Results for admin sales and marketing translation from English to Malay

event and marketing
jualan dan pemasaran

sales and operation planning
jualan dan perancangan operasi

sales and customer service admin
eksekutif perkhidmatan pelanggan

sales and customer service positions.
jawatan jualan dan khidmat pelanggan.

participating in a sales event in the islamic civilization park with the sales and marketing team
menyertai event jualan di taman tamadun islam bersama team sale and marketing

delivery service, sales and distribution of sanitizer
servis penghantaran

be able to manage the company's finances during sales and marketing in business opportunity to work in all positions available there.
pegawai perhubungan pelanggan junior

sale and purchase
pemilik hak milik harta tersebut

sale and business home
jual rumah

application for renewal of direct sales license under direct sales and anti-pyramid scheme act 1993
kelulusan permohonan pembaharuan lesen jualan langsung di bawah akta jualan langsung dan skim anti piramid 1993

c/it was involves of breeding, seeding, sapling and nursery management, production and marketing.
c/ia melibatkan pembiakan, pembenihan, pengurusan anak pokok dan semaian, pengeluaran dan pemasaran.

c/we have designed a strategy to sell our products. we have chosen who to be the admin and marketing. we have distributed our respective assignments so that working at our tables is more fair.
c/kami telah merancang strategi untuk menjual product kami. kami telah memilih siapa menjadi admin dan marketing. kami telah mengagihkan tugasan kami masing masing supaya kerjai meja kamdi lebihn adil.

cancellation of sale and purchase agreement
penyediaan

store sale and purchase agreement letter
surat perjanjian jual beli

customer service has been broadly described either as any services oriented in creating customer satisfaction, or as a series of activities and services aimed at increasing sales and customer retention
layanan pelanggan telah digambarkan secara luas baik sebagai layanan yang berorientasi dalam menciptakan kepuasan pelanggan, atau sebagai serangkaian kegiatan dan layanan yang bertujuan untuk meningkatkan penjualan dan pengekalan pelanggan

whether the said document should be declared null and void and consequently the alleged sale and purchase agreement should be rescinded.
sama ada dokumen tersebut perlu diisytiharkan batal dan tidak sah dan akibatnya perjanjian jual beli yang dikatakan perlu dibatalkan.

the borrowers has instructed us to hold the transaction of sale and purchase agreement due they have to work abroad for a while until they come back to malaysia.
the borrowers has instructed us to hold the transaction of sale and purchase agreement due they have to work abroad for a while until they come back to malaysia.

thus, alliance islamic bank berhad (ais) focuses on consumer banking, commercial banking and smes to grow business. it also leverages on existing conventional banking sales and distribution channels to market and promote its products and services.
dengan itu, alliance islamic bank berhad (ais) memberi tumpuan kepada perbankan pengguna, perbankan komersial dan pks untuk mengembangkan perniagaan. ia juga memanfaatkan saluran penjualan dan pengedaran perbankan konvensional yang ada untuk memasarkan dan mempromosikan produk dan perkhidmatannya.

with this, ais will be able to leverage on the sale and distribution of conventional banking to promote its products and services and create opportunities for alliance financial group to expand islamic investment banking in the capital market management sector.
dengan ini, ais dapat memanfaatkan penjualan dan pegedaran perbankan konvensional untuk mempromosikan produk dan perkhidmatanya dan mewujudkan peluang bagi alliance financial group untuk mengembangkan perbankan pelaburan islam dalam sektor pengurusan pasaran modal

