optimisation du moteur g\u00e9n\u00e9ratif<\/a>. Une position claire, \u00e9tay\u00e9e par des preuves et r\u00e9it\u00e9r\u00e9e de mani\u00e8re coh\u00e9rente est pr\u00e9cis\u00e9ment ce qu'un syst\u00e8me d'IA peut extraire et citer. Une position vague, noy\u00e9e sous les adjectifs, ne lui fournit aucun \u00e9l\u00e9ment concret. Sur un march\u00e9 o\u00f9 l'IA intervient, une position rigoureuse ne se contente pas de convaincre l'acheteur\u00a0; elle devient le r\u00e9sum\u00e9 que la machine r\u00e9p\u00e8te.<\/p>\nFoire aux questions<\/h2>\nQuelle est la diff\u00e9rence entre le positionnement et le message ?<\/h3>\n
Le positionnement est la d\u00e9cision strat\u00e9gique qui d\u00e9finit votre zone de concurrence et explique pourquoi un acheteur potentiel vous consid\u00e8re comme le choix \u00e9vident. Le message, quant \u00e0 lui, est la couche de communication qui traduit ce choix en mots, arguments et preuves sur votre site web, dans vos propositions commerciales et lors de vos \u00e9changes avec les clients. Le positionnement est primordial et encadre tout\u00a0; le message, lui, permet de le faire entendre. Un message faible peut \u00eatre retravaill\u00e9, mais si le positionnement de base est erron\u00e9, vous ne ferez que dire la mauvaise chose, m\u00eame si c'est bien fait.<\/p>\n
Comment positionner un produit que les acheteurs per\u00e7oivent comme un produit de base ?<\/h3>\n
On rompt avec la banalisation des produits par des preuves concr\u00e8tes plut\u00f4t que par des qualificatifs. Lorsque les fiches techniques semblent identiques, diff\u00e9renciez-vous sur les crit\u00e8res essentiels pour un comit\u00e9 d'achat soucieux du risque\u00a0: disponibilit\u00e9 garantie, historique de s\u00e9curit\u00e9, fiabilit\u00e9 des livraisons, contenu local, r\u00e9f\u00e9rences et certifications que l'alternative ne poss\u00e8de pas. Des termes comme \u00ab\u00a0leader\u00a0\u00bb ou \u00ab\u00a0fiable\u00a0\u00bb sont \u00e0 proscrire car ils sont inv\u00e9rifiables. Une position fond\u00e9e sur des preuves v\u00e9rifiables mise sur la confiance que le choix est justifi\u00e9, ce qu'un concurrent aux arguments superficiels ne peut pas imiter rapidement.<\/p>\n
\u00c0 qui un cadre de positionnement dans le secteur B2B de l'\u00e9nergie doit-il s'adresser\u00a0?<\/h3>\n
L'achat d'un produit complexe est d\u00e9cid\u00e9 par un groupe d'achat compos\u00e9, selon Gartner, de six \u00e0 dix personnes issues des services d'ing\u00e9nierie, d'exploitation, de sant\u00e9, s\u00e9curit\u00e9 et environnement (SSE), d'approvisionnement et de finance. Ce groupe est souvent r\u00e9parti en trois niveaux d'acheteurs\u00a0: les op\u00e9rateurs, les prestataires de services et les fournisseurs d'\u00e9quipements ou de produits chimiques. Chaque niveau \u00e9value un risque diff\u00e9rent. Le cadre d'analyse conserve une position sous-jacente, mais la reformule en fonction du niveau et du r\u00f4le\u00a0: l'ing\u00e9nieur entend \u00ab\u00a0ad\u00e9quation technique\u00a0\u00bb, le responsable des op\u00e9rations \u00ab\u00a0fonctionnement sur site\u00a0\u00bb et le responsable des achats \u00ab\u00a0risque ma\u00eetrisable\u00a0\u00bb et \u00ab\u00a0co\u00fbt total\u00a0\u00bb.<\/p>\n
Comment la r\u00e8gle du 95-5 modifie-t-elle le positionnement\u00a0?<\/h3>\n
La r\u00e8gle des 95\/5 d'Ehrenberg-Bass stipule qu'\u00e0 un instant T, seulement 5 % environ des acheteurs professionnels sont actifs sur le march\u00e9. Un positionnement ciblant uniquement ces 5 % s'engage dans une surench\u00e8re. Le meilleur retour sur investissement provient de l'association de votre positionnement aux points d'entr\u00e9e du march\u00e9, aux d\u00e9clencheurs tels que le renouvellement d'un contrat, une panne ou l'\u00e9mergence d'un nouveau secteur, afin que les 95 % qui ne sont pas encore sur le march\u00e9 vous associent d\u00e9j\u00e0 \u00e0 la situation avant m\u00eame de commencer leurs recherches. Le positionnement et la construction d'une marque \u00e0 long terme constituent donc un seul et m\u00eame projet.<\/p>\n
\u00c0 quelle fr\u00e9quence une entreprise \u00e9nerg\u00e9tique devrait-elle revoir son positionnement ?<\/h3>\n
Au moins deux fois par an, et syst\u00e9matiquement en vous appuyant sur des transactions r\u00e9elles, gagn\u00e9es ou perdues. Votre positionnement se d\u00e9grade lorsque vos concurrents adoptent votre discours, lorsque le march\u00e9 \u00e9volue et lorsque le cycle du prix du p\u00e9trole et le calendrier r\u00e9glementaire modifient les risques que l'acheteur juge les plus importants. Un signal d'alarme fiable est un message qui commence \u00e0 d\u00e9crire l'ensemble du secteur plut\u00f4t que votre seule entreprise. Dans ce cas, affinez vos atouts uniques et vos arguments de vente avant que votre positionnement ne retombe dans un langage g\u00e9n\u00e9rique.<\/p>","protected":false},"excerpt":{"rendered":"
