{"id":46532,"date":"2024-02-28T11:30:04","date_gmt":"2024-02-28T16:30:04","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=46532"},"modified":"2026-05-05T16:29:12","modified_gmt":"2026-05-05T20:29:12","slug":"conseil-en-strategie-detudes-de-marche-co-marque","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-strategie\/conseil-en-strategie-detudes-de-marche-co-marque\/","title":{"rendered":"CO Brand Market Research Strategy Consulting | SIS"},"content":{"rendered":"<div class=\"sis-hero-preserved sis-injected-hero\" data-sis-injected=\"hero\">\n<h1 class=\"wp-block-heading\">Co-Brand Market Consulting<\/h1>\n<figure class=\"gb-block-image gb-block-image-ec1cb0bb\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-ec1cb0bb\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Co-Brand Market Research (2)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-2-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<\/p>\n<p>In a marketplace with options, businesses constantly seek strategies to stand out from the crowd, capture attention, and forge lasting connections with consumers. That\u2019s why <a href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-strategie\/approvisionnement-strategique\/\" class=\"sis-link-recovered\" data-sis-recovered=\"1\">co-brand market research and strategy consulting<\/a> emerges as a powerful tool, offering a unique avenue for businesses to leverage each other&#8217;s strengths, enhance brand equity, and unlock new opportunities.<\/p>\n<p>Les \u00e9tudes de march\u00e9 et les conseils en strat\u00e9gie de co-marquage approfondissent les subtilit\u00e9s des efforts de collaboration en mati\u00e8re de marque entre deux ou plusieurs entit\u00e9s distinctes. Cela implique un examen approfondi de la dynamique du march\u00e9, des pr\u00e9f\u00e9rences des consommateurs et des paysages concurrentiels pour identifier les opportunit\u00e9s de partenariat strat\u00e9gique qui correspondent aux objectifs de chaque marque et trouvent un \u00e9cho aupr\u00e8s des publics cibles. Ce processus vise \u00e0 cr\u00e9er des synergies qui amplifient la valeur de la marque, \u00e9tendent la port\u00e9e du march\u00e9 et profitent mutuellement \u00e0 toutes les parties impliqu\u00e9es.<\/p>\n<h2 class=\"wp-block-heading\">Pourquoi les entreprises ont-elles besoin d\u2019\u00e9tudes de march\u00e9 et de conseils en strat\u00e9gie co-marqu\u00e9s\u00a0?<\/h2>\n<p>Businesses need co-brand <a href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-tourisme-de-voyage-et-en-hotellerie\/conseil-en-marketing-pour-les-restaurants-sur-le-toit\/\" title=\"Conseil en marketing pour les restaurants sur le toit\"  data-wpil-monitor-id=\"4541\">market research and strategy consulting<\/a> to identify suitable partners and assess the potential impact of collaborative initiatives on their brand equity and market position. By understanding consumer perceptions, market trends, and competitive dynamics, businesses can pinpoint strategic opportunities for co-branding that align with their brand values and resonate with their target audience.<\/p>\n<p>Il aide \u00e9galement les entreprises \u00e0 d\u00e9velopper des strat\u00e9gies de partenariat coh\u00e9rentes et efficaces qui tirent parti des forces de chaque partenaire et cr\u00e9ent des synergies qui g\u00e9n\u00e8rent des avantages mutuels. De la d\u00e9finition des objectifs du partenariat \u00e0 l&#039;\u00e9tablissement de r\u00f4les et de responsabilit\u00e9s clairs, en passant par le d\u00e9veloppement de campagnes marketing int\u00e9gr\u00e9es et la mesure des performances, le conseil en strat\u00e9gie de co-marquage fournit une feuille de route pour une collaboration r\u00e9ussie.