{"id":2207,"date":"2010-06-17T04:38:13","date_gmt":"2010-06-17T11:38:13","guid":{"rendered":"http:\/\/gillin.com\/blog\/?p=2207"},"modified":"2010-06-17T04:38:13","modified_gmt":"2010-06-17T11:38:13","slug":"the-changing-rules-of-b2b-marketing","status":"publish","type":"post","link":"https:\/\/gillin.com\/blog\/2010\/06\/the-changing-rules-of-b2b-marketing\/","title":{"rendered":"The Changing Rules of B2B Marketing"},"content":{"rendered":"

Here is a draft of the first chapter of Social Marketing to the Business Customer<\/span> by Paul Gillin and Eric Schwartzman. This chapter focuses on drawing the major distinctions between business-to-business (B2B) and business-to-consumer (B2C) markets and where social marketing has particular value to B2B companies. Your feedback is welcome. Please ignore the typos and grammar flaws that inevitably appear at this stage.<\/em><\/p>\n

Friends know Scott Hanson as an affable native Texan with a penchant for computers, cars and poker. But to thousands of technology professionals around the world, Hanson is a celebrity. By day, he and three other technologists at Dell Computer manage the Dell TechCenter<\/a><\/strong>, an online community that helps enterprise IT professionals unravel the thorniest problems that occur when trying to integrate technology from multiple vendors.<\/p>\n

Dell conceived of the community in 2007 as a way to enhance loyalty among its largest customers. Members share advice and ask questions of Hanson and the other engineers, who dispense it for free. The community is open and fully searchable, although only registered members can submit articles and comments. In 2008, about 100 people visited the site every day. By early 2010, that number was over 5,000.<\/p>\n

Hansen and colleagues Jeff Sullivan, Kong Yang and Dennis Smith are celebrities of sorts in the community of enterprise customers, who frequently seek them out for meetings at trade shows and during visits to the company\u2019s executive briefing center. Their celebrity is paid off handsomely for Dell: Hanson won\u2019t provide specifics, but Dell has estimated that the Tech Center is indirectly responsible for many millions of dollars in sales each year.<\/p>\n

That\u2019s despite the fact that Dell Tech Center isn\u2019t charged with selling anything. The site is free of advertising and the member list may never be used for promotions. \u201cThe last thing IT people want when they come to a technical resource is an ad asking them to buy a laptop,\u201d Hanson says.<\/p>\n

Those sales are generated by the affinity that the staff has developed with these key corporate customers. It\u2019s a camaraderie that is nurtured by personal contact. In the early days of Twitter, the Dell TechCenter staff had set up a common Twitter account as a secondary channel of communication. But it turned out that customers wanted to speak to people, not brands. The Twitter initiative really gained traction when Hanson became @DellServerGeek and Sullivan became @SANPenguin. Suddenly the discussion became more personal and the people behind Dell TechCenter more real to their constituents.<\/p>\n

Welcome to the new world of B2B communications. Dell TechCenter and other initiatives like it are microcosms of the changes that are sweeping across corporate America as a consequence of the rapid growth of social media tools like blogs, communities and user-generated multimedia.<\/p>\n

Companies like Dell, which does 80% of its sales volume with corporate customers, are ideally positioned to take advantage of these new channels. In fact, B2B companies were among the earliest adopters of social media. Technology leaders like Microsoft, IBM<\/strong> and Cisco<\/strong> had hundreds or thousands of employees blogging as early as 2005 and those same companies are now expanding their footprint into social networks like Facebook, YouTube<\/strong> and, overwhelmingly, Twitter<\/strong>.<\/p>\n

Microsoft used a video program called Channel 9<\/a><\/strong> to show its human side to a market that saw it as a closed and secretive company. B2B technology companies have also been among the most creative users of social channels to reach the highly skilled people they need to hire in competitive labor markets. Recruiters have found that social channels are far more effective in identifying prospective employees than recruitment advertising sources and that prospects came into the hiring cycle with a better understanding and more enthusiasm about the company they were hoping to work for.<\/p>\n

