'Ah, pergi sajalah! Tak rugi ... 'Huh, janganlah beritahu! Diam-diam sudahlah!'
satu suara menjerit lagi. 'Tapi Aril... itu membohong namanya!' Ah... Aril bingung!
Perkara ... Dia benar-benar tidak mahu lagi mengumpul debu luka buat emak
dan ...
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0007
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0006
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0005
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0004
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0003
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0002
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
2017-34540-0001
Tersedia di Pustaka Kubang Putih - UIN Sjech M. Djamil Djambek Bukittinggi
IWAN P. PONTJOWINOTO, MM MASYARAKAT EKONOMI SYARIAH; MASA
DEPAN DAN TANTANGAN RUDJITO ... kegiatan dan transaksi riil di sektor
keuangan syariah, menggalakkan pemakaian etika usaha yang berbasis syariah
, dan ...
This thesis examines in detail the management strategies employed at three different NARDACs--San Diego, San Francisco, and Washington D.C. Specific emphasis is given to the marketing of ADP services since October 1983, when NARDACs became Navy Industrial Fund activities. A detailed marketing audit of each organization is presented, and the strengths and weaknesses of marketing strategies employed at each NARDAC are assessed. The pros and cons of the different approaches are examined, recommendations are made, and a baseline for the development of a effective approach to marketing ADP services in the Navy is established. Central to the entire analysis is the understanding that NIF demands that NARDACs be operated as businesses. The authors conclude that managers at every echelon must fully come to grips with what operating as a business implies if NARDAC operations in the NIF environment are to reach their full potential.
This thesis examines in detail the management strategies employed at three different NARDACs--San Diego, San Francisco, and Washington D.C. Specific emphasis is given to the marketing of ADP services since October 1983, when NARDACs became ...