<\/p>\n<p>Moreover, co-brand <a href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/ai-etudes-de-marche-et-conseil-en-strategie\/conseil-en-marketing-par-ia\/\" title=\"Conseil en marketing IA\"  data-wpil-monitor-id=\"5040\">market research and strategy consulting<\/a> enable businesses to mitigate risks and overcome co-branding challenges such as brand dilution, misalignment of values, and conflicting interests. However, co-brand <a href=\"https:\/\/www.sisinternational.com\/fr\/competence\/les-industries\/etude-de-marche-sur-le-handicap\/\" title=\"Disability Market Consulting\"  data-wpil-monitor-id=\"6803\">market research and strategy consulting<\/a> has many other benefits for businesses, including:<\/p>\n<ul class=\"wp-block-list\">\n<li><strong>Port\u00e9e du march\u00e9 \u00e9largie\u00a0:<\/strong> Co-brand <a href=\"https:\/\/www.sisinternational.com\/fr\/couverture\/les-ameriques\/etude-de-marche-en-amerique-latine\/conseil-en-entree-de-marche-au-bresil\/\" title=\"Conseil en entr\u00e9e de march\u00e9 au Br\u00e9sil\"  data-wpil-monitor-id=\"7071\">market research and strategy consulting<\/a> allows businesses to tap into each other&#8217;s customer base and reach new audiences that may have been previously inaccessible. By partnering with complementary brands, businesses can extend their market reach and attract customers who may be interested in both brands&#8217; offerings.<\/li>\n<li><strong>Capital de marque am\u00e9lior\u00e9\u00a0:<\/strong> Collaborer avec des marques r\u00e9put\u00e9es ou ambitieuses peut accro\u00eetre la valeur per\u00e7ue et la cr\u00e9dibilit\u00e9 d&#039;une entreprise aux yeux des consommateurs. Gr\u00e2ce au co-branding, les entreprises peuvent tirer parti des associations positives et de la bonne volont\u00e9 associ\u00e9es aux marques de leurs partenaires pour am\u00e9liorer leur capital de marque et leur diff\u00e9renciation.<\/li>\n<li><strong>Notori\u00e9t\u00e9 et exposition accrues de la marque\u00a0:<\/strong> Les efforts de marketing conjoints et les campagnes co-marqu\u00e9es peuvent amplifier la visibilit\u00e9 et l&#039;exposition de la marque, augmentant ainsi la notori\u00e9t\u00e9 des consommateurs. Les initiatives de co-marquage, telles que les produits, \u00e9v\u00e9nements ou campagnes marketing co-marqu\u00e9s, g\u00e9n\u00e8rent l&#039;attention des m\u00e9dias, favorisant ainsi une plus grande reconnaissance et une plus grande m\u00e9morisation de la marque.<\/li>\n<li><strong>Innovation et diff\u00e9renciation\u00a0:<\/strong> Le co-branding ouvre des opportunit\u00e9s d&#039;innovation et de diff\u00e9renciation, permettant aux entreprises de cr\u00e9er des offres uniques et convaincantes qui se d\u00e9marquent sur le march\u00e9. Les partenaires de co-branding peuvent d\u00e9velopper des produits, services ou exp\u00e9riences innovants qui r\u00e9pondent aux besoins et pr\u00e9f\u00e9rences changeants des consommateurs en combinant leurs forces et leurs capacit\u00e9s.<\/li>\n<\/ul>\n<\/div>\n<h1>CO Brand Market Research Strategy Consulting: How Leading Partnerships Capture Disproportionate Value<\/h1>\n<p>The strongest co-brand partnerships do not happen at the signing table. They are engineered through structured evidence about how two customer bases actually overlap, where the value pools sit, and which partner controls the moments that drive renewal economics.<\/p>\n<p>CO Brand Market Research Strategy Consulting exists to answer those questions before contracts get drafted. When a Fortune 500 issuer, airline, retailer, or industrial OEM evaluates a co-brand opportunity, the question is rarely whether the partnership is conceptually sound. The question is which structural terms will compound advantage over a decade and which will erode it.<\/p>\n<h2>What CO Brand Market Research Strategy Consulting Actually Resolves<\/h2>\n<p>Co-brand decisions sit at the intersection of brand equity, unit economics, and channel control. Each partner enters with asymmetric information about its own customer base and limited visibility into the other. That asymmetry is the source of most value leakage in co-brand deals.<\/p>\n<p>CO Brand Market Research Strategy Consulting closes that gap with primary evidence. The deliverable is not a brand health score. It is a quantified view of cross-base affinity, willingness to pay for bundled value, switching elasticity, and the loyalty mechanics that determine whether the partnership compounds or cannibalizes.<\/p>\n<p>Three categories of evidence matter most. Cardmember segmentation by tier and tenure. Competitive card share-of-wallet inside the target affinity base. Concept-product fit testing for the proposed reward architecture against substitutes the customer already holds.