{"id":43265,"date":"2023-09-01T12:03:18","date_gmt":"2023-09-01T16:03:18","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=43265"},"modified":"2026-05-05T16:52:11","modified_gmt":"2026-05-05T20:52:11","slug":"societe-de-conseil-en-etudes-de-marche-en-franchise","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/fr\/competence\/societe-de-conseil-en-etudes-de-marche-en-franchise\/","title":{"rendered":"Franchise Market Research Consulting Company | SIS"},"content":{"rendered":"<div class=\"sis-hero-preserved sis-injected-hero\" data-sis-injected=\"hero\">\n<h1 class=\"wp-block-heading\">Soci\u00e9t\u00e9 d&#039;\u00e9tudes de march\u00e9 et de conseil en franchise<\/h1>\n<figure class=\"gb-block-image gb-block-image-609c0433\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-609c0433\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Franchise (1)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-1-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<\/p>\n<p>Pour aider les marques \u00e0 surmonter les d\u00e9fis de l\u2019expansion, de la rivalit\u00e9 entre concurrents et de l\u2019\u00e9volution rapide des pr\u00e9f\u00e9rences des consommateurs, une soci\u00e9t\u00e9 d\u2019\u00e9tudes de march\u00e9 et de conseil en franchise pourrait \u00eatre la r\u00e9ponse.<\/p>\n<p>Ces cabinets sp\u00e9cialis\u00e9s guident les franchises avec un m\u00e9lange de recherches m\u00e9ticuleuses et d\u2019informations strat\u00e9giques. Le r\u00f4le qu\u2019ils jouent est inestimable, comblant le foss\u00e9 entre les donn\u00e9es brutes et les strat\u00e9gies concr\u00e8tes. Qu&#039;il s&#039;agisse de rechercher le prochain emplacement lucratif ou de pr\u00e9voir une tendance du march\u00e9, ces entreprises fournissent l&#039;expertise qui propulse les franchises vers de plus hauts sommets.<\/p>\n<h2 class=\"wp-block-heading\">Avantages de l\u2019embauche d\u2019une soci\u00e9t\u00e9 d\u2019\u00e9tudes de march\u00e9 et de conseil en franchise<\/h2>\n<p>Une soci\u00e9t\u00e9 de conseil agit comme un partenaire strat\u00e9gique, apportant de nombreux avantages, tels que :<\/p>\n<ul class=\"wp-block-list\">\n<li><strong>Att\u00e9nuation des risques:<\/strong> Comprendre les d\u00e9fis potentiels permet aux franchises d&#039;anticiper et d&#039;\u00e9laborer des strat\u00e9gies contre les risques, garantissant ainsi des op\u00e9rations commerciales plus fluides.<\/li>\n<li><strong>Avantage concurrentiel\u00a0:<\/strong> L&#039;analyse comparative des concurrents offre un aper\u00e7u de ce que font les marques concurrentes, permettant aux franchises de se tailler des positions distinctes sur le march\u00e9 et de garder une longueur d&#039;avance sur la concurrence.<\/li>\n<li><strong>L&#039;excellence op\u00e9rationnelle:<\/strong> UN <a class=\"wpil_keyword_link\" href=\"https:\/\/www.sisinternational.com\/fr\/competence\/les-industries\/etude-de-marche-des-franchises\/\"   title=\"Etude de march\u00e9 des franchises\" data-wpil-keyword-link=\"linked\"  data-wpil-monitor-id=\"331\">\u00e9tude de march\u00e9 des franchises<\/a> and consulting company provides guidance on best practices, streamlining processes, enhancing efficiency, and ultimately boosting profitability.<\/li>\n<li><strong>Strat\u00e9gies marketing sur mesure\u00a0:<\/strong> En comprenant les segments de march\u00e9 sp\u00e9cifiques, les pr\u00e9f\u00e9rences des clients et les nuances r\u00e9gionales, les franchises peuvent \u00e9laborer des campagnes marketing qui trouvent un \u00e9cho plus efficace aupr\u00e8s de leur public cible.<\/li>\n<li><strong>Acc\u00e8s aux experts de l&#039;industrie\u00a0:<\/strong> Une soci\u00e9t\u00e9 d\u2019\u00e9tudes de march\u00e9 et de conseil en franchise dispose souvent d\u2019une liste d\u2019experts du secteur qui apportent des ann\u00e9es d\u2019exp\u00e9rience et de connaissances et fournissent des conseils inestimables.<\/li>\n<li><strong>\u00c9conomies de co\u00fbts:<\/strong> Gr\u00e2ce \u00e0 une allocation efficace des ressources, \u00e0 la r\u00e9duction des d\u00e9chets et \u00e0 une planification strat\u00e9gique, les franchises peuvent r\u00e9aliser des \u00e9conomies significatives \u00e0 long terme.