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Entries categorized as ‘Computers and Internet’

See How Easily You Can judge a domain name in a self-appraisal.

April 16, 2007 · 1 Comment

See How Easily You Can judge a domain name in a self-appraisal.

1) Marketability
2) Phone Test
3) Name Length
4) Brand Recognition
5) Development Value
6) Dot Value
7) Site Traffic natural
8) Site Traffic by Search Engines
9) Industry Strength and Positioning
10) Search Engine Popularity
11) Grammatical / Linguistic value
12) Revenue Generating
13) Comparable sales value

———–

1) Marketability
How many parts make up the name?

A part is classified as a word, a hyphen, or a number.
Example.com has only 1 part, the word “example”.
JoeTheFisherman.com has 3 parts, the parts “Joe”, “The”, and “Fisherman”.
Joe-Fisherman.com has 3 parts, the parts “Joe”, “hyphen”, and “Fisherman”.
1Fisherman.com has 2 parts, the parts “1”, and “Fisherman”.
eFisherman.com has 2 parts, the parts “E”, and “Fisherman”.

1 part award 100 points
2 parts award 10 points
3 parts award 2 points
4 parts award 1 point
5 parts or more award 0 points

2) Phone Test
Try giving out the Domain Name on the phone. How does the domain name sound on the phone.

Does the domain use a hyphen or a number?
Do I spell out a number inside the name ex: (“one”)?
Does the domain use a miss-spelling at all?

If the answer to these questions is all “no” then multiple current score by 5.
If the answer to any of these questions is “yes” then divide current score by 2.

3) Name Length (doesn’t include the length of “www.” or “.” or the ending extension)

Find the highest rule that applies.

If 1 part and the name is less then or equal to 8 characters, then multiple current score by 6.
If 1 part and the name is less then or equal to 15 characters, then multiple current score by 3.
If 1 part and the name is less then or equal to 19 characters, then multiple current score by 2.

If 2 parts and the name is less then or equal to 10 characters, then multiple current score by 4.
If 2 parts and the name is less then or equal to 16 characters, then multiple current score by 3.
If 2 parts and the name is less then or equal to 19 characters, then multiple current score by 2.

If 3 parts and the name is less then or equal to 12 characters, then multiple current score by 2.

4) Brand Recognition
Do people know what the site does even before they even go there?
Either through the meaning of the name or by advertising.
An example of advertising is everyone knows Microsoft.com or ATT.com.
Normal people will need to use the domain meaning to score on this point.

If name has Brand Recognition then multiple current score by 3.

5) Development Value
How much work as been put into Developing the site?
Just a Splash page then multiple current score by 2.
Something more then a Splash page then multiple current score by 3.
Has the domain ever hosted a website that received more then 1000 visitors a day then multiple current score by 25.

6) Dot Value
If .COM extension multiple current score by 3.
If country extension multiple current score by 2.
If country extension is now generic no bonus (example .CC, .TV, .WS)

7) Site Traffic Natural
10-39 natural type-ins multiple current score by 4.
40-100 natural type-ins multiple current score by 8.
100+ natural type-ins multiple current score by 25.
Natural type-ins means (Unique IPs without referrers)

8) Site Traffic by Search Engines
10-39 Unique IPs multiple current score by 2.
40-500 Unique IPs multiple current score by 3.
500+ Unique IPs multiple current score by 4.

9) Industry Strength and Positioning
Does the domain have a calling? If the domain has a targeted industry how crowded is that industry? Does the domain accurately and generically describe what it was registered to do. Here is an example, For a travel agent, FlyCheap.com is a score 3. For a travel agent TravelCheap.com is a score 7.

Describes generically the industry then multiple current score by 7.
Describes specifically something in the industry then multiple current score by 3.

10) Search Engine Popularity
How do the terms in the domain name rank in Search Engines?

“Great”, then multiple current score by 7.
“Good”, then multiple current score by 2.
“All Right”, then no bonus.

11) Grammatical / Linguistic value
Does it sounds correct? Does it read like a human normally speaks. For example: ShoppestMall.com, this sounds wierd. But ShoppingMall.com sounds correct. The plural form verses the singular form makes a huge difference.