Yet B2B applications of social media get remarkably little attention. Perhaps that\u2019s because their focused communities of buyers pale in size to the millions who flock to Facebook Official Pages for Coca-Cola and Nike is. Perhaps it\u2019s because glitzy video contests and games don\u2019t resonate with the time-challenged professional audience. It doesn\u2019t really matter. Few B2B companies seek the consumer spotlight and their audiences, which may spend millions of dollars with them, are more interested in substance than in style. Fortunately, B2B social media is all about substance.<\/p>\n

The <\/strong>B2B<\/strong> Difference<\/strong><\/p>\n

Why are B2B companies different and why do they justify a social media book just for them? For one thing, B2B marketers quietly spend about $80 billion per year. For another, they are far more entrenched in social channels than they are given credit for. Business.com<\/strong> reported in late 2009 that 81% of B2B companies maintain company-related accounts or profiles on social media<\/a> sites versus 67% of B2C companies. The same study also found that three out of four B2B companies have a presence on Twitter compared to half of B2C companies.<\/p>\n

There are big differences between selling to organizations and selling to individuals. Let\u2019s look at a few:<\/p>\n

B2B<\/strong> marketing is much more likely to focus on value than experience<\/strong>. This distinction isn\u2019t absolute, of course; makers of automobiles and dishwashing detergent also figure value into the equation. But in nearly all B2B decisions, value is the driving force. Value can be expressed in many ways, including price\/performance, the fit with the customer\u2019s business objective, flexibility and compatibility with existing systems. The point is that the \u201cWow!\u201d factor that is so important to many consumer buying decisions rarely means much in business engagements. In fact, flash obfuscates the clarity that business buyers need.<\/p>\n

B2B<\/strong> buying decisions are made by groups<\/strong>, whereas consumer buying decisions are made by individuals or families. This has huge implications for marketing. B2B marketing programs must influence multiple people at multiple stages of the buying process and each of those individuals has different priorities. The CFO, for example, is focused on return while the product manager may be thinking more about user experience or lead generation.<\/p>\n

For this and other reasons, business buying cycles <\/strong>are<\/strong> longer<\/strong> than consumer buying cycles<\/strong>. This is primarily because more dollars are at stake and more people are involved in the decision The choice of packaging machine ry for a manufacturing plant, for example, impacts that company\u2019s ability to deliver its product to the marketplace, which in turn affects its sales and stock value is. With so much at stake, decisions often involve many rounds of meetings and may take a year or more to conclude.<\/p>\n

Business buying decisions are more likely to be a commitment than consumer buying decisions<\/strong>. Products like enterprise e-mail systems or aircraft engines will live with the customer for a very long time. Issues such as the viability of the manufacturer, its quality of support and its future product roadmaps have significant influence on these decisions. Once the sale is made, buyer and seller are bound together in an ongoing dialogue. Businesses do business with those that they trust.<\/p>\n

Relationships play a more important role in <\/strong>B2B<\/strong> than in <\/strong>B2C<\/strong> decisions<\/strong>. In some cases, business buyers bet their careers on the choices they make. They need to feel confident that their supplier will validate the soundness of their judgment. Smart B2B marketers realize that their job is as much about ensuring the success of the buyer as it is about selling the product.<\/p>\n

Service and support are essential decision factors<\/strong>. Business customers won\u2019t wait 20 minutes on hold to speak to a support technician, particularly if their assembly line is down. They expect their problems to be solved when they need them solved.<\/p>\n

B2B<\/strong> sales have lots of moving parts<\/strong>. At the high-end in particular, contracts are often custom bid and may include bundled services, special discounts and detailed price schedules.. This process involves extensive communication between the parties and direct contact between different departments of both organizations.<\/p>\n

Channel relationships are complicating factors in the marketing <\/strong>equation<\/strong>. B2B marketers constantly struggle to strike a balance between selling to channel partners such as resellers and distributors and selling directly to customers. Channel partners ultimately sign the check for many B2B transactions and see themselves as owning the relationship with the customer. However, customer pull is a significant influence on sales, regardless of the channel. This is a perpetual quandary for many B2B companies, which must market to both constituencies without muddling the message or creating conflict.<\/p>\n