<\/p>\n<h2>Why Leading Co-Brand Programs Outperform: The Evidence Behind the Structure<\/h2>\n<p>The conventional approach treats co-brand research as a launch-stage validation exercise. Leading firms run it as a negotiation input. The difference shows up in deal terms.<\/p>\n<p>JetBlue and Barclays, Delta and American Express, Costco and Citi, Apple and Goldman Sachs, Amazon and Chase. Each of these programs reflects asymmetric leverage built on asymmetric data. The partner that arrives at the table with quantified evidence on cross-base economics sets the spend thresholds, the bounty structure, and the renewal triggers.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\"><\/p>\n<p>According to SIS International Research, qualitative work with cardmembers across multiple tier segments consistently surfaces a pattern obscured in transactional data: base-tier holders and elite-tier holders respond to entirely different reward levers, and treating them as a single audience in concept testing systematically misprices the program.<\/p>\n<p><\/span><\/p>\n<p>The mechanism is straightforward. Base-tier holders optimize for accelerator categories and statement credits. Elite-tier holders optimize for status preservation and recognition cues. A reward refresh designed around blended preferences underperforms one calibrated to tier-specific elasticity. The research instrument that catches this is sequential monadic concept testing across pre-screened tier cohorts, not a single quantitative wave.<\/p>\n<h2>The Four Evidence Streams That Drive Co-Brand Deal Value<\/h2>\n<p>Sophisticated co-brand diligence runs four parallel evidence streams. Each answers a question the other cannot.<\/p>\n<p><strong>Cross-base affinity mapping.<\/strong> B2B expert interviews with category buyers and quantitative panel work establish the true overlap between the two customer bases. The output is not a Venn diagram. It is a segmentation that identifies which subsegments carry both brands actively, which carry one and consider the other, and which are structurally unreachable.<\/p>\n<p><strong>Competitive share-of-wallet diagnostics.<\/strong> Inside the affinity base, what competitive cards or partner products already hold primary position. This determines whether the co-brand is competing for incremental spend or displacing an incumbent relationship. The two scenarios require different reward economics.<\/p>\n<p><strong>Concept-product fit testing.<\/strong> Focus groups and central location tests evaluate proposed reward architectures against the substitutes the customer already holds. The instrument matters. Paired comparison and JAR scaling against incumbent products produce sharper signal than monadic acceptance scores.<\/p>\n<p><strong>Loyalty mechanics modeling.<\/strong> Tenure curves, attrition triggers, and category spend velocity establish which partner controls the moments that drive renewal. The partner that owns the renewal moment captures the larger share of program economics over time.<\/p>\n<figure class=\"wp-block-table sis-injected-table\" data-sis-injected=\"table\">\n<table>\n<thead>\n<tr>\n<th>Evidence Stream<\/th>\n<th>Primary Method<\/th>\n<th>Decision It Informs<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Cross-base affinity<\/td>\n<td>B2B interviews, quantitative panels<\/td>\n<td>Addressable opportunity sizing<\/td>\n<\/tr>\n<tr>\n<td>Share-of-wallet<\/td>\n<td>Cardmember surveys, competitive intelligence<\/td>\n<td>Incremental vs. displacement positioning<\/td>\n<\/tr>\n<tr>\n<td>Concept-product fit<\/td>\n<td>Focus groups, sequential monadic testing<\/td>\n<td>Reward architecture and bounty structure<\/td>\n<\/tr>\n<tr>\n<td>Loyalty mechanics<\/td>\n<td>Tenure analysis, attrition diagnostics<\/td>\n<td>Renewal control and economic split<\/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<h2>How Industrial and B2B Co-Brand Partnerships Differ from Consumer<\/h2>\n<p>The framework adapts when the co-brand sits in industrial or B2B contexts. Caterpillar and Cummins, Siemens and SAP, Honeywell and Microsoft, Rolls-Royce and Microsoft Azure. These partnerships compete on installed base economics, aftermarket revenue capture, and procurement cycle alignment rather than reward elasticity.