{"id":42890,"date":"2026-07-08T07:03:07","date_gmt":"2026-07-08T14:03:07","guid":{"rendered":"https:\/\/maccelerator.la\/?p=42890"},"modified":"2026-07-08T07:03:07","modified_gmt":"2026-07-08T14:03:07","slug":"understanding-the-target-market-definition-purpose-examples-market-segments-3","status":"publish","type":"post","link":"https:\/\/maccelerator.la\/en\/blog\/startup-strategy\/understanding-the-target-market-definition-purpose-examples-market-segments-3\/","title":{"rendered":"Your Target Market Isn&#8217;t a Demographic \u2014 It&#8217;s a Decision You Keep Getting Wrong After PMF"},"content":{"rendered":"<p>A target market is the specific group of customers a business chooses to serve \u2014 defined not by broad demographics but by shared needs, buying behavior, and willingness to pay. Its purpose is to concentrate limited resources on the people most likely to buy, stay, and refer. That is the whole point of <strong>Understanding the Target Market: Definition, Purpose, Examples, Market Segments<\/strong> \u2014 not to describe a crowd, but to make a decision about who you serve and who you refuse.<\/p>\n<p>Here&#8217;s where most founders reading this actually sit. You&#8217;re between $50K and $3M ARR. You&#8217;ve proven someone wants what you built. But acquisition costs are creeping up, and your messaging feels like it&#8217;s talking to everyone while landing with no one.<\/p>\n<p>Sound familiar?<\/p>\n<p>Early founders treat target market as a Day 1 exercise \u2014 a slide in the pitch deck you never revisit. The truth is harder. It&#8217;s a decision that needs re-sharpening at every growth stage. Across 500+ founders in 30 countries, the pattern is consistent: the ones who stall after product-market fit almost always have a target market defined too broadly to act on.<\/p>\n<h2>What a Target Market Actually Is (and What It Isn&#8217;t)<\/h2>\n<p>Let&#8217;s get the definitions clean, because most founders conflate three separate things.<\/p>\n<ul>\n<li><strong>Total addressable market (TAM):<\/strong> the entire universe of buyers who could theoretically use your product.<\/li>\n<li><strong>Target market:<\/strong> the specific segment you choose to concentrate resources on right now.<\/li>\n<li><strong>Ideal customer profile \/ persona:<\/strong> the individual buyer inside that segment you actually sell to.<\/li>\n<\/ul>\n<p>Your target market sits in the middle. It&#8217;s narrower than the opportunity and broader than a single buyer.<\/p>\n<p>Here&#8217;s the distinction that matters most: <strong>describing a market is not the same as defining one.<\/strong><\/p>\n<p>Describing a market means age, geography, industry, company size. Defining a market means the shared problem, the urgency behind it, and who holds the budget authority to solve it. Description is passive. Definition forces a choice.<\/p>\n<p>Take a consumer wellness brand. Describing the market: &#8220;women, 30\u201350, urban, health-conscious.&#8221; That describes half the population of a city. Defining it: &#8220;people who&#8217;ve tried three sleep solutions that failed and are now willing to pay a premium for one that works.&#8221; One is a demographic. The other is a decision.<\/p>\n<p>Now a B2B services firm. Describing: &#8220;mid-market companies in North America.&#8221; Defining: &#8220;operations leaders at 200\u2013500 person companies who just lost a key vendor and need a replacement within 30 days.&#8221; The second one tells you exactly who to call and what to say.<\/p>\n<p>The industry has moved this direction for a reason. Purely demographic segmentation is losing ground to behavioral and needs-based models, because behavior predicts purchase and demographics predict almost nothing.<\/p>\n<h2>Key Takeaways<\/h2>\n<ul>\n<li>A target market is a <strong>decision<\/strong>, not a demographic description \u2014 it&#8217;s who you choose to serve and who you refuse.<\/li>\n<li>Post-PMF growth stalls when founders read scattered early revenue as &#8220;broad appeal&#8221; instead of &#8220;no focus.