La plupart des fournisseurs d'\u00e9nergie se ressemblent, et l'achat se fait donc uniquement sur le prix. Le positionnement est la discipline qui d\u00e9termine votre avantage concurrentiel avant m\u00eame la r\u00e9daction du premier mot, et le message est la mani\u00e8re dont cette d\u00e9cision parvient \u00e0 un groupe d'acheteurs compos\u00e9 de six \u00e0 dix personnes.<\/p>","protected":false},"author":12,"featured_media":0,"comment_status":"open","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"p54_article_data":"{\"meta\":{\"kicker\":\"Insight \u00b7 Specialism\",\"topics\":[\"Marketing\",\"Strategy\"],\"title\":\"Positioning and Messaging for Energy B2B: Selling Above the Commodity Line\",\"dek\":\"Most energy suppliers sound the same, so they get bought on price. Positioning is the discipline that decides where you win before a single word of copy is written, and messaging is how that decision reaches a buying group of six to ten people.\",\"date\":\"2026-08-07\",\"readTime\":\"12 min read\",\"author\":\"Project 54\"},\"quickAnswer\":{\"q\":\"How do energy B2B companies build a positioning and messaging framework?\",\"a\":\"Positioning decides where you compete and why you are the obvious choice for a specific buyer in a specific situation. Messaging translates that decision into the words a buying group hears, cascading from a single positioning statement down to value propositions and then to sales talk tracks. For energy B2B the framework has to do two extra jobs: it must break commodity perception by anchoring on proof and risk reduction rather than features, and it must carry across a buying group of six to ten people, from the engineer who specifies to the procurement lead who signs. Built well, it links the brand to the category entry points that trigger a search, so you are already on the shortlist when the five percent of buyers who are in market start looking.\"},\"takeaways\":[\"Positioning is a decision, not a slogan. April Dunford's model frames it as five deliberate choices: your true competitive alternatives, the unique attributes only you have, the value those attributes enable, the customers who care most, and the market category you compete in. Energy suppliers that skip this default to a feature list and get compared on price.\",\"Messaging is a cascade, not a tagline. It runs from one positioning statement, down to a value proposition per audience, down to proof points and sales talk tracks. The job is consistency, so a board deck, a landing page and a field conversation all tell the same story to a buying group that Gartner's research puts at six to ten decision makers.\",\"Energy breaks generic B2B positioning. A complex purchase is decided by a committee spanning engineering, operations, HSE, procurement and finance, and it is filtered through a procurement process whose entire purpose is to reduce risk. A message tuned to one persona or one benefit cannot move a group whose members each measure a different kind of risk.\",\"Differentiation in a commodity category comes from proof and risk reduction, not adjectives. When the product looks interchangeable on a spec sheet, the credible position is built on evidence: track record, uptime, local content, safety record, delivery certainty. That is what a risk averse buying committee is actually shopping for.\",\"Positioning only pays off if it is linked to category entry points. The Ehrenberg-Bass Institute's 95-5 rule holds that roughly 95 percent of business buyers are not in the market at any given time, so the return on positioning comes from being mentally linked to the buying triggers, a contract renewal, an outage, a new field, before the buyer starts looking.\"],\"sections\":[{\"id\":\"what\",\"q\":\"What are positioning and messaging, and how do they differ?\",\"h\":\"One decides where you win, the other decides how you say it\",\"p\":[\"Positioning and messaging are treated as the same thing and they are not. Positioning is a strategic decision: it defines where you compete, who you compete against, and why a specific buyer in a specific situation should see you as the obvious choice. Messaging is the communication layer that sits on top: the words, claims and proof that carry that decision into a landing page, a proposal, a trade show stand and a sales call. Get the positioning wrong and no amount of clever copy rescues it, because you are saying the wrong thing well.