Di pengujung tahun 2014 ini, PT NASA (Natural Nusantara) secara resmi meluncurkan AYLA Breast Care, Produk perawatan payudara dengan bahan alami sehingga aman digunakan untuk bisa mewujudkan harapan Anda sebagai wanita yang selalu ingin tampil indah dan proporsional.
Memiliki payudara indah, kencang dan proporsional pastilah selalu menjadi dambaan setiap wanita. Saat ini, sudah banyak cara untuk dapat mewujudkan hal tersebut, akan tetapi kalau anda menginginkan itu bersifat alami, maka semua itu bakal bermuara pada estrogen, hormon alami di dalam tubuh yang bisa membuat seseorang menjadi terlihat perempuan. Estrogen disini bertanggung jawab dalam mengatur siklus menstruasi dan pertumbuhan payudara.
Begitu pentingnya hormon estrogen pada wanita hingga membuat para ahli berusaha mendapatkan estrogen dari alam dan tumbuh-tumbuhan yang dikenal dengan nama Phytoestrogen. Dari banyak penelitian didapatkan bahwa kandungan Phytoestrogen yang paling tinggi terdapat pada tanaman sejenis umbi-umbian yang bernama Pueraria mirifica. Pueraria mirifica mempunyai zat aktif yang bernama Miroestrol dan Deoxymiroestrol yang sudah terbukti 3.000 kali lebih kuat dibandingkan estrogen dari kedelai (Dr. Garry Gardon MD).Gambar AYLA Breast Care NASA
Ayla Breast Care merupakan krim perawatan payudara yang memiliki bahan aktif dari ekstrak Pueraria mirifica.
Manfaat AYLA Breast Care NASA
Manfaat dan khasiat yang akan didapatkan dengan memakai krim perawatan payudara Ayla dari PT NASA diantaranya adalah:
Merawat dan mengencangkan payudara.
Melancarkan peredaran darah dalam payudara.
Memelihara kesehatan payudara.
Komposisi AYLA Breast Care
Pueraria mirifica root Extract
Keunggulan AYLA Breast Care
Sudah menerapkan Nano Technology Plus Bioenergy sehingga lebih efektif dalam pemakaian karena lebih mudah dan cepat diserap serta lebih hemat karena dosis pemakaian lebih irit.
Telah memiliki ijin Balai POM sehingga Anda akan lebih aman dan nyaman dalam menggunakannya. POM NA 181 401 004 62
Cara Pemakaian AYLA Breast Care
Bersihkan payudara dengan air hangat terlebih dahulu agar proses penyerapan krim dapat berjalan dengan baik.
Gunakan kurang lebih 30 menit sebelum tidur.
Oleskan krim secara merata pada seluruh bagian payudara kecuali pada bagian puting.
Lakukan pijatan dengan gerakan melingkar dan perlahan.
Untuk hasil lebih optimal, lakukan pijatan melingkar selama 10-20 kali dan diamkan hingga kering dan menyerap.
Bisa tampil cantik dan menawan di hadapan sang suami tercinta adalah sebuah kepuasan tersendiri bagi seorang istri. Bukan menjadi rahasia umum lagi bahwa salah satu hal yang disenangi seorang suami adalah melihat istrinya tampil cantik dan memiliki tubuh yang indah.
Anda pernah memakai Cream Pembesar Payudara Lainnya tapi tidak ada perubahan yang signifikan sesuai keinginan Anda???
Segera beralih dengan memakai AYLA BREAST CARE NASA, Anda akan memiliki Ukuran Payudara yang Proposional yang di bantu oleh TEAM AHLI HERBALIS dari TOKO OSHIMURA. FREE KONSULTASI !!!
TOKO OSHIMURA adalah Distributor Resmi yang memasarkan produk-produk kesehatan herbal produksi PT Natural Nusantara (NASA). Kami melayani pembelian retail/eceran maupun dalam partai besar. Untuk pembelian bisa dilayani dengan cara belanja offline langsung melalui kantor pemasaran kami maupun dengan cara delivery ke alamat yang Anda inginkan.
Order Anda tergaransi sampai ke alamat dengan jasa pengiriman berasuransi. Apabila terjadi kerusakan barang atau kehilangan barang selama masa perjalanan pengiriman jarak jauh menggunakan jasa ekspedisi, maka 100% produk akan diganti.
Mr. Bartoszewski was given honorary Israeli citizenship for his work to save Jews during World War II and later surprised even himself by being instrumental in reconciling Poland and Germany.
How Some Men Fake an 80-Hour Workweek, and Why It Matters
Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.
Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.
Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.
Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.
“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”
Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.
The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.
They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.
A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.
Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.
What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.
It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)
A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.
The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.
It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.
High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.
But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.
In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.