&#8221;<\/li>\n<li>The strongest segmentation combines at least two lenses \u2014 usually behavioral and needs-based layered on top of firmographic basics.<\/li>\n<li>A sharp target market produces predictable channels, shorter sales cycles, and referrals that cluster.<\/li>\n<li>Your target market should be revisited at every growth stage \u2014 the definition that fit at $200K ARR breaks at $2M ARR.<\/li>\n<\/ul>\n<h2>Why &#8220;Everyone Is My Customer&#8221; Quietly Kills Post-PMF Growth<\/h2>\n<p>After PMF, your early revenue comes from a scattered set of buyers. A hospital here. A startup there. A solo consultant who found you on a podcast.<\/p>\n<p>Founders read that scatter as validation. &#8220;Look \u2014 we appeal to everyone.&#8221; That reading is the trap.<\/p>\n<p>Scatter isn&#8217;t broad appeal. It&#8217;s the absence of focus. And scaling a business amplifies whatever definition you already have. Pour ad spend into a fuzzy target and you fund a leak.<\/p>\n<p>The downstream damage compounds in a specific order:<\/p>\n<ol>\n<li><strong>CAC creeps up<\/strong> because your ads speak to no one in particular.<\/li>\n<li><strong>Messaging muddies<\/strong> as you try to cover every use case in one headline.<\/li>\n<li><strong>Feature creep sets in<\/strong> because you&#8217;re serving the conflicting needs of five segments.<\/li>\n<li><strong>Sales cycles lengthen<\/strong> since prospects can&#8217;t tell if the product is for them.<\/li>\n<li><strong>Positioning weakens<\/strong> and competitors undercut you on the segments they own.<\/li>\n<\/ol>\n<p>We worked with a B2B services founder around $800K ARR who lived this exactly. Every inbound lead got a &#8220;yes.&#8221; Enterprise, SMB, nonprofit \u2014 all of it. Within two quarters, close rate and lead quality both dropped, and the team couldn&#8217;t explain why.<\/p>\n<p>The why was simple. Saying yes to everyone meant the sales pitch had to flex for every call. Nothing landed. Focused founders \u2014 the ones who serve a defined segment \u2014 see the opposite: lower CAC and faster cycles because the message does the qualifying before the call starts.<\/p>\n<blockquote><p>&#8220;Founders don&#8217;t lose to competitors. They lose to their own refusal to choose. A target market you won&#8217;t narrow is a target market you can&#8217;t scale.&#8221; \u2014 Alessandro Marianantoni<\/p><\/blockquote>\n<p>CAC inflation is real across the industry, and unfocused acquisition makes it worse. We break down patterns like this weekly in the <a href=\"https:\/\/ma-network.kit.com\/\" target=\"_blank\" rel=\"noopener nofollow external noreferrer\" data-wpel-link=\"external\">AI Acceleration newsletter<\/a> \u2014 worth a read if you&#8217;re watching your acquisition costs drift.<\/p>\n<h2>Four Lenses for Segmenting a Market (Beyond Demographics)<\/h2>\n<p>Markets get cut four classic ways. Each lens reveals something and hides something. Strong segmentation stacks at least two.<\/p>\n<h3>1. Demographic \/ Firmographic<\/h3>\n<p>For consumers: age, income, education. For businesses: industry, company size, revenue, headcount.<\/p>\n<p>This lens is easy to gather and easy to over-trust. It tells you who someone is on paper. It says nothing about whether they&#8217;ll buy.<\/p>\n<h3>2. Geographic<\/h3>\n<p>Region, country, urban vs. rural, climate. It matters for logistics, regulation, and language.<\/p>\n<p>But geography rarely defines a buyer&#8217;s problem. Two operations leaders in different cities share more than two neighbors on the same street.<\/p>\n<h3>3. Behavioral<\/h3>\n<p>What people actually do. Purchase frequency, usage patterns, tools they already run, the trigger events that make them shop.<\/p>\n<p><strong>This is the lens that predicts revenue.<\/strong> Behavior is the closest proxy you have for intent, and modern segmentation increasingly treats behavioral data as the dominant signal.<\/p>\n<h3>4. Psychographic \/ Needs-Based<\/h3>\n<p>Values, motivations, the specific pain someone is trying to escape. Why they buy, not just what.