<\/li>\n<li><strong>Adaptabilit\u00e9 aux tendances\u00a0:<\/strong> Se tenir au courant des tendances \u00e9mergentes du march\u00e9, qu&#039;il s&#039;agisse de la technologie, du comportement des consommateurs ou des \u00e9v\u00e9nements mondiaux, garantit que les franchises restent pertinentes et adaptatives.<\/li>\n<li><strong>Conformit\u00e9 r\u00e9glementaire\u00a0:<\/strong> Les soci\u00e9t\u00e9s de conseil aident r\u00e9guli\u00e8rement \u00e0 naviguer dans le r\u00e9seau complexe de r\u00e9glementations, garantissant ainsi que les franchises restent conformes et \u00e9vitent d&#039;\u00e9ventuelles complications juridiques.<\/li>\n<li><strong>Formation et d\u00e9veloppement des comp\u00e9tences\u00a0:<\/strong> Une soci\u00e9t\u00e9 d&#039;\u00e9tudes de march\u00e9 et de conseil en franchise propose des modules de formation pour am\u00e9liorer les comp\u00e9tences du personnel, du service client \u00e0 la gestion, afin de garantir le fonctionnement optimal de la franchise.<\/li>\n<li><strong>Commentaires objectifs\u00a0:<\/strong> Une soci\u00e9t\u00e9 externe de recherche et de conseil fournit des commentaires et des \u00e9valuations impartiaux, permettant une v\u00e9ritable introspection et une croissance.<\/li>\n<\/ul>\n<\/div>\n<h1>How a Franchise Market Research Consulting Company Drives Network Growth<\/h1>\n<p>Franchise systems compete on unit economics, territory selection, and franchisee quality. A Franchise Market Research Consulting Company gives franchisors the evidence to win on all three.<\/p>\n<p>The strongest networks treat research as an operating discipline, not a launch exercise. They benchmark average unit volumes by trade area type, pressure-test royalty structures against franchisee P&#038;L tolerance, and validate brand portability before signing master franchise agreements in new geographies. The result is a system that scales without the margin compression that erodes weaker concepts.<\/p>\n<h2>What a Franchise Market Research Consulting Company Actually Delivers<\/h2>\n<p>The category covers four distinct workstreams. Concept validation tests product-market fit with end consumers before franchise sales begin. Franchisee discovery research profiles the operator persona most likely to hit AUV targets and stay in the system past year five. Territory and site analytics map cannibalization risk, daypart demand curves, and trade area saturation. Brand and unit economics benchmarking compares royalty rates, ad fund contributions, and four-wall EBITDA against direct competitors.<\/p>\n<p>Most franchisors buy these as separate engagements from separate vendors. The leading systems integrate them. A single evidence base connects what consumers want, what operators can deliver, and what territories will support, which removes the contradictions that surface during FDD audits and discovery day.<\/p>\n<h2>Where Conventional Franchise Research Leaves Value on the Table<\/h2>\n<p>Conventional franchise research over-indexes on consumer concept tests and under-invests in franchisee voice. The buyer of a franchise is not the end consumer. The buyer is a multi-unit operator, a private equity-backed platform, or a first-time owner-operator with specific capital, risk, and lifestyle constraints. Each segment responds to different recruitment messaging, training models, and territory commitments.<\/p>\n<p>The better approach treats the franchisee as a B2B customer. B2B expert interviews with current franchisees, prospects who declined, and operators who exited the system reveal the real drivers of recruitment yield, validation call conversion, and renewal rates. Consumer research alone cannot surface these dynamics.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\">Based on SIS International Research across multi-unit operator interviews in food service, personal services, and B2B service franchising, the gap between projected and actual AUV in years two and three is the single largest predictor of franchisee advocacy, which in turn drives 60 to 80 percent of qualified lead flow in mature systems.<\/span><\/p>\n<h2>The Five Decisions Franchise Research Should Inform<\/h2>\n<p>Research budgets pay back when tied to specific decisions rather than general market understanding. Five decisions carry the highest leverage.