally pioneered by schools like Babson, where entrepreneurship is embedded into every class and activity, and picked up and expanded by top-tier schools such as Stanford, where their online Technology Entrepreneurship course has been taken by more than 25,000 students, academic business programs have adapted to the times. At NYU Stern, the annual business-plan competition organized by the Berkeley Center for Entrepreneurship & Innovation is the heart of the program, with more than 500 teams participating in recent years. This is where companies like Pinterest and Comixology found their initial teams and their seed investors.

As The Wharton School of the University of Pennsylvania notes in its online introduction to its M.B.A., a modern business school degree provides a host of benefits that have great value in the new world of fast-moving, entrepreneurial innovation. In addition to the network and brand-validation that comes along with a high end M.B.A. program, these courses of study provide a true grounding in the “hard skills” of economics, finance, marketing, operations, management and accounting, as well as the “soft skills ” of leadership, teamwork, ethics and communication that are so critical for effectively creating and managing both innovation and growth.

Whether it is internalizing crucial concepts such as the time value of money, or really understanding the core values of agile project management, a 2013 version M.B.A. from a strong program represents to me an indication (along with many other factors) of someone who can potentially make a major, positive contribution to our team.

* Original post can be found on Wall Street Journal Blogs @ http://blogs.wsj.com/accelerators/2013/04/04/david-rose-m-b-a-programs-have-adapted-to-the-startup-model/ *

A good business is actualy that one with a general strategy that usually intend to keep the objective focused and goals attainable at a time.There are some ways in which everyone look at his or her own business,and this perhaps determine the choices of any process of the business.

As  Enterprenuer,CEO, or managers of any business,there are some ways which you are automatic come into process with them,without to heed which position you have in your company,sice they are related to each other.The actions that determine the strenth of your strategies are as follows:

Production;wheather you are service or commodity based,you must set some general strategies of your production which favour creativity and development standards of service or commodity.You have to look at the strategy which are connected with rawmaterials and people resources with desirable knowldge.

Marketing;The general business strategies can be indepth fetched in selling and customer relationship since they include huge number of activities and processes in taking the product to customers.This should be associated with key persons,allowing creativity and information sharing friendly in a way that is  favorable.

Financials;one among the themes of doing business is maintaining the flow of money in and out of business.If the business will be making profits;that shall be a good chance to ensure another achives of the business interms of resources that can lead into the increase in the productions and market of the busines.

By reviewing the above parts of your business in relation to type of service or products as well as business environment,an enterprenuer will be able to take a summery of the strategy of his own business.Now the strategies can be documented in simple form to be excuted.Eventhough as business owners we have a lot of things to do,but strategy is an important tool to way the business success.The summary can be reviewed seasonaly,if some parts seen they are not workig good.

PS:We can now share comments on this methods and questions if posible.

Sometimes as  enteprenuers  we are encountered of  multi problems  to solve,especially during operation of the business.Managers and excecutive usually face some questions which are risky to answer, even though  they must answer them in a timeframe to  secure operations and the business process which is the matter we are talking about today.

 As  enteprenuers  we always must be full equiped with researches of production,market and financials, whether  they are logical or illogical so as to secure business processes;in other words-being able to solve the questions at the right time.

The simplest way to handle the researches of the important parts of business is by having the question'slog that hinder uncertainity,for example;What are the innovative solution to a problem an how will the solution standout of many? What are the market reqiurements?What amount of money is available to excute the a certain process?

In your reseach you can also have a number of riskies that must be overcomed in every series of processes.Mind you that, a successfull is that include you team in any point of business prcess,as we know that business is not a one man show.

Lastly we must bear this in our minds that;researches are the bidge to innovation unwillingly in a series of processes,wheather  the firm aimed or not aimed to innovation,If the reseaches are there ,are the everything to come out with smart decisions.

Entrepreneurs often get the advice from their lawyers and friends to always get a Non-Disclosure Agreements (NDA or CDA) signed before disclosing anything about their new venture. Most investors and startup advisors I know hate them, and refuse to sign them. Who is right?

Let me try to put this question in perspective. If you are totally risk-averse, then push to always get signed NDAs. You won’t last long as an entrepreneur in this category, since a startup is all about taking risks. On the other hand, if you intend to patent an idea, you need a signed confidentiality agreement from everyone knowing details, or you will legally lose patent rights.

The format of an NDA is simple, and you can download a sample from my website. Here are some rule-of-thumb considerations that should help you decide when an NDA is really required, or actually has negative value:

• Trusted professional. If you want advice or funding, and the person you are about to pitch to is a certified investor, or a senior business advisor, skip the NDA. These people value their professional integrity, like your doctor or lawyer, and they are not competitors. Asking for an NDA is an insult and will jeopardize your case before you start.

• Unknown interested party. If you meet someone through Internet networking, or if someone with no visible professional standing contacts you with interest in your plan, an NDA is the least you should do to protect yourself. Verifying credentials through multiple sources is even better.

• Strategic partner. The line between competitor and partner is a fine one these days. An NDA is highly recommended before you talk to a similar company about a joint venture, white labeling, or any investment options. I recommend a mutual non-disclosure, with a non-compete clause, for protection in both directions.

• Prior to patent application. As I mentioned earlier, you should never disclose details of a potential patent to anyone without getting a signed and dated NDA. That doesn’t mean you can’t talk in general terms about your idea, and even pitch to investors. Investors don’t need to hear the details anyway, until at least the due diligence phase.

• Trade secrets. A trade secret is a formula, practice, process, design, instrument, pattern, or compilation of information which is not patentable, but gives you an economic advantage over competitors or customers. When someone needs to know the details, get an NDA, even with your own employees.

