Tag Archives: Reference

Baraza Jipya La Mawaziri Tanzania; May 2012.

Je Huu ni Mwanzo mpya? Baraza hili Litakidhi matakwa ya Watanzania? #MonFinance inawatakia kila la Kheri katika Majukumu haya mliyopewa.

  • Balaza Jipya Limeongeza Idadi ya Mawaziri  wawili na Naibu waziri mmoja. 
  • Wizara ya Nishati na Madini Imegawanyishwa na sasa kuwa na Manaibu wawili.
  •  Mawaziri Sita wa zamani Wameondolewa. 
  •  Sura mpya tatu za mawaziri na Kumi za manaibu waziri Zimeingia Baraza Jipya.

Na Hili ndilo Baraza jipya Lililotangazwa jioni ya jana Kutokea Viwanja vya Ikulu Dar es Salaam.


1.         OFISI YA RAIS
Waziri wa Nchi, Ofisi ya Rais (Mahusiano na Uratibu)
Ndugu Stephen M. Wasira, Mb.,
Waziri wa Nchi, Ofisi ya Rais, (Utawala Bora)
Ndugu George Mkuchika, Mb.,
Waziri wa Nchi, Ofisi ya Rais (UTUMISHI)
Ndugu Celina Kombani, Mb.,
Waziri wa Nchi, Ofisi ya Makamu wa Rais (MUUNGANO)
Ndugu Samia H.  Suluhu, Mb.,
Waziri wa Nchi, Ofisi ya Makamu wa Rais (MAZINGIRA)
Dr. Terezya P.L. Huvisa, Mb.,
Naibu Waziri:
Ndugu Charles Kitwanga, Mb.,
Waziri wa Nchi, Ofisi ya Waziri  Mkuu (Uwekezaji na Uwezeshaji)
Ndugu Mary M. Nagu, Mb.,
Waziri wa Nchi, Ofisi  ya Waziri Mkuu (TAMISEMI)
Ndugu Hawa Ghasia, Mb.,
Waziri wa Nchi, Ofisi ya Waziri Mkuu (Sera, Uratibu na Bunge)
Ndugu William V. Lukuvi, Mb.,
Naibu Waziri wa Nchi, Ofisi  ya Waziri Mkuu (TAMISEMI)
Ndugu Majaliwa K. Majaliwa, Mb.,
Naibu Waziri wa Nchi, Ofisi  ya Waziri Mkuu (TAMISEMI)
Ndugu Aggrey Mwanry, Mb.,
4.         WIZARA
 Wizara Ya Ushirikiano wa Afrika Mashariki
Waziri: Ndugu Samuel J. Sitta, Mb.,
Naibu: Dr. Abdulla Juma Abdulla, Mb.,
Wizara ya Ulinzi na Jeshi la Kujenga Taifa
Waziri:  Ndugu Shamsi Vuai Nahodha, Mb.,
Naibu: (Sijampata Jina Huyu)
Wizara Ya Ujenzi
Waziri: Dr.  John P. Magufuli, Mb.,
Naibu:  Ndugu Gerson Lwenge, Mb.,
Wizara Ya Afya na Ustawi wa Jamii
Waziri:  Dr. Hussein A.H. Mwinyi, Mb.,
Naibu:  Seif Suleiman Rashid, Mb.,
Wizara Ya Elimu na Mafunzo ya Ufundi
Wizara:  Dr. Shukuru J. Kawambwa, Mb.,
 Naibu:  Ndugu Philipo A. Mulugo, Mb.,
Wizara Ya Maendeleo ya Jamii, Jinsia na Watoto
Waziri:  Ndugu Sophia M. Simba, Mb.,
Naibu:  Ummy A. Mwalimu, Mb.,
Wizara Ya Mambo ya Nje na Ushirikiano wa Kimataifa
Waziri:  Ndugu Bernard K. Membe, Mb.,
Naibu:  Ndugu Mahadhi J. Maalim, Mb.,
Wizara ya Katiba na Sheria
Waziri: Ndugu Mathias M. Chikawe, Mb.,
Naibu: Ndugu Angela Jasmine Kairuki, Mb.,
 Wizara Ya Mambo ya Ndani ya Nchi
Waziri: Ndugu Emmanuel Nchimbi, Mb.,
Naibu: Ndugu Pereira A. Silima, Mb.,
Wizara Ya Maendeleo ya Mifugo na Uvuvi
Waziri:  Dr. David M. David, Mb.,
 Naibu:  Ndugu Benedict N. Ole-Nangoro, Mb.,
Wizara Ya Kazi na Ajira
Waziri:  Ndugu Gaudentia M. Kabaka, Mb.,
Naibu:  Dr. Makongoro M. Mahanga, Mb.,
Wizara Ya Mawasiliano, Sayansi na Teknolojia
Waziri:  Prof.  Makame M. Mbarawa, Mb.,
 Naibu:  Ndugu January Makamba, Mb.,
Wizara Ya Ardhi, Nyumba na Maendeleo ya Makazi
Waziri: Prof.  Anna K. Tibaijuka, Mb.,
Naibu: Ndugu Goodluck J. Ole-Madeye, Mb.,
Wizara ya  Maji
Waziri:  Prof. Jumanne Maghembe, Mb.,
Naibu:  Eng. Dr. Binilith Mahenge, Mb.,
Waziri asiyekuwa na Wizara Maalum
Prof. Mark Mwandosya, Mb.,
 Wizara Ya Kilimo, Chakula na Ushirika
Waziri:  Eng. Christopher Chiza, Mb.,
Naibu:  Ndugu Adam Malima, Mb.,
Wizara Ya Uchukuzi
Waziri:  Dr. Harrison Mwakyembe, Mb.,
Naibu:  Dr. Charles J. Tizeba, Mb.,
Wizara Ya Habari, Vijana, Utamaduni na Michezo
Waziri: Dr. Fenella E. Mukangara, Mb.,
Naibu:  Ndugu Amos Makala, Mb.,
Wizara Ya Maliasili na Utalii
Waziri:  Ndugu Khamis Kagasheki, Mb.,
Naibu:  Ndugu Lazaro Nyalandu, Mb.,
Wizara Ya Viwanda na Biashara
Waziri:  Dr. Abdallah O. Kigoda, Mb.,
Naibu:  Ndugu Gregory G. Teu, Mb.,
Wizara ya Fedha
Waziri:  Dr. William Mgimwa, Mb.,
Naibu:  Ndugu Janet Mbene, Mb.,
Naibu:  Ndugu Saada Mkuya Salum, Mb.,
Wizara ya Nishati na Madini
Waziri:  Prof. Sospeter Muhongo, Mb.,
Naibu:   Ndugu George Simbachawene, Mb.,
Naibu:  Stephen Maselle, Mb.,