\",\"The most useful working model comes from April Dunford's Obviously Awesome<\/a>, which frames positioning as five deliberate choices rather than a creative exercise: your true competitive alternatives (what the buyer would do if you did not exist), the unique attributes only you have, the value those attributes unlock, the specific customers who care most about that value, and the market category you choose to compete in so the buyer knows how to think about you. Each choice narrows the field until you are the sharpest answer to a real question.\",\"Messaging then cascades from that single decision. At the top sits one positioning statement. Below it, a value proposition for each audience you sell to. Below that, the proof points, differentiators and talk tracks that a marketer, an SDR and an account executive all draw from. The discipline is consistency: the story a chief operating officer hears in a board deck should be the same story a maintenance engineer hears at a stand, expressed in their language. When that cascade holds, the brand compounds. When every campaign reinvents the message, it does not.\"]},{\"id\":\"why-energy\",\"q\":\"Why is positioning harder in energy B2B than in generic B2B?\",\"h\":\"A commodity spec sheet, a committee, and a process built to reduce risk\",\"p\":[\"Energy B2B carries three structural problems that make generic positioning advice fail. The first is commodity perception. Whether you sell valves, chemicals, inspection services or software, the buyer often believes the category is interchangeable, so the default decision rule becomes price and compliance. Positioning has to actively break that belief or the sale defaults to a reverse auction.\",\"The second is the buying group. A serious energy purchase is not a single decision, it is a negotiated agreement across engineering, operations, health and safety, procurement and finance. Gartner's B2B research describes a typical complex buying group of six to ten decision makers<\/a>, each arriving with their own information and their own definition of a good outcome. The engineer wants technical fit, the operations lead wants something that works on site, procurement wants defensible risk and price, finance wants total cost. A message that speaks to one of them ignores the four who can still say no.\",\"The third is the procurement process itself. In upstream and industrial buying the sequence runs from need identification to specification, qualification, tender, evaluation and award, and every step exists to reduce risk. That means the winning position is rarely the most exciting one, it is the most credible one. This is also why the buying rhythm tracks the oil price: when capital budgets freeze in a downturn and unlock in an upcycle, the same buyer weighs risk differently, and positioning that leans on certainty travels better across that cycle than positioning that leans on novelty. We covered the mechanics of that group in Selling to the New Energy Buying Committee<\/a>.\"]},{\"id\":\"framework\",\"q\":\"What does a positioning framework for an energy supplier look like?\",\"h\":\"Five choices, made deliberately, before any copy is written\",\"p\":[\"A positioning framework for an energy B2B company is a set of decisions made in order. The output is a short, defensible statement that every downstream message inherits from. Work through the five components below in sequence, because each one constrains the next.\",\"The test of a finished position is simple and demanding: it has to be clear enough that a buyer gets it in one read, compelling enough that they care, and different enough that it does not describe every competitor equally well. If your positioning statement still reads as true when you swap in a rival's name, it is not positioning, it is category description.\"],\"pillars\":[{\"n\":\"01\",\"t\":\"Competitive alternatives\",\"d\":\"Name what the buyer actually does instead of choosing you, which is often an incumbent supplier, an in house team, or doing nothing. In energy that alternative is usually a known, trusted, risk free default. Your position is defined against that default, not against a textbook competitor set.\"},{\"n\":\"02\",\"t\":\"Unique attributes\",\"d\":\"List the things that are demonstrably true of you and not of the alternative: a specific certification, local content score, response time, installed base, safety record, or integration. Attributes must be provable, because a committee filtered through procurement will ask for evidence.