• Period covered. Typically NDAs have terms of two to five years. In today’s fast moving world, a longer term makes no sense, and is viewed by the signor as an unreasonable restriction on future activities. You can always renew the NDA before it expires, if it is still relevant.

Venture capitalists and angel investors won’t sign NDAs for two reasons: 1) they don’t want the constraints or litigation a few have faced from rogue entrepreneurs, and 2) they feel that if by simply describing the problem you solve, you give away your business, there is almost no chance you will be able to create a defensible position in the market.

They see the same good ideas so often, that if they signed a non-disclosure on just a few, they would quickly not be able to talk to new entrepreneurs. It’s the people that count anyway, not the idea. Besides, one of the reasons for talking to investors is that they will spread the word to other good investors, so you really want them to talk about you to others, to improve your funding odds.

There will be some companies who, for perfectly valid business reasons, do not wish to sign an NDA. This doesn’t mean that they are dishonest, but simply that they may not wish to manage the risks involved. As an example, they want to avoid any future conflict with products they may already be working on.

Sharing original work which you intend to commercialize with a startup requires a high degree of mutual trust. Remember that without an NDA, you can still explain what your idea does, but not how it functions or how it’s made. That should be enough to excite interest at a first meeting, and the feedback is worth more than the risk.

Please you can now comment and have conversation with others

Location-based mobile marketing promises the sky: high conversion rates, surgical targeting, and rich consumer profiles.

But does it deliver? According to many accounts, it does.

Not surprisingly, retailers, brands, and agencies are scrambling to hone their location-based approaches. These encompass everything from "geo-aware" and "geo-fenced" ad campaigns, to hyper-local efforts keyed to Wi-Fi hotspots, and algorithmic location-based targeting of audience segments like soccer moms, bargain hunters, coffee enthusiasts, etc.

In a new report from intellegence  on location-mobile marketing, we take a look at key stats on the location-based services marketplace that indicate it's supremacy in mobile marketing, explain how the most important techniques (such as geo-aware, geo-fenced, audience-based local-mobile campaigns) work, examine the cornerstones - such as data and audience building - to a successful location-based mobile strategy, look at who has the valuable location-based data, and analyze the six most effective local-mobile marketing tactics. 

Access The Full Report And Data By Signing Up For A Free Trial Today >>

Here's an overview of the location-mobile marketing explosion:

• Location is the new cookie: Collecting data has always been difficult because mobile does not support third-party cookies that travel easily across the ecosystem, allowing for straightforward tracking and data-gathering. That's where location-based mobile technology comes in. It gives marketers new ways to identify and track mobile audiences, and with the aid of algorithms, it can also group them into behavioral and demographic segments for targeting.
• Money is flowing into location-based mobile marketing: A recent survey of 400 brand executives by Balihoo found that 91% planned to increase their investments in location-based marketing campaigns in 2013. Finally, a study by Berg Insight found that location-enabled ad spend reached about 8% of total mobile ad spend for 2012. This proportion is expected to increase to 33% by 2017. 
• Location-based data is driving much of the interest - and success: Enabling campaigns with local data produces measurable results. In a study of over 2,500 of its mobile marketing campaigns, Verve found that its location-based ad efforts were about twice as effective as the mobile industry average click-through rate (CTR) of 0.4%. Geo-aware ads, geo-fenced ads, and location data paired with audience demographics or purchase intent are all proving to be extremely successful.
• Location is extending beyond the smartphone: The location conversation may have started out as a way to take advantage of mobile phones, but as technology continues to evolve, the conversation needs to broaden. In 2012, only 12% of smartphone owners and 17% of tablet owners said they used their device throughout the entire shopping process. This year, one-third of smartphone and tablet owners said they did so.Additionally, more tablet consumers are beginning their shopping process on their tablets. This shows that location ads should be targeted to tablets as well as smartphones, because the first search for a local business might take place on a tablet.

This article was posted by David Marcus,President at PayPalin linkedin,and published Under the permission.

Every marketing department these days is under pressure to prove how they’re contributing to the bottom line. And with all the Big Data available now, gathering that proof should be easy, right? Yes and no. A lot of companies are still struggling to determine their marketing return on investment (MROI).The fact is that while advanced analytics is a powerful tool to unearth growth opportunities and increase marketing effectiveness, there is rarely a single model, tool, or answer. There are different approaches for different businesses and problems. We call this approach “smart analytics” because it’s about figuring what analytics makes the most sense for the problem you’re trying to solve.

This video by my colleagues Dennis Spillecke (@dspillecke) and Jesko Perrey breaks down three useful approaches for tracking MROI:

1. Test and learn – Basic but effective, especially in the digital world, where you can experiment a lot without spending a lot of money. The main point here is that companies need to institutionalize this approach so you don't have one-off experiments that don't sustain real learning.

2. Reach-Cost-Quality (RCQ) – A great way of judging return when you don't have enough data, RCQ can also be helpful in predicting future impact of marketing spend

3. Media mix modeling (MMM) – MMM has been around for years, but the birth of Big Data and the ability to integrate new channels (e.g. social media, which we do through a SocialGRP) has allowed this approach to be more relevant. There's a great piece about how MMM needs to modernize: 5 steps to squeeze more ROI from your marketing.

Before the ROI models ever come into play, however, Jesko and Dennis highlight a critical determinant to success, which is the need to ask some critical questions, such as: What’s your goal? Who’s your target? What are you trying to accomplish? It’s surprising how often this step is overlooked or short-changed. Without sufficient thought about good questions (and the best answers to them), the result is often confused action, irrelevant data, and, ultimately, a poor return on investment.

Starting with the right questions is the best investment you can make.

What questions are you asking to improve your marketing?

Learn more about ROI and other topics on the Chief Marketing & Sales Officer Forum site, and follow us @McK_CMSOForum. And please follow me @davidedelman.