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BUZZIN природниот планински мед е исклучително квалитетен производ кој се произведува во мали количини и нема никакви додадени шеќери, бои, хемии, 100% природен, квалитетен мед кој кристализира под 18°.

Медот се произведува во регионот на Општина Дебрца во еколошки чиста и незагадена средина, оддалечена околу 15км од главниот пат, во планински предел.

Амбалажа на “Buzzin“

Моментално “Buzzin” медот се пакува во стаклена амбалажа од 950г, 450г и 250г. Бидејќи се работи за неверојатно квалитетен, чист и природен производ, “Buzzin” се произведува во мали ограничени количини. Квалитетот на нашиот производ нема тајни, единствено нешто е дарот од природата и вегетацијата на планинскиот регион каде што се наоѓаат живеалиштата на “Buzzin” пчелите.​

Daniela Tanaskovska
Daniela Tanaskovska
@Daniela Tanaskovska
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Pozdrav Stigna narackata Vi blagodaram odlicen prvoklasen med
OsmanRamiz Demirovski
OsmanRamiz Demirovski
@OsmanRamiz Demirovski
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Prekrasen med, Blagodaram za brzata dostava. Cist kvaliteten e moze da zemeye nema da se pokaete
Ivona Velickoska
Ivona Velickoska
@Ivona Velickoska
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Predobar med premnogu sum zadovolna osobeno od toa kako bese spakovana i na sekoj detal vnimavano 👏👏 najdobro iskustvo sto sum imala dosega so onlajn naracuvanje🙏❤
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Историја

Од најрана возраст бев вљубеник кон пчелите и нивната енергија која не запира по 24часа на ден. Тогаш, љубовта на моите родители кон пчеларството многу брзо се пренесе кај мене и стана моја пасија. Кога бев малечок сакав да го работам ова, но не бев ни замислил дека еден ден ќе ми се оствари желбата да бидам пчелар и производител на мед. Почнав со учење како се гради дом за пчелите. Со помош на татко ми ги изработувавме нивните куќички, за подоцна да соберам храброст и без никаква заштита да можам да бидам во контакт со нив и да им помагам во процесот на создавање. Денес, неколку години подоцна сум тинејџер и со помошта на неколку блиски роднини, пријатели и компании успеав да создадам мал бренд кој ќе ја обележи мојата љубов кон природата, пчелите и создавањето на вкусно задоволство. Па така, Buzzin не е обичен мед, туку една приказна која јас со мојот татко ја создаваме со традиција. Желбата ми е Buzzin да биде симбол за квалитет кој ни го дава природата, но за да се оствари мојата желба потребна ми е Вашата поддршка и препорака. Така што, ако сте задоволни од вкусот на Buzzin, помогнете час поскоро да се расчуе за мојата приказна. Споделете со Вашите пријатели и одвојте неколку минути за да напишете коментар на социјалните мрежи. Се радувам на секој Ваш коментар и секој нов коментар ми е уште поголем мотив да го работам ова со полна енергија. Од срце ви благодарам на довербата, Ѓоко – Buzzin.mk

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За сите дополнителни информации info@buzzin.mk

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Cybercrime is a threat to all the organizations, but when we take in consideration the financial market the level of menace increases exponentially. Today banks and other financial organizations face the need of providing the bestincreases exponentially. Today banks and other financial organizations face the need of providing the best possible services in the best possible way and reachable by everyone everywhere. We are watching to a spread of different products and services being available through the use.

By 2030—little more than a decade from now—the global economy will likely be in the midst of a major transformation. Companies and investors grapple with changing conditions constantly, but our research points to an unusual level of volatility in the decades ahead. To understand why, we look at the three major forces that will shape the 2020s: demographics, automation and inequality. These forces are already in motion and set to collide.

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There are five areas that we encourage CMOs to look at. The first is, what are my future-back platforms that will lead growth for the next 5 to 10 years? Taking today’s profit pools and forecasting them present forward just won’t capture the level of disruption that’s impacting these industries.

“There are no secrets to success. It is the result of preparation, hard work, and learning failure.”

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Secondly, given those growth platforms, what is the brand portfolio, business portfolio that I’ll use to address them? Brand portfolio strategy is definitely rising in importance. And thirdly, when I’m clear on those platforms and those brands, how am I going to implement modern marketing to engage with the consumer? We’re seeing an extreme rise in profitable growth from the clients that we’re supporting to reset their marketing model. But that isn’t straightforward. So actually, areas four and five are enablers. Four, what’s the data and technology strategy and the roadmap to implement that? The leaders are owning their own data, refreshing it constantly and, more importantly, using it to inform the business decisions. And they’re making the technology that underpins that a priority.