\"},{\"n\":\"03\",\"t\":\"Value, tied to risk\",\"d\":\"Translate each attribute into value the buyer measures, and in energy that value is disproportionately about reduced risk and certainty: less downtime, fewer HSE incidents, delivery you can plan around, compliance you can defend to an auditor. Value that cannot be evidenced is discounted to zero by a risk averse group.\"},{\"n\":\"04\",\"t\":\"Best fit segment\",\"d\":\"Decide who cares most. Energy is not one market: the three buyer tiers, operators, oilfield and industrial service firms, and equipment or chemical suppliers, weigh value differently and buy on different cycles. Positioning aimed at everyone lands with no one, so name the segment where your unique value is worth the most.\"},{\"n\":\"05\",\"t\":\"Market category\",\"d\":\"Choose the frame the buyer uses to understand you, because the category sets the reference price and the comparison set. Enter an existing category and you inherit built in demand and fierce comparison. Frame a subcategory and you shape the criteria. The choice is strategic, not cosmetic.\"}]},{\"id\":\"cep\",\"q\":\"How does positioning connect to demand and the 95-5 rule?\",\"h\":\"You are positioned for the buyer long before the buyer is in market\",\"p\":[\"Positioning is often justified by the deal in front of you, but its real payoff is with the buyers who are not shopping yet. The Ehrenberg-Bass Institute's work, summarised in Professor John Dawes' 95-5 rule<\/a>, holds that at any moment only about five percent of business buyers are actively in the market, while the other 95 percent are out of market and will buy at some future point you cannot predict. Positioning that only speaks to the in market five percent competes in a bidding war. Positioning that is planted in the memory of the 95 percent shapes the shortlist before the tender is written.\",\"The bridge between the two is the category entry point. The Ehrenberg-Bass framing of category entry points<\/a> defines them as the situations that trigger a buyer to start looking: a contract nearing renewal, an unplanned outage, a new field coming online, a regulation taking effect, a safety review. A brand grows its mental availability by linking itself, consistently, to more of these triggers. For an energy supplier this is concrete: if your positioning is credibly linked to the memory of shutdown and turnaround planning, you are recalled when a turnaround is scheduled, not when someone finally runs a search.\",\"This is why positioning and brand building are the same project over a long horizon, a point we made in The 95-5 Rule for Energy B2B<\/a>. It also reframes what content and campaigns are for: not to harvest the five percent, but to attach a clear, differentiated position to the buying triggers so that when a member of the committee enters the market, you are already a name they trust.\"]},{\"id\":\"differentiate\",\"q\":\"How do you differentiate when the product looks like a commodity?\",\"h\":\"Message by tier, and lead with proof, not adjectives\",\"p\":[\"The instinct in a commodity category is to reach for stronger adjectives: leading, innovative, trusted, world class. A risk averse buying group discounts all of them, because everyone says them and none of them can be verified. Differentiation that survives procurement is built from evidence a buyer can check: named references, measured uptime, a documented safety record, a local content or in country value score, a delivery track record, a certification the alternative does not hold. In energy, proof is the message.\",\"The second move is to stop sending one message to one market. The three buyer tiers do not share a decision rule, so a single position expressed identically to all of them wastes its edge. The table below shows how the same underlying position is re-expressed per tier and per committee role, so that the engineer, the operations lead and the procurement lead each hear the version that answers the risk they own.\",\"Done together, these two moves change the ground of the sale. Instead of arguing that you are better on a spec line where you look identical, you compete on the dimension a committee actually weighs, which is confidence that the choice is defensible. That is a position a commodity competitor with a thin proof base cannot copy quickly, which is the whole point of positioning.