Social media are well suited to addressing many of the unique issues noted above. They\u2019re particularly effective at connecting customers with the people behind the products they buy. This barely matters in consumer markets, but in high dollar transactions that may affect the fate of the buying company, the ability to communicate directly with designers, engineers and support personnel can significantly improve buyer comfort. This is why we recommend that B2B companies that undertake social initiatives apply them broadly across the organization. The more you open up your company, the credibility and trust you earn from your prospects and customers.<\/p>\n

<\/p>\n

Buyers want their suppliers to use these channels. Cone Inc<\/strong>.\u2019s 2009 Social Media in Business study found that 93% of business buyers believe all companies should have a presence in social media<\/a> and 85% believe social media should be used to interact and become more engaged with them.<\/p>\n

“The value of social is in building stronger, more connected relationships that extend beyond the traditional face-to-face kind,” says Adam Christensen, manager of social media at IBM. “It’s now more of a continuing conversation, so that when two people do actually get together again…the relationship is better.”<\/p>\n

CHANGING CHANNELS<\/strong><\/p>\n

B2B marketing has been conducted pretty much the same way for decades. Direct sales forces followed up on leads generated by trade print advertising, trade show exhibitions, direct mail and telemarketing. These channels were always expensive and have become less effective than they once were.<\/p>\n

Let\u2019s take the corporate technology executive as an example. Until about 10 years ago, the typical IT manager\u2019s mailbox bulged with print trade magazines. It was not unusual for IT executives to have a stack of unread magazines in the corner of their offices (Paul still remembers with a chuckle the IT manager who referred to his weekly trade magazine deliveries in a metric he called \u201cstack feet.\u201d) and to take piles of them on plane trips for rapid processing.<\/p>\n

This was a highly wasteful system. Technology companies could pay as much as $30,000 for a full-page advertisement that might be seen by only a tiny percentage of the magazine\u2019s readers in any given week. It was impossible to communicate the value of a product in this format; advertisers mainly relied upon quick slogans borrowed from the consumer sector that they hoped would spur a phone call. Lead quality was poor and sales cycles long and arduous.<\/p>\n

It\u2019s not surprising that the technology sector was one of the first to discard print advertising. Today, only a handful of technology magazine still exists in the US and their average sizes have shrunk from hundreds of pages a week to a few dozen. In 2009, the trade publishing sector was the single largest declining print market, with ad pages contracting 28%, even after years of decline. The collapse of that industry was dramatized in November, 2008, when PC Magazine<\/em>, which once generated more than $100 million in annual revenues, announced it was exiting the print business and going fully online<\/span><\/a>.<\/p>\n

What explains this dramatic turnaround? Quite simply, it\u2019s market efficiency. Business buyers are looking to make decisions as quickly and intelligently as possible. Searching for solutions online is far more appealing to them than relying upon the serendipity of encountering an ad in a magazine or seeing a flyer in a mailbox. It\u2019s not surprising that Americans over the age of 15 conducted 22.7 billion searches in December<\/span>,<\/span> 2009<\/span><\/a>, according to ComScore. Buyers don’t want to wait.<\/p>\n

Marketo<\/strong> reported that 93% of B2B buyers use search to begin the buying process<\/a> and Forbes Insight<\/em> reported that 74% of C-Level executives call the Internet \u201cvery valuable<\/a>\u201d while 53% said they prefer to locate information themselves. Nor is it shocking that direct-mail spending is expected to decline nearly 40% by 2014<\/span><\/a>. Buyers\u2019 information discovery habits have changed forever and search is the beneficiary.<\/p>\n

