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Formaggio Bra DOP

Il Bra si produce in provincia di Cuneo, e Torino (Villafranca Piemonte), esiste sia tenero che duro; prodotto e stagionato nei territori montani
Il nome deriva dalla famosa cittadina di “Bra” appunto!!

E’ di forma cilindrica e peso 6-8 kg , il colore della pasta è bianco/avorio per il tenero e giallo ocra per il duro, struttura consistente ed elastica con piccolissime occhiature… sapore profumato e sapido per il tenero e molto sapido, piccante per il duro

Viene utilizzato per preparare la cupola di cavolfiore in salsa di formaggio 🫕😋



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Formaggio Bra DOP

Il Bra si produce in provincia di Cuneo, e Torino (Villafranca Piemonte), esiste sia tenero che duro; prodotto e stagionato nei territori montani
Il nome deriva dalla famosa cittadina di “Bra” appunto!!

E’ di forma cilindrica e peso 6-8 kg , il colore della pasta è bianco/avorio per il tenero e giallo ocra per il duro, struttura consistente ed elastica con piccolissime occhiature… sapore profumato e sapido per il tenero e molto sapido, piccante per il duro

Viene utilizzato per preparare la cupola di cavolfiore in salsa di formaggio 🫕😋

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Telegram Gives Up On Crypto Blockchain Project

Durov said on his Telegram channel today that the two and a half year blockchain and crypto project has been put to sleep. Ironically, after leaving Russia because the government wanted his encryption keys to his social media firm, Durov’s cryptocurrency idea lost steam because of a U.S. court. “The technology we created allowed for an open, free, decentralized exchange of value and ideas. TON had the potential to revolutionize how people store and transfer funds and information,” he wrote on his channel. “Unfortunately, a U.S. court stopped TON from happening.”

That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.

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