If the name sounds correct, then multiple current score by 2.

12) Revenue Generating

Multiple yearly income of the domain by 2.5, add this dollar value to your final price.

13) Comparable sales value

What other domains have sold at that price. Is your name the same score?
Market analysis on your domain price is very important. Being able to justify your price against other domains selling price is key. Don’t do marketing analysis off of list price. Only selling price will work. To find prices of domains that have sold use Afternic or other domain auction sites.

The highest score possible is something huge like 6,615,000,000
Score doesn’t correlate to actual price very well, You need to use percentiles to figure out what the price is.

Total score:
Lowest = $15 (40 percentile)
Low score = $25-$40 (30 percentile)
Mid score = $100-$300 (25 percentile)
High score = $500-$1000 (3 percentile)
Extreme score = $1000+ (2 percentile)

Categories: Blogroll · Computers and Internet · How To · Web 2.0

Techmambo is a weblog dedicated to profiling and reviewing new Online and Offline products.

February 12, 2007 · 2 Comments

Techmambo is a weblog dedicated to profiling and reviewing new Online and Offline products, services and companies.

 

Techmambo is a multi-media content service provider, systems technology developer and one of the largest electronic distributor of business news and information worldwide. Registered in United States, with offices in Michigan, Dar es salaam, Nairobi and Kampala., Techmambo is one of a family of companies that aggregate, produce and distribute news from across the Globe to tens of millions of end users.

Categories: Blogroll · Business and Finance · Computers and Internet · Technology · Technorati · Web 2.0

How To Start a Community Bank

January 11, 2007 · 1 Comment

 Following are 13 points that we feel accurately (albeit in condensed form) portrays the critical elements to be considered by any group that is considering forming a de novo bank.
A: Identify the Organizing Group

Form the organizing group VERY CAREFULLY. Select “doers,” not “talkers.” The organizers must be successful in their own right, and have demonstrated their ability to work in a group setting. Collectively, the group must agree to purchase approximately 15% of the total initial offering (the regulators want to see this level of commitment as it creates and maintains an atmosphere of dedication during and after raising the initial capital). Personally and professionally each proposed organizer/director must withstand the close scrutiny of the regulatory investigative process. Any current or past business or personal impropriety or undisclosed credit problem will be discovered and most likely will disqualify the candidate(s). Every director must appreciate the fact that this is a highly regulated industry. And while a proposed organizing director may have been or is currently successfully operating his or her business in a wide-open, high-risk fashion, the regulators are not comfortable with “maverick” organizing directors.
B: Identify the CEO

Although the directors “produce” the show, the CEO will be the “featured player.” It is the CEO upon whose shoulders rests the responsibility for carrying out the board’s policies and the one with the high community profile. The community will judge the viability of the bank based on their view of the CEO and how he services their needs. The regulators demand that the CEO must have previous community bank experience and preferable at the level to which that person is being proposed. They will not approve any CEO who has been associated with a failed institution, one that has been declared weak, in jeopardy or compromised while under the candidate’s direction. Further, if the bank expects to effectively compete in today environment, it must have a CEO, who is market-oriented. Today’s successful banks are lead by builders not by caretakers.
C: Engage Professional Help

Preparing the application and keeping up with regulatory directives and compliance issues is a complex process. While a “do-it-yourself” strategy is possible, the mission is to secure the charter as quickly as possible in order to reduce the organizational cost. Engaging bank consultants (for accepted regulatory form and substance) and attorneys (for legal/contract issues) who do this work on a continuous basis greatly compresses the approval time line and increases the prospect of timely, regulatory approval. This approach, can of course, equate to cost savings in the long term. Also, thoroughly check the credentials and references of any and all prospective consultants. Speak directly to the clients who have recently engaged them. Beware those promising, quick fix, no-work-on-your-part, and miracle solutions to any banking problem.
D: Identify the Market

Independently or with professional help conduct an objective overview of the market the bank intends to serve. Healthy markets support healthy banks. View the market from a business point of view and resist being swayed by the fact that it is your “hometown” and therefore by default you “know” it will support a new bank.
E: Analyze the Market