But it isn\u2019t just search. Business buyers have been saying for many years that their most important source of information is each other. Research in early 2010 by Genius.com and DemandGen Report<\/span><\/a> found that 59% of B2B buyers engaged with peers before making a buying decision, 48% followed industry conversations and 44% conducted anonymous research among a select group of vendors. Forrester Research reported that more than eight in 10 IT decision-makers said word of mouth recommendations are their most important source<\/a> when making buying decisions. Countless other surveys have reached the same conclusions stretching back more than 30 years. Business buyers actively seeking out others like them because they believe they will get the most direct, untarnished advice.<\/p>\n

Social media enables this dynamic with unprecedented speed and flexibility. It empowers individuals to share their experiences directly with each other and without the filters of corporate PR departments and lawyers. People are more honest and direct when speaking with their peers, which is one reason why feedback from social networks is more compelling than packaged case studies. As the number of channels multiplies and more participants come online, the quality of information improves, a phenomenon knows as the \u201cnetwork effect.\u201d.<\/p>\n

Today, prospective buyers no longer need to conduct searches. They can ask questions directly of each other via Twitter, Facebook and LinkedIn. Response is nearly instantaneous and, because each message is tied back to an individual profile, participants have a high degree of confidence in the quality of the information.<\/p>\n

Andrew McAfee, principal research scientist at the MIT Sloan School, fellow at the Harvard Berkman Center and author of Enterprise 2.0<\/em> has gone so far as to raise the possibility that a new kind of search is emerging based upon the ask-and-answer metaphor. So now we can not only search the Web for others\u2019 experiences, but we can ask questions directly of an anonymous or semi-anonymous group and get back useful information.<\/p>\n

“If a customer in the chemicals industry is having a challenge and wants to know best practices for distribution of chemicals through a supply chain, he or she can turn to another chemicals customer in our ecosystem through our [online] communities and learn,”\u00a0says Mark Yoltan, senior vice president of the two-million-memger SAP Community Network.<\/p>\n

<\/p>\n

CHANGING RULES<\/strong><\/p>\n

For most companies, these new information-gathering metaphors will ripple across every aspect of an organization\u2019s activities. They will demand that businesses become more open and responsive, engaging with customers at specific steps of the buying process and beyond. This engagement won\u2019t work if it\u2019s limited to traditional marketing and sales; in order to be effective, social media must be adopted broadly across the company. Some executives will find much to fear in these developments. They have been trained to believe that employees are not fit to speak for the company and that disaster ensues when the message is not tightly controlled. For large companies in particular, an image of invincibility is a treasured corporate asset. This unrealistic image makes gaffes by these companies all the more damaging and embarrassing.<\/p>\n

\"Adodbe<\/a>This isn\u2019t to say that fears of loss of control are invalid. Adobe Systems<\/strong> found out the hard way in early 2010 that even unbridled employee enthusiasm can have undesirable side effects. An Adobe Platform Evangelist named Lee Brimelow posted a series of screenshots on Adobe\u2019s Flash Blog that were intended to show how bleak the online world would look without Adobe\u2019s Flash video display technology. In a subtle attempt at humor, Brimelow included a screenshot of a pornography site in his gallery (see image at right). Adobe was not amused when the gaffe exploded into a firestorm of mockery and anger.<\/p>\n

Nevertheless, we are confident Adobe will recover from this incident and may actually benefit from it. Brimelow\u2019s halfhearted apology<\/span><\/a> had a kind of \u201clighten up\u201d tone to it that reminded his audience that no lives had been lost. And the furor gave him another chance to state his passion for Flash and for Apple, whose omission of Flash from the iPad computer had sparked the blog entry in the first place. The fact that Adobe didn\u2019t fire or publicly rebuke its evangelist actually burnished its image as a tolerant and forgiving employer. That ain\u2019t bad.<\/p>\n

On the other hand, the upside of spreading social tools throughout the organization can be enormous, particularly for companies that have enthusiastic customers and passionate employees. Consider the once popular \u201ccase study,\u201d an essential B2B marketing document that has become a rat\u2019s nest of approvals and legal concerns. All you have to do is scan the websites of a few B2B technology vendors to realize how sterilized and empty most case studies have become. By the time gatekeepers have had a chance to purge them of any sign of negativity or implied endorsements, the average case study has become little more than an extended sound bite. In fact, many companies now no longer submit to case studies at all out of the fear that endorsing one vendor could ruffle feathers of another. What are these companies afraid of? Aren\u2019t they the ones with the market leverage?<\/p>\n