<\/p>\n<p>Needs-based definition is where messaging comes alive. When you know the pain, you can name it \u2014 and naming the pain is what makes a prospect stop scrolling.<\/p>\n<p>Here&#8217;s how the lenses play out across models. A B2C sleep brand might start firmographic (income to afford premium), add geographic (climate affects sleep), then layer behavioral (bought two failed products) and needs-based (desperate, not curious). That last layer is the one that converts.<\/p>\n<p>A B2B analytics product might start firmographic (500\u20132,000 employees, SaaS), skip geographic, then layer behavioral (just hired a first data leader) and needs-based (board pressure to prove ROI). The trigger event plus the pressure is the target \u2014 not the employee count.<\/p>\n<p><strong>The demographic lens tells you where to look. The behavioral and needs lenses tell you what to say.<\/strong><\/p>\n<h2>What a Sharp Target Market Looks Like in Practice<\/h2>\n<p>You don&#8217;t need a report to know if your target market is sharp. The business tells you. Here are the observable signals.<\/p>\n<ul>\n<li><strong>Self-selection.<\/strong> The right prospect reads your headline and thinks, &#8220;this is exactly for me.&#8221; The wrong one bounces \u2014 which is a feature, not a bug.<\/li>\n<li><strong>Repeatable channels.<\/strong> You know where your buyers gather, and the same channel produces leads month after month.<\/li>\n<li><strong>Shorter sales cycles.<\/strong> Prospects arrive half-sold because the message already qualified them.<\/li>\n<li><strong>Higher retention in the core.<\/strong> Customers inside your defined segment stay longer than the strays.<\/li>\n<li><strong>Clustered referrals.<\/strong> Your best customers know other people exactly like them \u2014 and they send those people to you.<\/li>\n<\/ul>\n<p>That last signal is the tell. When referrals cluster, your target market is real. When they&#8217;re random, you&#8217;re serving a crowd, not a segment.<\/p>\n<p>Contrast the two states. Before: messaging that hedges, channels that fizzle, referrals that scatter across unrelated industries. After: messaging that cuts, channels that compound, referrals that arrive pre-qualified.<\/p>\n<p>We worked with a mobility startup whose channel economics wouldn&#8217;t stabilize no matter how they tuned the ads. Every campaign underperformed. The fix wasn&#8217;t the creative \u2014 it was the definition underneath it. Once they narrowed who they served, the same channels started returning predictable numbers.<\/p>\n<blockquote><p>&#8220;The moment your referrals start clustering \u2014 same role, same trigger, same pain \u2014 you&#8217;ve found your market. Everything before that is noise you paid for.&#8221; \u2014 M Studio operator<\/p><\/blockquote>\n<p>Read those signals as a mirror. Where do you sit? This is the kind of shift founders work through inside the <a href=\"https:\/\/maccelerator.la\/en\/elite-founders\/#eluid0006ca88\" data-wpel-link=\"internal\">Elite Founders community<\/a> \u2014 pressure-testing the definition until the channels stabilize.<\/p>\n<h2>Target Market Examples: B2B, B2C, and Services<\/h2>\n<p>Abstraction only goes so far. Here are three anonymized archetypes, drawn from patterns across the 500+ founders we&#8217;ve built alongside. Note what changed when the definition sharpened.<\/p>\n<h3>Example 1: B2B SaaS<\/h3>\n<p><strong>Broad definition:<\/strong> &#8220;We serve operations teams.&#8221;<\/p>\n<p><strong>Sharp definition:<\/strong> &#8220;We serve the VP of Operations at 200\u2013500 person logistics companies who just absorbed a new warehouse and can&#8217;t reconcile inventory across systems.&#8221;<\/p>\n<p>Same product. But the sharp version names a role, a company size, and a trigger event. The founder rebuilt the entire outbound motion around that trigger. Close rates roughly doubled because the pitch finally matched the moment.<\/p>\n<h3>Example 2: Consumer \/ DTC<\/h3>\n<p><strong>Broad definition:<\/strong> &#8220;Health-conscious women, 25\u201345.