Posted by on May 5, 2012 in Tanzania News


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Loss leader Strategy


What Is a Loss Leader?

A business strategy in which a business offers a product or  service at a price that is not profitable for the sake of offering another  product/service at a greater profit or to attract new customers. This is a  common practice when a business first enters a market; a loss leader introduces  new customers to a service or product in the hope of building a customer  base and securing future recurring revenue.

The loss leader strategy is more than just a nifty business trick – it is a  successful strategy if executed properly. A classic example is that of mobile phone company giving away a free network Locked Mobile phone knowing that you will need to use their network only on that Mobile phone. Cool huh!?

This startegy can be used for retail shops as well, At the shop kwa Mpemba he offers a kilo of Sembe at half a price; and doubles prices on other products, we all run kwa mpemba cause sembe price is very low and assumes everything else is cheaper at Mpemba’s shop, more sales and more profits for mpemba.

On International marketing; The Lower price of Amazon kindle Fire is one of the the Loss Leader strategy; Even if Amazon pays more to build the $79 Kindle than it sells it for, the company has several other ways to bring in money from the device. This Kindle model includes ads that show up as screensavers and at the bottom of the device’s home screen. And Amazon sees all the devices in the Kindle family — and the free Kindle apps it offers for mobile devices and computers — as a way to spur more sales of its digital e-books, music, games and apps. Definately It is making its money back through media content.



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Evaluating Your Associations by Jim Rohn

A friend of mine sent me  this article by John Rohn; and i thought its worth sharing with You All.


I’d like for us to take a look at the power of influence in  our lives and how it is possible to be nudged off course a little at a time  until finally, we find ourselves asking, “How did I get here?”

We should ask ourselves three key questions:

1) “Who am I around?” You’ve got to evaluate  everybody who is able to influence you in any way.

2) “What are these associations doing to me?”  That’s a major question to ask. “What have they got me doing, listening to,  reading, thinking and feeling?” You’ve got to make a serious study of how  others are influencing you, both negatively and positively.

3) “Is that okay?” Maybe everyone you associate  with has been a positive, energizing influence. Then again, maybe there are  some bad apples in the bunch. All I’m suggesting here is that you take a close  and objective look. Everything is worth a second look, especially the power of  influence. Both will take you somewhere, but only one will take you in the  direction you need to go.

Only then can we discuss three ways to handle associations  or relationships that are holding you back.

1) Disassociate. This is not an easy decision, nor something  you should take lightly, but in some cases it may be essential. You may just  have to make the hard choice not to let certain negative influences affect you  anymore. It could be a choice that preserves the quality of your life.