Here is where dealing with professionals is very helpful. Current market data and demographics must be researched. A detailed review of the competition and its market share and growth trends is critical. Service gaps need to be discovered and potential products and services identified. The long-term viability of the local market is the key to success. So the market must support the bank’s projected growth in order to justify regulatory approval.
F: Prepare the First Draft of Projections

A preliminary compilation of the estimated deposits, income and the associated expenses needs to be “penciled out” and reviewed in order to validate the assumption(s) that you have a viable business concept. A latter version of these projections will be included as an integral component of the charter application.
G: Build Regulatory Relationships

Make no mistake; the regulators have the final say as to whether or not they issue a permit to organize. They must be kept in the loop. Ask their advice and keep them advised of the progress of the project. They do not like surprises and abhor being kept in the dark. While there are established chartering guidelines for all regulatory agencies, it is still a matter of how they interpret the proposal and the confidence they have in the organizers and senior officers that influence the approval process. While you may not want to seek them out as friends, you certainly do not want them as enemies.
H: Think Marketing

The success of any business does not just “happen,” the leaders must “make it happen.” It is imperative that the business plans have as its base a well-crafted marketing component. Today the financial service industry is based upon selling in a cost-effective fashion, what the customer demands, at a price that they will pay, in a configuration that they will accept. Banks will not be successful (profitable) if the organization is placed on autopilot, with the hope that the customer will beat a path to its door. Passive marketing is no longer a viable option.
I: Think Technology

The industry’s service and product deliver channels are changing and the only way to keep pace with those changes is to incorporate technology as a cornerstone of the bank’s strategic operating plan. The technology that supports community banks today is both highly efficient and affordable. Every emerging community bank can now compete with their larger brethren on the technology delivery front and thereby are no longer at an operational disadvantage.
J: Think Human Resource

For every company that states, “people are our most valuable asset” and has demonstrated that fact, there are dozens of companies unfortunately who make the statement and do little to support it. Make no mistake; in the banking business people make the bank successful. The customers deal with, and form their opinions of, the bank based upon the personal experiences they have with the officers and staff. Yes, personnel expense is the second largest line item after interest paid on deposits however; organizations that cut corners on qualified staff run the risk of cutting the heart out of the organization.
K: Prepare the Application

The quality of the charter application is a reflection of the time, thought, preparation and dedication the group is willing to commit to the project. The regulators view the application as a “window” into the soul of the organizing group. The logic and presentation of all elements of the application, but particularly the business plan, speak to the understanding the forming group has of the financial service business and as such depicts the manner in which they will administer the bank. If there is any doubt that the group is capable of preparing and submitting the application in the best possible light, they should consider seeking professional help.
L: Raise the Capital

If there is one aspect of the entire de novo process that ends up as an underestimation of the scope of a task, it is capital acquisition. It takes a great deal of dedication, tenacity, focus and hard work to raise the required capital in a reasonable period of time. The operative word here is “reasonable.” The total organizational costs are to a large measure a function of time. Therefore, if it takes a long period of time to sell the stock, the total costs will be greater than if it was raised over a shorter period. This is just simple math. What sounded so easy, after all doesn’t every one the organizers contact encouraged them to go forward and agree “you can count me in?” Well, for some strange reason it just does not work out quite that easily. The capital component needs to be carefully considered then a determination made whether professional help is a sound investment. A final word on capital. The importance of a large, stable, and active shareholder base cannot be overstressed. Attracting 450-700 shareholders, a portion of whom can be the cadre of a fine-tuned business development task force is a tremendous marketing tool. A bank with only a limited number of shareholders has only a limited opportunity to really grow.
M: Enhance Shareholder Value

A project of this nature is not an ego-gratification exercise. The prime mission is to increase shareholder value while operating a business in a safe and sound manner. Remember it is not “our bank” unless the organizers plan to subscribe to 100% of the offering, which is not likely at today’s required capital levels. So don’t build a monument to yourselves. Always keep in mind that there are others (hopefully totaling into the hundreds) who have invested in the project based in their faith in the group and they deserve your best effort, and intentions.