Social media marketing is a way to humanize the business, to turn frailties into endearing qualities that encourage experimentation, loyalty and forgiveness. Today\u2019s most admired social media marketers \u2013 Dell, Cisco, Starbucks, Google, Ford, Procter & Gamble<\/strong> and Wal-Mart<\/strong>, to name just a few \u2013 have adopted a philosophy of open experimentation layered upon a culture of risk tolerance. But one thing they all share in common, is they all had the good fortune of making high-profile, public mistakes, which compelled their upper management to update their communications strategy.<\/p>\n

\u201cApathy is one of the biggest challenges to social media implementation. When things are going well, people are less inclined to allocate budget.\u00a0 But when the brand gets slapped around publicly, or there\u2019s a recall or a crisis on some kind, that\u2019s an opportunity,\u201d says Pete Blackshaw, executive vice president of Nielsen Online Digital Strategic Services.\u00a0 \u201cNegative conversations that go viral are a wakeup call to management.\u201d In many cases, at today\u2019s risk-averse companies, it may take a crisis to bring about cultural change \u00a0 We hope that\u2019s not the case for you.<\/p>\n

<\/p>\n

TO ERR IS HUMAN<\/strong><\/p>\n

In her book Open Leadership<\/a><\/em>, Charlene Li tells how Cisco CEO John Chambers challenges prospective employees. \u201cI ask [them] to tell me about [their] failures,\u201d he says. \u201c\u2026it\u2019s surprising how many people say, \u2018Well, I can\u2019t think of one.\u2019 That person immediately loses credibility with me.\u201d Businesses are just like people. When they pretend to be infallible, they come off as dishonest because nobody\u2019s perfect.<\/p>\n

In this book, we will argue that social marketing isn\u2019t a task to be delegated exclusively to the marketing department, just as replacing traditional media channels with social ones will achieve only marginal benefits, if it achieves anything at all. In order to tap into the true power of these new channels, businesses need to rethink their culture and values systems. They need to reject the concept that all company information is a proprietary asset to be shrouded in secrecy.\u00a0 They need to reject the veneer of infallibility as an operating principle. Those were appropriate strategies in the information-starved world that existed prior to 2000, but marketing in the age of the Web is about giving and participating and being as omnipresent as you can be. In social media marketing, developing solid interpersonal relationships are, generally speaking, much more important than showmanship.<\/p>\n

Fallibility is endearing. When a notable politician or sports figure goes on Saturday Night Live <\/em>and submits to the cast\u2019s mockery with a good-natured grin, we instinctively like him. In fact, willingness to accept shortcomings actually demonstrates confidence. Dell Computer is the poster child for corporate humility. The company was twice a very public victim of social media savagery: Once at the hands of disgruntled blogger Jeff Jarvis in 2006 and again when it denied overheating problems with its laptop batteries two years later. Instead of walling itself off from its publics, Dell did the opposite. It embraced social channels with a fervor few companies could match. In 2009, Jarvis himself traveled to Round Rock, Texas on assignment for BusinessWeek<\/em> to document Dell\u2019s remarkable change of heart. \u201cDell has leapt from worst to first,\u201d he wrote in the lead paragraph of his feature story, which was titled \u201cDell Learns to Listen.\u201d One of the reasons Dell is considered such a thought leader in social media today is because it stumbled so publicly in the past, learned from its mistakes and championed culture change<\/p>\n

We don\u2019t mean to suggest that this transformation is easy. Large corporations in particular have enormous institutional impediments to change. One is middle management. While we\u2019ve seen many examples of middle managers championing change, people in that role can also see open communication as a threat to their hegemony. They rarely derail an initiative entirely, but they can greatly slow its progress.<\/p>\n