&#8221;<\/p>\n<p><strong>Sharp definition:<\/strong> &#8220;People who&#8217;ve cycled through multiple supplements that didn&#8217;t work and now research ingredients before they buy.&#8221;<\/p>\n<p>The shift was from age-based targeting to a behavioral cluster \u2014 the researchers, the skeptics, the label-readers. The brand rewrote its ad copy to lead with ingredient transparency instead of lifestyle imagery. Cost per acquisition dropped as the ads stopped attracting bargain-hunters who&#8217;d never repurchase.<\/p>\n<h3>Example 3: Services Business<\/h3>\n<p><strong>Broad definition:<\/strong> &#8220;We work with small and mid-sized businesses.&#8221;<\/p>\n<p><strong>Sharp definition:<\/strong> &#8220;We work on projects above $25K where the founder or C-suite is the direct decision-maker.&#8221;<\/p>\n<p>This founder redefined the target around deal size and decision-maker access rather than industry. The result: fewer proposals, but each one closed faster and at a higher margin. They stopped burning weeks on sub-$5K deals that required the same effort as the big ones.<\/p>\n<p><strong>In all three, the product barely changed. The decision about who to serve changed everything downstream.<\/strong><\/p>\n<p>That&#8217;s the pattern. Sharpening a target market isn&#8217;t a rebrand or a pivot. It&#8217;s a refusal \u2014 choosing the segment where you win and declining the rest.<\/p>\n<h2>&#8220;We&#8217;ll Figure This Out Later&#8221; \u2014 and Why That&#8217;s the Expensive Answer<\/h2>\n<p>Three objections come up every time. Let&#8217;s take them head-on.<\/p>\n<h3>&#8220;We don&#8217;t have the budget for this.&#8221;<\/h3>\n<p>Sharpening a target market is a decision, not a line item. It costs thought, not cash.<\/p>\n<p>Meanwhile, the cost of not doing it is already on your books \u2014 buried in wasted ad spend and sales cycles that drag for months. You&#8217;re paying for a fuzzy target whether you fix it or not. One path spends money to correct it. The other spends more to ignore it.<\/p>\n<h3>&#8220;We&#8217;re too early to narrow down.&#8221;<\/h3>\n<p>Post-PMF is exactly the right moment. Your early customers aren&#8217;t just revenue \u2014 they&#8217;re data. They&#8217;re telling you who your market actually is, if you&#8217;ll read the signal.<\/p>\n<p>Delay only bakes a fuzzy definition into your systems at scale. The bigger you get, the more expensive the correction. Founders who push this to Series A face a far costlier untangling than founders who decide at $500K ARR.<\/p>\n<h3>&#8220;We can figure this out ourselves.&#8221;<\/h3>\n<p>Many do. This isn&#8217;t gatekept knowledge.<\/p>\n<p>But the founders who move fastest pressure-test their assumptions against people who&#8217;ve seen the pattern hundreds of times. Not because they&#8217;re incapable \u2014 because you can&#8217;t read the label from inside the jar. You&#8217;re too close to your own product to see which segment is quietly carrying the business.<\/p>\n<blockquote><p>&#8220;Every founder thinks their market is obvious. It&#8217;s obvious to them because they&#8217;re standing inside it. The value is in the outside eye that&#8217;s watched 500 versions of the same mistake.&#8221; \u2014 Alessandro Marianantoni<\/p><\/blockquote>\n<p>Twenty-five years across Google, Disney, and Siemens taught me one thing about scale: the systems that win are the ones built on a precise definition of who they serve. That precision doesn&#8217;t arrive by accident. It&#8217;s a decision someone made on purpose.<\/p>\n<h2>Overview: Putting the Four Lenses Together<\/h2>\n<p>Think of the four lenses as a stack, not a menu. Firmographic and geographic set the boundary. Behavioral and needs-based do the real cutting.<\/p>\n<p>A useful sequence: start with the firmographic boundary to define who could plausibly buy. Then apply behavioral filters to find who&#8217;s actually in motion. Then layer needs-based understanding to know what to say when you reach them.<\/p>\n<p>Most founders stop at the first layer. That&#8217;s why their marketing describes a crowd. The founders who win push through to the behavioral and needs layers \u2014 and that&#8217;s where the message finally cuts.