Story © 2002 Steiner & Associates. All rights reserved

Categories: Blogroll · Business and Finance · Computers and Internet · Web 2.0 · World

How Social Security Numbers Works

December 5, 2006 · 2 Comments

In the United States, the nine digits that make up your Social Security number (SSN) may be the most important numbers in your life. You are required to apply for your SSN when you start your first job, and it stays with you from then on! We use our SSNs daily, although many times we don’t even know it.

Important as it is, we may not know much about the origin of our specific number and how SSNs generally came to be. We certainly do know we don’t want other people using our SSN as their own, especially not 40,000 other people, as happened to one woman we’ll discuss a little later!

In this article, we’ll tell you about about how the Social Security program began and answer some common questions regarding SSNs. We’ll also tell you what to do if your card is lost or stolen and how you can deal with and prevent Social Security fraud. But first, we’ll tell you what your numbers are for, what they mean and how you get the specific number you’ll have for the rest of your life. (more…)

Categories: Blogroll · Computers and Internet · Immigration · Law · Lifestyle · Terrorism · Uncategorized

East Africa: Microsoft launch Windows for Swahili speakers

December 3, 2006 · 1 Comment

Microsoft has launched its software in Swahili targeting more than 110 million speakers of the language. The Swahili Windows and Office programmes are a product of two years of work by language experts from East and Central Africa.

They had to work on the standardisation of the language which is spoken in different dialects across the region.

The software giant says this software is intended to bridge a digital divide between developed and emerging markets. (more…)

Categories: Africa · Arts & Entertainment · Blogroll · Computers and Internet · Culture · Development · East Africa · Kenya · Languages · Technology · Technorati

Tanzania: Dar Stock Exchange Bourse Set for Electronic Trading

December 3, 2006 · 6 Comments

The Dar es Salaam Stock Exchange (DSE) will go electronic as soon as the installation of the Automated Trading System (ATS) is complete.

According to Jonathan Njau, the chief executive of the project, which started mid this month, the installation is expected to be completed in the next three weeks, after which trials and training of the staff will commence. “As we speak, the contractor is on site working,” said Mr Njau.

The work includes installation of the automated system and the central depository system solutionsthe $1.5 million contract for which has been won by Sri Lankan firm Millennium Information Technology (MIT).

MIT is the same firm that supplied both the ATS and central depository system for the Nairobi Stock Exchange and it is in the process of installing a similar one on the Uganda Securities Exchange. (more…)

Categories: Africa · Blogroll · Business and Finance · Computers and Internet · Development · East Africa · Kenya · Technology

East Africa: The Battle Of Mengo and British Supremacy In Uganda

November 26, 2006 · Leave a Comment

The Battle Of Mengo and British Supremacy In Uganda
By Chris Ferree

The lands that make up what is now Uganda and Kenya were one of the last places on the African continent to be explored by white men. Apart from a few lusty adventurers ( such as Speke, Grant, and Stanley) and the occasional missionary , the map of what was to be British East Africa was blank until nearly the turn of the century. In fact, the knowledge of the area was so lacking that Stanley’s Emin Pasha Relief Expedition of 1887 went to Lake Albert by way of the Congo. Even into the 1890’s and expedition could expect to make some sort of geological, zoological or ethnological discovery.

In the late 1870’s missionaries coming from the south or up the Nile arrived on the west coast of Lake Victoria to preach the gospel. There were also Arab traders from Mombasa and Zanzibar as well as Mahdist from the Sudan shouting the praises of Islam. Of the Christian missions, French Roman Catholics and British Protestants of the Church Mission Society were responsible for the conversions to Christianity in Uganda. While the Muslims had no formal missions ( at least none mentioned in the European history books) converts to the word of the Prophet kept pace with both of the Christian sects combined. The rivalry between the Wa-Fransa (Catholics) and the Wa-Ingleza (Protestants) was only surpassed by their mutual hatred of the Islamic faction. This was a recipe for war and violence that would last for years.

At the beginning of this period, Wagandan beliefs held that their Kabaka (King) was a deity. Both Christianity and the Muslim religions disputed the god-like stature of the Ruler resulting in their persecution. Unfortunately for the Kabakas (first Mtesa then Mwanga), he could not stem the tide of conversions and the ranks of Muslim, Catholic, and Protestant continued to swell. For Mtesa, continued persecution was the answer. When Mwanga ascended to the throne the situation was becoming serious. In the year 1888, he planned to rid himself of all of the converts, Christian and Muslim. Mwanga was going to lure them onto one of Victoria’s islands and leave them to perish. However, news of the plot was leaked and Mwanga was just able to escape .