2) Limited association. Spend major time with major  influences and minor time with minor influences. It is easy to do just the  opposite, but don’t fall into that trap. Take a look at your priorities and  your values. We have so little time at our disposal. Wouldn’t it make sense to  invest it wisely?

3) Expanding your associations. This is the one I suggest  you focus on the most. Find other successful people that you can spend more  time with. Invite them to lunch (pick up the tab) and ask them how they have  achieved so much or what makes them successful. Now, this is not just about  financial success; it can be someone who you want to learn from about having a  better marriage, being a better parent, having better health or a stronger  spiritual life.

It is called association on purpose—getting around the right  people by expanding your circle of influence. And when you do that, you will  naturally limit the relationships that are holding you back. Give it a try and  see for yourself.


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Wish you were Mine: Resource nationalism in Africa

Source: The Economist Paper

Tanzanite from Tanzania

Tanzanite from Tanzania

THE true extent of Africa’s vast wealth of resources is hard to guess. Geologists have picked over most of the rest of the globe in search of minerals, yet huge swathes of Africa remain largely unprobed. But the immense ore deposits so far discovered and soaring commodity prices on the back of rip-roaring Chinese demand have convinced the world’s miners that the continent is the next big frontier. Bumper profits have also spurred mineral-rich countries to seek a bigger share of the spoils.

The list of African governments that have miners in their sights is a long one. South Africa, home to the greatest mineral wealth in the world, estimated to be worth $2.5 trillion, is considering imposing a swingeing 50% windfall tax on mining “super profits” and a 50% capital-gains tax on the sale of prospecting rights. Those are among the proposals put forward by an independent panel of experts, set up by the ruling African National Congress (ANC) to study the possibility of greater state intervention in the mining sector.

Ghana, Africa’s second-biggest gold producer, recently announced a review and possible renegotiation of all mining contracts to ensure that mining profits are “maximised…[for] the good of the country”. It plans to raise taxes on mining companies, from 25% to 35%, and a windfall tax of 10% on “super profits” in addition to existing royalties on output of 5%. Zambia, which is Africa’s biggest copper producer, recently doubled its royalties on the metal, to 6%. Guinea, home to the world’s largest bauxite reserves as well as one of the world’s biggest iron-ore deposits, is helping itself to a 15% stake in all mining projects and an option to buy a further 20%. Namibia has decided to transfer all new mining and exploration to a state-owned company.

If miners in these countries feel hard-done by, they should count themselves lucky that they are not wielding their shovels in Zimbabwe. Its “indigenisation” policy will force foreign firms to “cede” a 51% stake to locals. Nigeria may renegotiate offshore oil contracts, because today’s “unfair fiscal terms” are costing the country $5 billion in lost revenue, it claims. And so it goes on. Right across the continent governments are seeking new ways to squeeze more out of foreign-owned firms growing rich off what lies beneath Africa’s soil. Resource nationalism is nothing new. Big Oil has suffered periodic bouts of nationalisation and sometimes seen contracts torn up in the Middle East and beyond that had run for more than 50 years. Nor is the practice confined to developing countries that feel they came off second-best when negotiating resource deals in years gone by. Australia is set to raise some $8 billion a year through a controversial new tax on miners; Britain has previously dipped into the profits of oil companies in the North Sea.

However, in the past year resource nationalism has jumped to the top of the list of things that worry the 30 biggest global miners. This was prompted by 25 countries worldwide announcing plans to boost their take of profits, according to a survey by Ernst & Young, a consultancy. A rapid rebound after commodity prices collapsed in the aftermath of the financial crisis in 2009 convinced cash-strapped governments that large multinationals were easy targets. In Africa mining companies are often especially vulnerable—they are usually the biggest corporate beasts around. Widespread poverty has provided a ready excuse for governments dependent on income from resources. The trick for miners is to ensure not only that the money keeps flowing but also that the miners agree to the spending on roads, railways, schools and hospitals that are now a customary part of the package the industry offers to acquire mineral rights.