the motive for the investment the motive for a foreign investment is crucial in determining how linkages and externalities develop. there are four main motives for investment: 1) seek natural resources; 2) seek new markets; 3) restructure existing foreign production; and 4) seek new strategic assets [narula and dunning, 2000]. these can be placed into two categories. the first category includes the first three motives: asset-exploiting, to generate economic rent by using existing firm-specific assets. the second category is the fourth motive: asset-augmenting, to acquire new assets that protect or enhance existing assets. in general, developing countries are unlikely to attract the second category of fdi; they primarily attract the first category. the relative importance of each motive partly reflects the stage of economic development [narula and dunning, 2000; narula, 1996, 2004]. least developed countries would tend to have mainly resource-seeking fdi and countries at the catching-up stage mostly market-seeking fdi. efficiency-seeking investments, with the most stringent capability needs, will tend to focus on the more industrialised developing economies (though three or four decades ago they went to countries with relatively low capabilities, e.g. the electronics industry in southeast asia in the 1970s). not all affiliates offer the same spillovers to host economies. a sales office, for instance, may have a high turnover and employ many people, but its technological spillovers will be limited relative to a manufacturing facility. likewise, resource-seeking activities like mining tend to be capital intensive and provide fewer spillovers compared to market-seeking manufacturing fdi. during import substitution, most mnes set up miniature replicas of their facilities at home, though many functions were not reproduced (they were ‘truncated’). the extent of truncation, however, varied by host country. the most important determinants of truncation – and thus the scope of activities and competence of the subsidiary – were market size and local industrial capabilities [dunning and narula, 2004]. countries with small markets and weak local industries had the most truncated subsidiaries, often only single-activity subsidiaries (sales and marketing or natural resource extraction). larger countries with domestic technological capacity (such as brazil and india) had the least truncated subsidiaries, often with research and development departments. with liberalisation, mne strategies on affiliate competence and scope have changed in four ways [dunning and narula, 2004]. first, there has been investment in new affiliates. second, there has been sequential investment in upgrading existing subsidiaries. third, there has been some downgrading of subsidiaries, whereby mnes have divested in response to location advantages elsewhere or reduced the level of competence and scope of subsidiaries. do we need a new agenda? 451 fourth, there has been some redistribution of ownership as the result of privatisation or acquisitions of local private firms. in many, but certainly not all, cases this also led to a downgrading of activities. mnes are taking advantage of liberalisation to concentrate production capacity in a few locations, exploiting scale and agglomeration economies, favourable location and strong capabilities. some miniature replicas have been downgraded to sales and marketing affiliates, with fewer opportunities for spillovers. countries that receive fdi with the highest potential for capability development are, ironically, those with strong domestic absorptive capacities. the article by lorentzen and barnes on south africa shows that domestic capacity – in the form of infrastructure or an efficient domestic industrial sector – is a primary determinant of high competence affiliates. they base their analysis on eight case studies in the south african automotive sector, and show that indigenous firms can compete with mnes, and – given the appropriate domestic capabilities and infrastructure – can maintain and improve their competitive advantages through indigenous innovation. like south africa, other countries have succeeded in attracting such fdi, notably mexico and the caribbean basin [eclac, 2000, 2001; mortimore, 2000]. in addition to providing a threshold level of domestic capabilities and infrastructure, these countries have invested in developing their knowledge base (although to a lesser extent in the case of mexico). mortimore [2000] argues that much of this fdi has created export platforms for mnes with limited benefits for the host countries [eclac, 2001]. this is a point reiterated by mytelka and barclay here in the case of trinidad, where fdi has not been leveraged to develop the skills and capabilities of local downstream and supporting firms. the state has largely failed to act as a facilitator to stimulate and support domestic absorptive capacities and linkages with mne affiliates. mne linkages fdi transfers technology to local firms in four ways: backward linkages, labour turnover, horizontal linkages and international technology spillovers. studies of backward linkages have identified various determinants, including those internal to mnes and those associated with host economies. the ability of the host economy to benefit from mne linkages has been found to depend crucially on the relative technological capabilities of recipient and transmitter: the greater the distance between them, the lower the intensity of linkages. again, mne motives and strategies matter. domestic market oriented affiliates generally purchase more locally than export-oriented firms because of lower quality requirements and technical specifications [reuber et al., 1973; altenburg, 2000]. mne affiliates are more likely to be integrated with host countries where they source relatively simple inputs [ganiatsos, 2000; carillo,
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