Kiwewa, Mwanga’s brother, was names Kabaka by the Christians who assumed the majority of offices in court. The Muslims, outraged by the division of power, made a surprise attack at a council meeting, killing many Christian chiefs and capturing Kiwewa. The Mohammedan chief tried to force the Kabaka to conform to Islam, but Kiwewa stood firm. In fact he was able to dispatch two Muslim chiefs before he made good his escape. At this point the near leaderless Christian population fled Uganda to Akoli on the south end of the lake. The White missionaries were left in the Muslims hands. They were soon set adrift onto the lake and their goods were looted.

By the middle of 1889 the “Arabs” as Lugard called them, were in control of the country. Karema, another of Mwanga’s brothers, was made the Islamic king of Uganda. The non-converted part of the population was still mistreated, and the Christians were looking for a leader. Mwanga, after his flight, was held by the Muslims of Magu district. He was able to escape and eventually ended up at the French mission station of Bukumbi. The Christians offered to reinstate Mwanga, provided some changes were made in his policies. With the help of Stokes, a former mission agent turned trader/gun runner, Mwanga led the Christians back to Uganda.

Unfortunately, The Arabs were ready and the christian army was pushed back to Ankoli. They did, however, have control of the lake. The king occupied the Sesee Islands near the capital, Mengo,but the main army was in the south. It was at this time (June 1889) that word came of an Imperial British East Africa Company safari camped at Kavirondo on the eastern shore of Lake Victoria. Mwanga sent letters to Jackson, the leader of the expedition, asking for help. Jackson replied that he could only enter Uganda if Mwanga would sign a treaty giving Britain exclusive rights to trade.

By September of 1889, Mwanga’s Christian coalition was falling apart. He called for the missionaries to join him on the islands to help solidify the his forces. With the help of the missionaries, both Protestant and Catholic, Mwanga regained control of his forces and drove the Muslims from the capital. With this success, Mwanga rejected Jackson’s offer. His success was short lived and it was not long before Mwanga was back on the islands and the Arabs were back in Mengo. More letters were sent to Jackson, stating that he, Mwanga “was ready to do business”. Father Pere Lourdel, the chief Catholic missionary, also sent a request to Jackson for aid. Jackson was, however, away exploring and did not get the letters until November.

Dr. Karl Peters, leader of the German Emin Pasha Relief Expedition, read Jackson’s letters and immediately pushed on for Uganda. When he reached the Nile, in Usoga Province, Peters was told that the Pasha had been rescued by Stanley. The good doctor then decided to push on to Mengo to render aid to the embattled Mwanga. Once Jackson returned to Kavirondo and found his opened mail, he too set off for Mengo.

As the fortunes of war turned again in the Christians favor, in February 1890, Mwanga was back in his capital. Dr. Peters arrived later in the month and signed a treaty with Mwanga leaving all Uganda open to any European. Dr. Peters did no enjoy his triumph for long, however. Because of his behavior he fell in to ill-favor and soon moved south to German territory.

Jackson arrived at Mengo in April 1890. His arrival was somewhat of a disappointment to Mwanga, as he had too few rifles and no flashy uniforms like Peters’ men. He also came to lager-heads with the Catholic Fathers because his treaty would put the I.B.E.A. in control. With the Catholics advising the king, negotiations went nowhere.

Because of the political stalemate, Jackson decided to leave Uganda. He would leave behind his colleague Mr. Gedge with 35 men and 180 rifles. Gedge also had instructions to buy up any guns that entered the country ( Mr. Stokes was away at this time obtaining them for the Waganda ). When Jackson told the court of his intention of leaving, the Wa-Ingleza decided to go with him. This move would leave the Catholics greatly outnumbered, so they decided to leave also. AS this plan would not work, Jackson took a representative from each party to argue the case in front of a higher authority.