<\/p>\n<p><strong>Concept-to-franchise readiness.<\/strong> Before selling the first unit, evidence on repeatable unit economics across at least three corporate locations in different trade area types. Without this, item 19 of the FDD becomes a liability.<\/p>\n<p><strong>Royalty and fee architecture.<\/strong> Franchisee P&#038;L modeling against competitor benchmarks determines whether a 6 percent royalty plus 2 percent ad fund leaves enough operator margin to attract sophisticated multi-unit buyers.<\/p>\n<p><strong>Territory granularity.<\/strong> Trade area definitions drive both franchise sales velocity and intra-brand conflict. Drive-time isochrones, daypart traffic, and competitor density modeling produce defensible territory grants.<\/p>\n<p><strong>International market entry.<\/strong> Master franchise versus area development versus direct franchising depends on legal structure, capital availability of local partners, and brand recognition in the target country. Each requires different diligence.<\/p>\n<p><strong>Brand portfolio strategy.<\/strong> Multi-brand franchisors face acquisition decisions where the question is not whether the target brand is profitable, but whether it expands the addressable franchisee pool without cannibalizing existing concepts.<\/p>\n<h2>Methodologies That Separate Strong Franchise Intelligence<\/h2>\n<p>The methodology mix reflects the dual-customer nature of franchising. Consumer-side work uses focus groups, central location tests, and shopper journey analytics to validate concept appeal and pricing elasticity. Operator-side work uses B2B expert interviews, validation call analysis, and exit interviews with departed franchisees. Site-level work uses geospatial analytics, competitive intelligence audits, and mystery shopping across the competitive set.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\">SIS International&#8217;s structured interview programs with franchise development executives across North America, the Gulf, and Southeast Asia indicate that systems integrating consumer concept testing with franchisee validation interviews achieve discovery-to-close ratios materially above category norms, particularly when both data streams are presented to prospects during validation week.<\/span><\/p>\n<p>Ethnographic research has a specific role in franchising that is often overlooked. Spending a full operating day with a top-quartile franchisee and a bottom-quartile franchisee in the same system surfaces the operational variance that training manuals miss. This is where the actual playbook for performance improvement is built.<\/p>\n<h2>A Framework for Sequencing Franchise Research Investment<\/h2>\n<p>Research dollars compound when sequenced correctly. The SIS Franchise Evidence Stack organizes the work into four layers, each gating the next.<\/p>\n<figure class=\"wp-block-table sis-injected-table\" data-sis-injected=\"table\">\n<table>\n<thead>\n<tr>\n<th>Layer<\/th>\n<th>Question Answered<\/th>\n<th>Primary Methodology<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Concept<\/td>\n<td>Will consumers buy at scale?<\/td>\n<td>CLTs, focus groups, conjoint pricing<\/td>\n<\/tr>\n<tr>\n<td>Operator<\/td>\n<td>Who will run the units profitably?<\/td>\n<td>B2B interviews, persona segmentation<\/td>\n<\/tr>\n<tr>\n<td>Territory<\/td>\n<td>Where do the units go?<\/td>\n<td>Geospatial analytics, trade area modeling<\/td>\n<\/tr>\n<tr>\n<td>System<\/td>\n<td>How does the network compound?<\/td>\n<td>Competitive benchmarking, validation analysis<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n<p style=\"font-size:11px;color:#666;margin-top:4px;\"><em>Source: SIS International Research<\/em><\/p>\n<p>Skipping a layer creates downstream cost. Franchisors who sell units before validating operator persona spend the next decade managing performance variance. Those who grant territories before geospatial analytics face encroachment lawsuits that consume legal budget and damage recruitment.