A more serious impediment, particularly in B2B companies, is long-serving senior managers who simply see no reason to do business any differently. In some cases, they\u2019re right. We\u2019ve worked with B2B companies whose markets were so focused that the sales organization already had personal relationships with every customer in the market. At these companies, social marketing isn\u2019t an imperative, but today\u2019s global business world changes so quickly that it seems shortsighted not to be acquainted with the tools that can open up opportunities in new markets. In chapter 3 we look at how to sell social marketing to tough customers.<\/p>\n

MUCH TO GAIN<\/strong><\/p>\n

We assert that B2B companies actually have more to gain from social marketing than their consumer counterparts because social tools address so many of the characteristics that are unique to their market:<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Group decision-making<\/strong> is enhanced when everyone involved in the decision has access to the resources that the vendor is bringing to the table. This benefits small B2B suppliers in particular, because it makes it easier to expose their expertise and experience to prospective customers.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Business buying cycles <\/strong>are shortened when buyers don\u2019t have to navigate through intermediaries to answer questions. Social media makes it easy to reach the source directly.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Similarly, it\u2019s easier for buyers to make a commitment<\/strong> to a vendor when they know the people behind the brand. In extreme cases, buyers could even track down those people in the event of an unplanned disaster, such as a bankruptcy.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Relationships<\/strong> can now be forged at every level. While this may present a threat to the sales organization, it improves the chance that buyer and seller will find touch points elsewhere in the organization. For example, product developers may be more effective than marketers at establishing trusted relationships with influencers in customer organizations.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 The benefits to service and support<\/strong> are self-evident. B2B customers like the peace of mind of knowing they can reach the people behind the products if they need to.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Complicated sales are made less complex when all parties have open channels of communication. This reduces finger-pointing and improves customer satisfaction. For the selling company, it also creates ways to identify new business and upsell opportunities.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Channel relationships<\/strong> are smoother when all parties are clued into what each other is doing and can take advantage of opportunities for joint promotion and co-op marketing.<\/p>\n

In short, social media can impact B2B relationships at nearly every level, but these benefits don\u2019t come without risk. Preparing a company to speak openly to constituents such as customers, regulators and government agencies requires vision, commitment and a tolerance for error. Not all companies have the culture or fortitude to make the shift. They are better off piloting initiatives through smaller projects designed to demonstrate business value internally or waiting until customer demand requires a culture change. And some companies, particularly at the high end of the market, may find that social media has little or no apparent value. This book is for them as well.<\/p>\n

We wrote this book not to evangelize social media as a panacea, although we clearly believe that it has value in many areas. We believe that some organizations are better suited to embrace the principles we describe here than others. If they decide that social marketing is not for them, at least at this time, that\u2019s fine. However, everyone needs to be aware of the dynamics that are reshaping markets of all kinds. Even if they don\u2019t affect your industry at the moment, chances are they will as the Facebook generation moves into the boardroom.<\/p>\n

We hope that you can learn from the advice and examples that follow on how to apply these new principles, and also, where to avoid them entirely. The important thing is you that you strike out on a course that makes sense for your business.<\/p>\n


<\/p>\n

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Here is a draft of the first chapter of Social Marketing to the Business Customer by Paul Gillin and Eric Schwartzman. This chapter focuses on drawing the major distinctions between business-to-business (B2B) and business-to-consumer (B2C) markets and where social marketing … Continue reading →<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":""},"categories":[260,241,248,9,12,14,17,18,25,28],"tags":[287,271,286,285,284],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/pTy95-zB","_links":{"self":[{"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/posts\/2207"}],"collection":[{"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/comments?post=2207"}],"version-history":[{"count":6,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/posts\/2207\/revisions"}],"predecessor-version":[{"id":2221,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/posts\/2207\/revisions\/2221"}],"wp:attachment":[{"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/media?parent=2207"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/categories?post=2207"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/gillin.com\/blog\/wp-json\/wp\/v2\/tags?post=2207"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}