Two events occurred at this time that would change the fortunes of the British Company. First, a treaty was signed between Britain and Germany that recognized the border between their spheres of Influence west of the lake as 1 degree south latitude. This placed Uganda well within British territory. Of course, Jackson did not find this out until he returned to the coast. The second was the death of Father Lourdel. Lourdel was the man who had the King’s ear and with him gone the British had a chance.

As Jackson was leaving Mengo Frederic Lugard was moving off the coast. Lugard was the company man that would settle the question of European control in Uganda. He marched towards Uganda armed with the Anglo-German treaty, 270 armed porters ( about 1/3 he classed as reliable), 50 Sudanese and Somali askari, a few other Europeans and a worn out Maxim gun. What he lacked was ammunition, he only had about 11 rounds apiece for the men when he arrived at Mengo.

Gedge was, unfortunately, not he man to leave behind. He was not one to stand up to the Kabaka and was soon beat down. His situation in Mengo soon became intolerable and he left for German territory. Before he left though, Gedge handed out the 180 Snider rifles and ammunition in his charge. This was incase the Muslims attacked.

Lugard arrived in Uganda by December 1890. He entered the country without asking permission of the Kabaka, set up his camp in the capital, and then told Mwanga when he would be ready for an audience. Upon their meeting, Lugard said he only came by to make his introductions and that other matters would wait. This was done and Lugard took his leave, again without asking for approval. Lugard’s bold approach earned him the respect of the king.

The company’s fort was begun on Kampala Hill, opposite Mwanga’s palace atop Mengo Hill. Lugard anxiously awaited the arrival of Mr. Williams, his second in command, with much needed supplies (including ammunition). He also began negotiations for a treaty with Mwanga. Lugard showed no partiality for either party and attempted to make friends with all the chiefs. In this, he met with some success, though it did nothing to bolster the Protestants resolve or curb the Catholics haughtiness. The result was an ever widening rift between the parties.

Mwanga’s court was divided down the middle. Half of his councillors were Catholic, the other half were Protestant. In addition, each office was controlled by its party. If a particular officer wished to change his party, he would forfeit his office and the controlling party would select a new officer. This arrangement was made after the last recapture of the capital by the combined Christian armies. Lugard’s indifference in the politics of court put the advantage to the Catholic side. Again the Wa-Ingleza were on the verge of exodus when a last deputation was sent to Lugard. They were given the impression that he was only biding his time until reinforcements arrived. This was good enough and the Protestants decided to stick it out.

As the year of 1891 dawned, Lugard continued work on his fort and got a signed treaty from Mwanga. The Protestant Bishop Tucker arrived at the capital, and finally at the end of January Williams showed up with more Sudanese and Swahilis and an additional Maxim.. Bishop Hirth, a Roman Catholic, arrived in February and the stage was set for a new round of religious turmoil.

Lugard was now ready, or thought he was ready to tackle the problems of this divided people. The arguments Lugard heard involved shamba, council positions. Those members who wished to change religions did not want to lose their shamba, while the leaders of the parties wished to rid themselves of those members leaning toward the opposite faction. Bishop Hirth brought up the question of religious freedom as proclaimed by the company charter. Lugard found a loophole around this point. It seems that party control of shamba was guaranteed in a treaty signed by the Catholics back in 1889. Lugards treaty with Mwanga respected previous treaties made by the factions. Lugard argued that a new treaty with the company would be required if he was to take up this subject.

It was lucky for Lugard at this time that the Muslims reentered the fray. Arab forces began raiding in the Unyoro Province (on the banks of Lake Albert). Again the Christians put aside their differences and marched against the common foe. Lugard was gone for the rest of the year. In that time he defeated the muslims and established a line of frontier outposts manned by Sudanese left by Emin Pasha.

Williams, who remained at Mengo, didn’t have it so easy. He was bombarded with accusations and stories of atrocities from both sides. It was only by the cool heads of the higher level chiefs that civil war was averted. But, the cool heads would only prevail while the muslim threat continued.