<\/p>\n<h2>What VPs at Fortune 500 Parent Companies Should Expect<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-43030504\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Franchise (4)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-4-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>Corporate parents of franchised brands face a different question than independent franchisors. The decision is portfolio allocation across concepts, geographies, and ownership models. A Franchise Market Research Consulting Company at this level produces competitive intelligence on rival portfolio moves, scenario modeling for refranchising versus company-owned operation, and market entry assessments for international expansion of specific brands.<\/p>\n<p>The deliverable is not a report. It is an evidence base that supports board-level capital allocation, M&#038;A diligence on franchise system acquisitions, and operating model decisions on where corporate stores end and franchised units begin. SIS International has supported this work for global QSR, hospitality, and B2B service franchisors across more than 40 countries, with engagements covering both the consumer demand side and the operator economics side of the same brand.<\/p>\n<h2>The Conversion Path<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-12a4442b\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Franchise (3)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Franchise-3-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>The franchise systems gaining share in mature categories share one trait. They invest in evidence before they invest in growth. A Franchise Market Research Consulting Company that integrates consumer, operator, and territory intelligence into a single decision framework produces compounding returns across the network. The question for VP-level leaders is not whether to commission this work, but which decision in the next four quarters depends on getting it right.<\/p>\n<h2 id=\"about-sis-international\" style=\"font-family:Arial,sans-serif;color:#1a3d68;\">\u00c0 propos de SIS International<\/h2>\n<p><a href=\"https:\/\/www.sisinternational.com\/fr\/\">SIS International<\/a> propose des recherches quantitatives, qualitatives et strat\u00e9giques. Nous fournissons des donn\u00e9es, des outils, des strat\u00e9gies, des rapports et des informations pour la prise de d\u00e9cision. Nous menons \u00e9galement des entretiens, des enqu\u00eates, des groupes de discussion et d\u2019autres m\u00e9thodes et approches d\u2019\u00e9tudes de march\u00e9. <a href=\"https:\/\/www.sisinternational.com\/fr\/a-propos-de-la-recherche-internationale-sis\/contact-sis-international-market-research\/\">Contactez nous<\/a> pour votre prochain projet d&#039;\u00e9tude de march\u00e9.<\/p>\n<p><!-- sis-hreflang-start -->\n<link rel=\"alternate\" hreflang=\"en-US\" href=\"https:\/\/www.sisinternational.com\/expertise\/franchise-market-research-consulting-company\/\" \/>\n<link rel=\"alternate\" hreflang=\"ar\" href=\"https:\/\/www.sisinternational.com\/ar\/expertise\/franchise-market-research-consulting-company\/\" \/>\n<link rel=\"alternate\" hreflang=\"zh-CN\" href=\"https:\/\/www.sisinternational.com\/zh\/expertise\/franchise-market-research-consulting-company\/\" \/>\n<link rel=\"alternate\" hreflang=\"zh-HK\" 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\u00e0 \u00eatre comp\u00e9titives et \u00e0 s\u2019adapter \u00e0 l\u2019\u00e9volution des pr\u00e9f\u00e9rences des consommateurs.<\/p>","protected":false},"author":1,"featured_media":63809,"parent":14514,"menu_order":343,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-43265","page","type-page","status-publish","has-post-thumbnail"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/43265","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=43265"}],"version-history":[{"count":8,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/43265\/revisions"}],"predecessor-version":[{"id":87992,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/43265\/revisions\/87992"}],"up":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/14514"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/63809"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=43265"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}