<\/p>\n<h2>Marketing Mix: How a Sharp Target Changes Everything Downstream<\/h2>\n<p>Your target market decision doesn&#8217;t stay in a slide. It flows into every element of how you go to market.<\/p>\n<ul>\n<li><strong>Product:<\/strong> a defined segment tells you which features to build and which to kill.<\/li>\n<li><strong>Price:<\/strong> knowing your buyer&#8217;s willingness to pay lets you price to value, not to cost.<\/li>\n<li><strong>Promotion:<\/strong> a sharp target produces messaging that self-qualifies prospects before they ever talk to sales.<\/li>\n<li><strong>Place:<\/strong> knowing where your segment gathers tells you which channels to concentrate on.<\/li>\n<\/ul>\n<p>Get the target wrong and every one of these decisions compounds the error. Get it right and they reinforce each other. That&#8217;s the leverage a clear definition creates \u2014 though the work is in the deciding, not the describing.<\/p>\n<h2>Psychographic Segmentation: The Layer Most Founders Skip<\/h2>\n<p>Psychographic and needs-based segmentation is the hardest lens to gather and the most valuable to own. It&#8217;s about motivation \u2014 why someone acts, what they fear, what they&#8217;re trying to become.<\/p>\n<p>Demographics are cheap because they&#8217;re easy. Psychographics are valuable because they&#8217;re hard.<\/p>\n<p>When you understand the psychographic profile of your core segment, your messaging stops selling features and starts naming the buyer&#8217;s inner tension. That&#8217;s the difference between an ad that gets scrolled past and one that stops the thumb.<\/p>\n<p>The founders who invest here build a durable moat. Competitors copy your features in a quarter. They can&#8217;t copy your understanding of why your customer actually buys.<\/p>\n<h2>FAQ<\/h2>\n<h3>What is Understanding the Target Market: Definition, Purpose, and Market Segments?<\/h3>\n<p>It&#8217;s the practice of defining the specific group of customers you choose to serve \u2014 based on shared needs, buying behavior, and willingness to pay \u2014 so you can concentrate limited resources on the people most likely to buy, stay, and refer. The purpose is focus: a sharp target market lowers acquisition cost, shortens sales cycles, and produces referrals that cluster.<\/p>\n<h3>What&#8217;s the difference between a target market and a target audience?<\/h3>\n<p>A target market is the broad group you choose to serve across your business. A target audience is the narrower slice you speak to in a specific campaign or message. One is a strategic decision; the other is a tactical choice inside that decision.<\/p>\n<h3>How many segments should an early-stage company target?<\/h3>\n<p>Usually one primary segment until your acquisition economics are repeatable. Expanding too early \u2014 especially right after PMF \u2014 dilutes focus and inflates CAC. Prove you can win one segment predictably before you add a second.<\/p>\n<h3>Can a target market change over time?<\/h3>\n<p>Yes, and it should be revisited at every growth stage. The definition that fit at $200K ARR often breaks at $2M ARR as your buyers mature, your product expands, and competitors carve up the space. Treat it as a decision you re-sharpen, not a slide you file away.<\/p>\n<h3>Why is Understanding the Target Market important for startups?<\/h3>\n<p>Because scaling amplifies whatever definition you already have. A fuzzy target market means you fund a leak \u2014 pouring spend into messaging that lands with no one. A sharp one means every marketing dollar and sales hour works harder, which is the difference between growth that compounds and growth that stalls.<\/p>\n<h2>Where to Take This Next<\/h2>\n<p>Your target market isn&#8217;t a demographic you inherited. It&#8217;s a decision you get to make \u2014 and remake \u2014 as you grow.<\/p>\n<p>If you&#8217;re sitting between $50K and $3M ARR and your messaging feels like it&#8217;s talking to everyone, that&#8217;s the signal. The scatter isn&#8217;t appeal. It&#8217;s an unmade decision.