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The Kenya Revenue Authority (KRA) [2] was established by an Act of Parliament, the Kenya Revenue Authority Act, which became effective on 1 July 1995. The Authority is charged with collecting revenue on behalf of the Government of Kenya.
Critical success factor (CSF) is a management term for an element necessary for an organization or project to achieve its mission. To achieve their goals they need to be aware of each key success factor (KSF) and the variations between the keys and the different roles key result area (KRA). [1] Main success keys.
Kra or KRA can refer to: Kenya Revenue Authority; Key result area, a management term; Kra (band) Kra (letter) Kra Isthmus; Kra Peninsula; Kra River, Malay Peninsula;
The Kenyan taxation system covers income tax, value-added tax, customs and excise duty.The regulations are governed by independent legislators that govern the taxation system, the main legislator, the Kenya Revenue Authority (KRA) has different sections that deal with the above taxes while also having the authority to undertake reviews on various companies and corporations.
Ke – Is used as an abbreviation for Cost of Equity (COE). Ke is the risk-adjusted, theoretical rate of return on a Company's invested excess capital obtained through external investment s. Among other things, the value of Ke and the Cost of Debt (COD) [ 6 ] enables management to arbitrate different forms of short and long term financing for ...
There are a few key personal and professional attributes that define a successful Chief Revenue Officer: Results-oriented: A CRO assumes a long-term, integrated perspective while also striving to drive quarterly revenue results – he or she commits to short-term results, forecasts future revenue, and takes accountability for both short-term success and longer-term strategy [2]
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
Andrew Grove popularised the concept of OKR during his tenure at Intel in the 1970s. [5] He later documented OKR in his 1983 book High Output Management. [6]In 1975, John Doerr, at the time a salesperson working for Intel, attended a course within Intel taught by Grove where he was introduced to the theory of OKRs, then called "iMBOs" ("Intel Management by Objectives").