Many feel abused but they do not have much choice. In a world where big new ore bodies are hard to find, most will keep coming back to Africa. Of the ten biggest mining deals to be completed last year, seven were in Africa, according to Ernst & Young. Even as governments move to grab bigger slices of the cake, high prices mean the miners remain profitable. Anglo American, a mining giant, has earmarked $8 billion for new platinum, diamond, iron ore and coal projects; Brazil’s Vale said in June that it plans to spend more than $12 billion over the next five years. Rio Tinto, which has not had an easy time with its mammoth African investment at Simandou in Guinea, also signalled it will stick with Africa. Many of the resources are spread across the continent fairly evenly, leaving miners with a choice about where to go. Given that mining investments can cost many billions of dollars and take up to a decade to show a profit, miners are understandably wary of working in countries where the fiscal rules change unpredictably. Zimbabwe’s new law requiring indigenisation, apparently without compensation, is clearly not designed to attract new foreign investment. The three biggest miners already operating there—Zimplats, Rio Tinto and Anglo Platinum—also face a doubling of royalties on platinum to 10%, along with a ban on raw platinum exports, that will oblige them to build a refinery in Zimbabwe at a cost of some $2 billion. Regardless of Zimbabwe’s heavy-handed treatment, mining companies do not necessarily object in principle to giving locals a larger stake in their operations. After the end of apartheid in South Africa, white mining bosses were at the forefront of drafting the country’s black-economic-empowerment laws. These require mining firms to sell stakes of at least 26% to black shareholders by 2014. The ANC-commissioned panel recommends that this be increased to 30%. The Chamber of Mines recently announced that on average its 33 members, representing three-quarters of the industry, had already achieved today’s target. Nonetheless, the government puts the black share at just 9%, as most black-owned shares were bought with borrowed money. This could mean trouble. Investors have been even more worried by the persistent demands of the ruling ANC’s powerful Youth League for nationalisation, with or without compensation. The ANC’s expert panel has come out strongly against the idea on the grounds that the official purchase of listed mining companies’ shares, at an estimated cost of 1 trillion rand ($130 billion), is far beyond the government’s means and implementing a Zimbabwe-style asset grab would be unconstitutional and counter-productive.

Most ministers are privately opposed to nationalisation. Many lived in exile in Zambia in the 1970s and 1980s when President Kenneth Kaunda nationalised the country’s copper mines—with disastrous effect. South Africa’s president, Jacob Zuma, continues to insist that nationalisation “is not government policy”. But investors remain nervous. Ernst & Young recently suggested that southern African countries such as Botswana, Mozambique and Namibia were becoming increasingly attractive mining destinations at the expense of South Africa, which has slipped 18 places since 2008, to 67th out of 79 countries in the annual survey of mining-investment attractiveness compiled by the Frazer Institute, a Canadian think tank.

Miners and governments often look enviously at Debswana, the successful 50-50 diamond joint venture between Botswana and De Beers, the world’s leading diamond firm. Set up over 30 years ago, it accounts for nearly a third of Botswana’s GDP, half of government revenues and around three-quarters of export earnings. Even though 80% of the profits go directly into government coffers, De Beers considers Debswana one of its best investments. So why is the model not being adopted everywhere?

Because, says James Suzman, public affairs director at De Beers, Botswana is unique. It has rich and productive mines, a stable and trustworthy government with one of Africa’s best records of good governance and it is a small country of 2m people where the impact on ordinary folk is huge, so everyone feels they are benefiting. In Namibia, where De Beers also operates, the cash-strapped government seems reluctant to carry its share of the investment burden. And even Botswana is not above a bit of resource nationalism.


Last year De Beers was obliged to move its London-based sorting operation to the country—and all the jobs and other economic benefits that go with it—in return for extending the renegotiating period for its diamond-sales agreement from five years to ten. Meanwhile Namdeb, a similar joint venture between De Beers and Namibia, has run into a trouble. Without new investment of around $1 billion, Namdeb says, its mines will have to close in the next couple of years. With it, they could probably be successfully exploited for another five decades.

Populist advocates of greater state participation in mining often forget that nationalisation, partial or complete, means that when the going gets tough, as it eventually will in a cyclical industry like mining, the state must be prepared to cough up, like any other shareholder, to keep the business afloat.

It is much easier for states to impose royalties on production volumes. These can be reaped whether or not the company is profitable. The art is in striking the right balance. African governments must not wring so much out of their resources today that the mining companies fail to invest for the future.

Tanzania Case:

Tanzania is very rich in mineral resources, we have Gold, Diamond, Tanzanite and the recent Gas deposits discoveries. According to the Tanzania Mining News, Tanzania gas discoveries may redifine Economy, the government of Tanzania is preparing the country’s economy for a significant increase in the country foreign investment inflow following the recent discoveries of natural offshore Tanzania gas deposits. More firms are coming in to invest the mining sector.

A recent released statement by Bank of Tanzania says between October 2010 and October 2011 Tanzania gold exports have witnessed a 33 percent increase as a result of an increase in the price of gold on the world market.


There is something here that Tanzania could learn from Big Brother South Africa…..what happened to the Bomani report on Reviewing Mining Contracts in TZ?  Are the Mining Companies already paying new 4% Loyalty fee imposed by the government? As we are about to hit the jackpot in the OIL and GAS industry, we should learn from our past mistakes and new developments as they happen elsewhere….be it in South Africa or Australia….. What is your views on the Economist article and Tanzania mining sector in general.




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