<\/p>\n<p>Come pressure-test yours with people who&#8217;ve watched the pattern play out hundreds of times. We run <a href=\"https:\/\/maccelerator.la\/en\/live-presentation\/\" data-wpel-link=\"internal\">Founders Meetings<\/a> where post-PMF founders work through exactly this \u2014 the room where you finally read the label from outside the jar.<\/p>\n<p>Limited to founders ready to make the decision instead of describing the crowd. If that&#8217;s you, <a href=\"https:\/\/maccelerator.la\/en\/#eluid1e3e2401\" data-wpel-link=\"internal\">book a strategic call<\/a> and let&#8217;s find the segment where you win.<\/p>\n<p><script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@type\": \"Article\",\n  \"headline\": \"\",\n  \"author\": {\n    \"@type\": \"Person\",\n    \"name\": \"Alessandro Marianantoni\",\n    \"jobTitle\": \"Founder & CEO\",\n    \"worksFor\": {\n      \"@type\": \"Organization\",\n      \"name\": \"M Accelerator\"\n    },\n    \"alumniOf\": [\n      {\n        \"@type\": \"Organization\",\n        \"name\": \"UCLA\"\n      },\n      {\n        \"@type\": \"Organization\",\n        \"name\": \"Google\"\n      },\n      {\n        \"@type\": \"Organization\",\n        \"name\": \"Disney\"\n      },\n      {\n        \"@type\": \"Organization\",\n        \"name\": \"Siemens\"\n      }\n    ],\n    \"description\": \"25+ years building for Fortune 500, UCLA faculty, worked with 500+ founders across 30 countries\",\n    \"url\": \"https:\/\/maccelerator.la\/en\/about\/\"\n  },\n  \"publisher\": {\n    \"@type\": \"Organization\",\n    \"name\": \"M Accelerator\"\n  },\n  \"keywords\": \"Understanding the Target Market: Definition, Purpose, Examples, Market Segments\"\n}\n<\/script><br \/>\n<script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@type\": \"Person\",\n  \"name\": \"Alessandro Marianantoni\",\n  \"jobTitle\": \"Founder & CEO\",\n  \"worksFor\": {\n    \"@type\": \"Organization\",\n    \"name\": \"M Accelerator\"\n  },\n  \"alumniOf\": [\n    {\n      \"@type\": \"Organization\",\n      \"name\": \"UCLA\"\n    },\n    {\n      \"@type\": \"Organization\",\n      \"name\": \"Google\"\n    },\n    {\n      \"@type\": \"Organization\",\n      \"name\": \"Disney\"\n    },\n    {\n      \"@type\": \"Organization\",\n      \"name\": \"Siemens\"\n    }\n  ],\n  \"description\": \"25+ years building for Fortune 500, UCLA faculty, worked with 500+ founders across 30 countries\",\n  \"url\": \"https:\/\/maccelerator.la\/en\/about\/\"\n}\n<\/script><\/p>\n","protected":false},"excerpt":{"rendered":"<p>A target market is the specific group of customers a business chooses to serve \u2014 defined not by broad demographics but by shared needs, buying behavior, and willingness to pay. Its purpose is to concentrate limited resources on the people most likely to buy, stay, and refer. That is the whole point of Understanding the<\/p>\n","protected":false},"author":14,"featured_media":42891,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1539,1538],"tags":[2167,1772,2174,2211,1819,2209,1393,2210,2175,2204],"class_list":["post-42890","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-founder-resources","category-startup-strategy","tag-after","tag-decision","tag-definition","tag-examples","tag-getting","tag-isnt","tag-market","tag-purpose","tag-understanding","tag-youre"],"_links":{"self":[{"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/posts\/42890","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/comments?post=42890"}],"version-history":[{"count":0,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/posts\/42890\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/media\/42891"}],"wp:attachment":[{"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/media?parent=42890"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/categories?post=42890"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/maccelerator.la\/en\/wp-json\/wp\/v2\/tags?post=42890"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}