<\/p>\n<p>The evidence streams shift accordingly. Cross-base affinity becomes installed base overlap analysis. Share-of-wallet becomes total cost of ownership benchmarking against the incumbent OEM-supplier pairing. Concept-product fit becomes integration depth assessment with procurement and engineering buyers. Loyalty mechanics become aftermarket revenue attribution and predictive maintenance data ownership.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\"><\/p>\n<p>SIS International&#8217;s structured expert interviews with senior procurement and engineering decision-makers across industrial OEM partnerships indicate that data ownership clauses, not pricing terms, increasingly determine which partner captures the long-term value of co-branded equipment programs.<\/p>\n<p><\/span><\/p>\n<p>The reason is the connected vehicle, connected machine, and connected building economy. The partner that owns the telemetry stream owns the predictive maintenance revenue, the upgrade trigger, and the next purchase cycle. Co-brand structures negotiated without this evidence systematically transfer long-tail value to whichever party drafted the data clause more carefully.<\/p>\n<h2>The SIS Approach to Co-Brand Diligence<\/h2>\n<p>SIS International Research has structured co-brand evidence programs across financial services, airlines, retail, FMCG, and industrial sectors for four decades. The methodology stack pairs qualitative depth with quantitative validation: focus groups with tier-segmented cardmembers, B2B expert interviews with procurement and channel decision-makers, competitive intelligence on incumbent partner economics, and concept testing instruments calibrated to the specific reward or value architecture under negotiation.<\/p>\n<p>The deliverable is engineered for the negotiation, not the launch. Findings are sequenced to support specific deal terms: bounty structure, spend thresholds, marketing fund allocation, data ownership, renewal triggers, and exit provisions. CO Brand Market Research Strategy Consulting that does not connect to deal terms is a research exercise. CO Brand Market Research Strategy Consulting that does is a leverage instrument.<\/p>\n<h2>Key Questions<\/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-bc939f59\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Co-Brand Market Research (1)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/10\/Co-Brand-Market-Research-1-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p><strong>What separates a co-brand partnership that compounds value from one that erodes it?<\/strong> Control of the renewal moment and ownership of the data stream. Partnerships that specify these clearly in the term sheet outperform those that defer them to operating committees.<\/p>\n<p><strong>When should co-brand research begin in the deal cycle?<\/strong> Before term sheet negotiation. Research conducted after signing validates assumptions already encoded in unfavorable economics. Research conducted before signing shapes those economics.<\/p>\n<p><strong>Which evidence stream most often gets skipped?<\/strong> Tier-segmented concept testing. Programs evaluate average response across the cardmember base and miss that base-tier and elite-tier holders respond to different reward levers.<\/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. 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distinctes.<\/p>","protected":false},"author":1,"featured_media":71924,"parent":14567,"menu_order":37,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-46532","page","type-page","status-publish","has-post-thumbnail"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/46532","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=46532"}],"version-history":[{"count":14,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/46532\/revisions"}],"predecessor-version":[{"id":87715,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/46532\/revisions\/87715"}],"up":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/14567"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/71924"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=46532"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}