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By 2030—little more than a decade from now—the global economy will likely be in the midst of a major transformation. Companies and investors grapple with changing conditions constantly, but our research points to an unusual level of volatility in the decades ahead. To understand why, we look at the three major forces that will shape the 2020s: demographics, automation and inequality. These forces are already in motion and set to collide.

The New Rules for Marketing Your Brand

Consumer products marketing has experienced a profound change over the last 5 to 10 years, from a world dominated by large global brands and established TV and big-box retail models to a world that’s quickly much more complex, with a proliferation of brands, channels and marketing tools. Technology’s disrupted the industry in three ways. Firstly, it’s disrupted the way consumers engage with brands. In the UK and the US now, over 60% of consumers discover brands.

There are five areas that we encourage CMOs to look at. The first is, what are my future-back platforms that will lead growth for the next 5 to 10 years? Taking today’s profit pools and forecasting them present forward just won’t capture the level of disruption that’s impacting these industries.

“There are no secrets to success. It is the result of preparation, hard work, and learning failure.”

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Secondly, given those growth platforms, what is the brand portfolio, business portfolio that I’ll use to address them? Brand portfolio strategy is definitely rising in importance. And thirdly, when I’m clear on those platforms and those brands, how am I going to implement modern marketing to engage with the consumer? We’re seeing an extreme rise in profitable growth from the clients that we’re supporting to reset their marketing model. But that isn’t straightforward. So actually, areas four and five are enablers. Four, what’s the data and technology strategy and the roadmap to implement that? The leaders are owning their own data, refreshing it constantly and, more importantly, using it to inform the business decisions. And they’re making the technology that underpins that a priority.

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By 2030—little more than a decade from now—the global economy will likely be in the midst of a major transformation. Companies and investors grapple with changing conditions constantly, but our research points to an unusual level of volatility in the decades ahead. To understand why, we look at the three major forces that will shape the 2020s: demographics, automation and inequality. These forces are already in motion and set to collide.

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There are five areas that we encourage CMOs to look at. The first is, what are my future-back platforms that will lead growth for the next 5 to 10 years? Taking today’s profit pools and forecasting them present forward just won’t capture the level of disruption that’s impacting these industries.

“There are no secrets to success. It is the result of preparation, hard work, and learning failure.”

– OLIVER SANDERO

Secondly, given those growth platforms, what is the brand portfolio, business portfolio that I’ll use to address them? Brand portfolio strategy is definitely rising in importance. And thirdly, when I’m clear on those platforms and those brands, how am I going to implement modern marketing to engage with the consumer? We’re seeing an extreme rise in profitable growth from the clients that we’re supporting to reset their marketing model. But that isn’t straightforward. So actually, areas four and five are enablers. Four, what’s the data and technology strategy and the roadmap to implement that? The leaders are owning their own data, refreshing it constantly and, more importantly, using it to inform the business decisions. And they’re making the technology that underpins that a priority.

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Cybercrime is a threat to all the organizations, but when we take in consideration the financial market the level of menace increases exponentially. Today banks and other financial organizations face the need of providing the bestincreases exponentially. Today banks and other financial organizations face the need of providing the best possible services in the best possible way and reachable by everyone everywhere. We are watching to a spread of different products and services being available through the use.

By 2030—little more than a decade from now—the global economy will likely be in the midst of a major transformation. Companies and investors grapple with changing conditions constantly, but our research points to an unusual level of volatility in the decades ahead. To understand why, we look at the three major forces that will shape the 2020s: demographics, automation and inequality. These forces are already in motion and set to collide.

The New Rules for Marketing Your Brand

Consumer products marketing has experienced a profound change over the last 5 to 10 years, from a world dominated by large global brands and established TV and big-box retail models to a world that’s quickly much more complex, with a proliferation of brands, channels and marketing tools. Technology’s disrupted the industry in three ways. Firstly, it’s disrupted the way consumers engage with brands. In the UK and the US now, over 60% of consumers discover brands.

There are five areas that we encourage CMOs to look at. The first is, what are my future-back platforms that will lead growth for the next 5 to 10 years? Taking today’s profit pools and forecasting them present forward just won’t capture the level of disruption that’s impacting these industries.

“There are no secrets to success. It is the result of preparation, hard work, and learning failure.”

– OLIVER SANDERO

Secondly, given those growth platforms, what is the brand portfolio, business portfolio that I’ll use to address them? Brand portfolio strategy is definitely rising in importance. And thirdly, when I’m clear on those platforms and those brands, how am I going to implement modern marketing to engage with the consumer? We’re seeing an extreme rise in profitable growth from the clients that we’re supporting to reset their marketing model. But that isn’t straightforward. So actually, areas four and five are enablers. Four, what’s the data and technology strategy and the roadmap to implement that? The leaders are owning their own data, refreshing it constantly and, more importantly, using it to inform the business decisions. And they’re making the technology that underpins that a priority.