Lugard returned to Kampala Fort on December 31, 1891. He had 100 Sudanese troops with him (more leftovers from Emin) and found plenty of ammunition and other supplies at the fort. The rigors of campaigning had Lugard and while he waited for the trial of a gun theft complaint to begin he became ill. As he left he noticed the Wa-Fransa chief giggling amongst themselves and thought something was up. Lugard’s Swahili interpreter, Duala, stayed for the trial.

Duala reported the trial as follows: A Catholic sub-chief had a gun stolen by one of Apolo Kagwa’s men (Kagwa, a Protestant was the Katikiro the next office under Kabaka). Kagwa agreed to deliver a gun to the injured party, but was not forthcoming, as he was waiting for the return of one of his guns that was stolen previously. Therefore, the Wa-Fransa setup a ruse beer stand in the market and when a Wa-Ingleza stopped to get a drink, the snatched his rifle. This man, one Tabula by name, rounded up some guys to retrieve this gun. When they entered the enclosure containing the thief, they were met with a volley and Tabula fell.

The Kabaka Mwanga ruled that the Protestants took the law into their own hands and, therefore, got what they deserved. Lugard felt the trial was rigged. In response, he handed out 40 muzzleloading rifles and a barrel of powder to the Wa-Ingleza. Mwanga protested the handing out of rifles. Lugard in turn, protested the acquittal of the Catholic stating that, “… if no justice is done there will be war.” That night, the 23rd of January, the war drums were beating and Mwanga was moving powder and shot into the palace.

On the morning of the 24th, Mwanga set a message to Lugard asking him to call of the war. Lugard replied that he would be glad to if Tabula’s murderer was turned in and he recieved an apology for the insults of the past two days. While waiting for the Kabaka’s response, Lugard handed out about 150 Sniders and 300 to 350 muzzleloaders to the Wa-Ingleza. This was for their own protection as the Wa-Fransa we massing at the palace.

Around 11:00 am shots rang out. A wounded man was brought to the fort, shot by Catholic potato thieves. Lugard sent another letter to Mwanga demanding the perpetrator of this last act of violence. Mwanga sent in a peasant in place of the real perpetrator, but Lugard saw this as a sign of good faith and was ready to talk.

It was, however, too late. Some Catholics went to steal clothes and bananas from Kagwa’s plantation (as a sign of contempt for the Katikiro). They were chased off by Kagwa’s men, but returned in greater numbers and an argument ensued. Shots were exchanged and a Wa-Ingleza went down. A large group of Protestants in the market heard the shots and advanced up the road.

The Protestants were cut off by two Catholic enclosures which opened fire. Some Wa-Ingleza continued to battle their way up the main road to the palace, while another group circled around to the right. They met some resistance, but finally mounted Rubaga Hill, on which set the Catholic mission. The mission was put to the torch.

The burning church was visible by all in Mengo, including Lugard and Mwanga. The Wa-Fransa, in response to the burning of their church, assualted the enclosure of Apolo Kagwa enmasse. The Katikiro’s enclosure was just below the palace in a mainly Catholic part of town. Kagwa’s men were soon routed and ran to the fort. The Catholics were hotly pursued the Protestants until Lugard opened fire with one of his Maxim guns. Though it didn’t cause many casualties, it did check the Wa-Fransa advance.

This gave Apolo Kagwa time to regroup and counterattack. The Protestant advance was supported by Williams and 200 Sudanese. The Catholics broke on all fronts and escaped to the islands of lake Victoria.

Though there was still much work and fighting to be done, by the end of the day the I.B.E.A. Company was the ruler of Uganda

Categories: Africa · Blogroll · Christianity · Computers and Internet · Culture · East Africa · History · Islam · Kenya · Lifestyle

Africa: Swahili web game to tackle Aids

November 19, 2006 · Leave a Comment

The United Nations children’s agency (Unicef) has launched the first computer game in Kiswahili, aimed at halting the spread of HIV and Aids.

The game called “What would you do?” (Ungefanyaje?) takes players through various scenarios to explain the importance of prevention and testing.

The UN estimates that around 80% of all young people do not know how to protect themselves from Aids.

Africa accounts for most of the world’s 2.3m children who are HIV-positive. (more…)

Categories: Africa · Computers and Internet · Culture · East Africa · Kenya · Languages · Literacy and Education · Swahili · Web 2.0 · World