\"],\"table\":{\"cols\":[\"Buyer or role\",\"What they measure\",\"How the position is expressed\"],\"rows\":[[\"Operator \/ E&P\",\"Production risk and total cost over the field life\",\"Certainty of supply and uptime, evidenced by installed base and performance data\"],[\"Service firm\",\"Delivery risk on their own contracts\",\"Track record on comparable scopes, response times, and pass through of your compliance\"],[\"Equipment \/ chemical supplier\",\"Fit, integration and spec compliance\",\"Proven interoperability and certifications that de risk their qualification step\"],[\"Engineer (specifier)\",\"Technical fit and performance\",\"Specifications, test data and reference installs that match their duty\"],[\"Operations lead\",\"Whether it works on site, day to day\",\"Field evidence, serviceability and support close to the asset\"],[\"Procurement \/ finance\",\"Defensible risk and total cost\",\"Compliance, references, financial stability and a total cost case, not a unit price\"]]}},{\"id\":\"build\",\"q\":\"How do you build the framework and keep it current?\",\"h\":\"Write it once, cascade it everywhere, and defend it as AI enters the search\",\"p\":[\"Building the framework is a workshop, not a copywriting task. Assemble the people who talk to buyers, sales, technical, delivery, and interrogate the five positioning choices with evidence from real deals: what did we win and lose against, what did the committee actually ask for, which proof points closed doubt. The deliverable is a one page positioning statement plus a messaging map: value proposition per tier, proof points per claim, and the specific words to use and avoid. Everything downstream, the website, the deck, the proposal boilerplate, the SDR script, inherits from that map so the story stays consistent as it scales.\",\"Then keep it alive. Positioning decays as competitors copy your language, as the market category shifts, and as the buying triggers change with the oil price cycle and the regulatory calendar. Review it against won and lost deals at least twice a year, and treat any message that has started to describe the whole category as a signal to re sharpen.\",\"The newest pressure is AI assisted buying. As buyers ask AI assistants to compare suppliers and shortlist options, your positioning has to be legible not just to a person but to a model reading your public content, a discipline we cover in answer engine optimization<\/a> and generative engine optimization<\/a>. A clear, evidence backed, consistently repeated position is exactly what an AI system can extract and cite. A vague one, buried in adjectives, gives it nothing to hold on to. In an AI mediated market, the disciplined position does not just persuade the buyer, it becomes the summary the machine repeats.\"]}],\"media\":{\"image\":{\"src\":\"\/wp-content\/uploads\/2026\/08\/energy-technician-rope-access-precision-positioning.webp\",\"label\":\"A rope access technician working alone on a storage tank. Positioning is engineered precision: a single, defensible place to stand.\",\"credit\":\"Project 54\"},\"pdf\":{\"href\":\"\/wp-content\/themes\/p54-blueprint\/assets\/pdf\/energy-b2b-positioning-messaging-framework.pdf\",\"title\":\"Positioning and Messaging for Energy B2B, Selling Above the Commodity Line\",\"meta\":\"Project 54, Energy Growth Brief slide deck\"},\"infographicLabel\":\"Five positioning choices, one messaging cascade, mapped to a six to ten person energy buying group.\"},\"poll\":{\"q\":\"What is really holding your positioning back in energy B2B?\",\"options\":[{\"id\":\"a\",\"label\":\"We sound like everyone else, so we get compared on price\",\"insight\":\"The commodity trap, and the most common one. The fix is not a new tagline, it is a proof based position built on the risk your buyer actually measures, then held consistently until it sticks.\"},{\"id\":\"b\",\"label\":\"Our message speaks to one persona, not the whole committee\",\"insight\":\"A single persona message cannot move a group of six to ten. Re-express one position per tier and per role, so each decision maker hears the version that answers the risk they own.\"},{\"id\":\"c\",\"label\":\"We only talk to buyers who are already in market\",\"insight\":\"That is a bidding war by design. The return on positioning comes from linking the brand to category entry points for the 95 percent who are not shopping yet, so you are on the shortlist before the tender.\"}],\"note\":\"One honest read of your position. No tallies, the point is the diagnosis.\"},\"faq\":[{\"q\":\"What is the difference between positioning and messaging?\",\"a\":\"Positioning is the strategic decision about where you compete and why a specific buyer should see you as the obvious choice. Messaging is the communication layer that carries that decision into words, claims and proof across your website, proposals and sales calls. Positioning comes first and constrains everything; messaging makes it heard. Weak messaging can be rewritten, but if the underlying positioning is wrong you are simply saying the wrong thing well.\"},{\"q\":\"How do you position a product that buyers see as a commodity?\",\"a\":\"You break the commodity frame with proof rather than adjectives. When the spec sheet looks interchangeable, differentiate on the dimension a risk averse buying committee actually weighs: evidenced uptime, safety record, delivery certainty, local content, references and certifications the alternative does not hold. Words like leading or trusted are discounted because they cannot be verified. A position built from checkable evidence competes on confidence that the choice is defensible, which a thin proofed competitor cannot copy quickly.\"},{\"q\":\"Who should a positioning framework in energy B2B address?\",\"a\":\"A single complex purchase is decided by a buying group Gartner puts at six to ten people, spanning engineering, operations, HSE, procurement and finance, and often split across three buyer tiers: operators, service firms, and equipment or chemical suppliers. Each measures a different risk. The framework keeps one underlying position but re-expresses it per tier and per role, so the engineer hears technical fit, the operations lead hears it works on site, and procurement hears defensible risk and total cost.\"},{\"q\":\"How does the 95-5 rule change positioning?\",\"a\":\"The Ehrenberg-Bass 95-5 rule holds that only about five percent of business buyers are in the market at any moment. Positioning aimed only at that five percent competes in a bidding war. The larger return comes from linking your position to category entry points, the triggers such as a contract renewal, an outage or a new field, so that the 95 percent who are out of market already associate you with the situation before they start looking. Positioning and long term brand building are therefore the same project.\"},{\"q\":\"How often should an energy company revisit its positioning?\",\"a\":\"At least twice a year, and always against real won and lost deals. Positioning decays as competitors copy your language, as the market category shifts, and as the oil price cycle and regulatory calendar change which risks the buyer weighs most. A reliable warning sign is a message that has started to describe the whole category rather than only you. When that happens, re sharpen the unique attributes and proof points before the position collapses back into commodity language.\"}],\"newsletter\":{\"kicker\":\"The Energy Growth Brief\",\"title\":[\"Intelligence,\",\"to your inbox\"],\"body\":\"Join energy and industrial leaders getting our marketing, AI-growth and revenue-architecture intelligence, direct, no filler.\",\"placeholder\":\"you@company.com\",\"cta\":\"Subscribe\",\"note\":\"No spam. Unsubscribe anytime. We read every reply.\"},\"related\":[{\"title\":\"The 95-5 Rule for Energy B2B: Why Brand Building Beats Lead Generation\",\"topic\":\"Strategy\",\"href\":\"https:\/\/projectfifty4.com\/energy-b2b-brand-building-95-5-rule\/\"},{\"title\":\"Selling to the New Energy Buying Committee: The Power Table\",\"topic\":\"Sales\",\"href\":\"https:\/\/projectfifty4.com\/selling-new-energy-buying-committee\/\"},{\"title\":\"The Energy B2B Martech Stack: Marketing Operations for the Long Cycle\",\"topic\":\"Operations\",\"href\":\"https:\/\/projectfifty4.com\/energy-b2b-martech-stack-marketing-operations\/\"},{\"title\":\"Account-Based Marketing for Energy B2B: Engineering the Named-Account Play\",\"topic\":\"Demand\",\"href\":\"https:\/\/projectfifty4.com\/account-based-marketing-energy-b2b\/\"}]}","p54_faq":"","p54_media":"","p54_comments_enabled":"","footnotes":""},"categories":[92,125],"tags":[],"class_list":["post-4091","post","type-post","status-publish","format-standard","hentry","category-analysis","category-strategy"],"acf":[],"_links":{"self":[{"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/posts\/4091","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/users\/12"}],"replies":[{"embeddable":true,"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/comments?post=4091"}],"version-history":[{"count":0,"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/posts\/4091\/revisions"}],"wp:attachment":[{"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/media?parent=4091"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/categories?post=4091"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/projectfifty4.com\/fr\/wp-json\/wp\/v2\/tags?post=4091"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}