{"id":25688,"date":"2026-03-03T22:23:17","date_gmt":"2026-03-03T20:23:17","guid":{"rendered":"https:\/\/pointofnew.at\/glossary\/business-model-navigator\/"},"modified":"2026-03-06T15:15:43","modified_gmt":"2026-03-06T13:15:43","slug":"business-model-navigator","status":"publish","type":"page","link":"https:\/\/pointofnew.at\/en\/glossary\/business-model-navigator\/","title":{"rendered":"Business Model Navigator"},"content":{"rendered":"<div style=\"background:#f0f1f3;padding:1.5rem;margin-bottom:2rem;border-radius:12px;\">\n<strong>In brief:<\/strong> The Business Model Navigator is a framework developed at the University of St. Gallen that identifies 55 recurring business model patterns. It helps companies systematically develop new business models by transferring proven patterns from other industries to their own situation\u2014a creative shortcut for business model innovation.\n<\/div>\n<nav style=\"background:#f8f9fa;padding:1.5rem 2rem;border-radius:8px;margin-bottom:2rem;\">\n<strong style=\"font-size:1.1rem;\">Table of Contents<\/strong><\/p>\n<ol style=\"margin:0.75rem 0 0;padding-left:1.25rem;\">\n<li><a href=\"#definition\" style=\"text-decoration:none;color:#1a5276;\">What is the Business Model Navigator?<\/a><\/li>\n<li><a href=\"#55muster\" style=\"text-decoration:none;color:#1a5276;\">The 55 business model patterns<\/a><\/li>\n<li><a href=\"#magisches-dreieck\" style=\"text-decoration:none;color:#1a5276;\">The Magic Triangle of business model innovation<\/a><\/li>\n<li><a href=\"#methodik\" style=\"text-decoration:none;color:#1a5276;\">BMN methodology: A new business model in 4 steps<\/a><\/li>\n<li><a href=\"#beispiele\" style=\"text-decoration:none;color:#1a5276;\">Pattern transfer in practice<\/a><\/li>\n<li><a href=\"#vergleich\" style=\"text-decoration:none;color:#1a5276;\">Business Model Navigator vs. Business Model Canvas<\/a><\/li>\n<li><a href=\"#kmu\" style=\"text-decoration:none;color:#1a5276;\">Business Model Navigator for SMEs<\/a><\/li>\n<li><a href=\"#faq\" style=\"text-decoration:none;color:#1a5276;\">Frequently asked questions about the Business Model Navigator<\/a><\/li>\n<li><a href=\"#verwandte-glossar-begriffe\" style=\"text-decoration:none;color:#1a5276;\">Related glossary terms<\/a><\/li>\n<\/ol>\n<\/nav>\n<h2 id=\"definition\">What is the Business Model Navigator?<\/h2>\n<p>The Business Model Navigator (BMN) was developed by Prof. Oliver Gassmann, Karolin Frankenberger, and Michaela Csik at the University of St. Gallen and published in 2014. The key insight from their research: Around 90% of all <a href=\"\/glossar\/geschaeftsmodell-innovation\/\" style=\"color:#1a5276;text-decoration:none;\">business model innovations<\/a> are based on recombining just 55 recurring patterns. <\/p>\n<p>This means you do not have to reinvent the wheel. The world\u2019s most successful business models\u2014from Apple and Amazon to Airbnb\u2014are based on established patterns that have been creatively transferred to new contexts. The Business Model Navigator makes this process systematic and accessible.  <\/p>\n<p>Compared to the <a href=\"https:\/\/pointofnew.at\/en\/glossary\/business-model-canvas\/\">Business Model Canvas<\/a>, which describes an existing business model, the BMN is a generative tool: it actively helps invent new <a href=\"https:\/\/pointofnew.at\/en\/glossary\/business-model-patterns\/\">business model patterns<\/a>.<\/p>\n<h2 id=\"55muster\">The 55 business model patterns<\/h2>\n<p>The 55 patterns cover the full spectrum of known business model innovations. Some of the best known include: <\/p>\n<table style=\"width:100%;border-collapse:collapse;margin:1rem 0;\">\n<thead>\n<tr style=\"background:#f1f5f9;\">\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\">Pattern<\/th>\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\">Description<\/th>\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\">Example<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\"><a href=\"https:\/\/pointofnew.at\/en\/glossary\/freemium-model\/\">Freemium<\/a><\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Basic version free, premium for a fee<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Spotify, LinkedIn<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\"><a href=\"https:\/\/pointofnew.at\/en\/glossary\/subscription-model\/\">Subscription<\/a><\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Regular payments instead of a one-time purchase<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Netflix, SaaS<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\"><a href=\"https:\/\/pointofnew.at\/en\/glossary\/platform-business-model\/\">Two-Sided Market<\/a><\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Platform connects two user groups<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Airbnb, Uber<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Razor and Blade<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Inexpensive base product, expensive consumables<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Nespresso, Printers<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Pay Per Use<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Payment only for actual use<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Car Sharing, Cloud<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\"><a href=\"https:\/\/pointofnew.at\/en\/glossary\/open-innovation\/\">Open Business<\/a><\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Value creation through external contributions<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Wikipedia, Linux<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Long Tail<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Many niche products instead of a few bestsellers<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Amazon, Netflix<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">White Label<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Product sold under another brand<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Private labels in retail<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 id=\"magisches-dreieck\">The Magic Triangle of business model innovation<\/h2>\n<p>The BMN structures every business model across four central dimensions \u2013 the &#8220;Magic Triangle&#8221;:<\/p>\n<ul>\n<li><strong>Who? (Customer):<\/strong> Who are the target customers? Which <a href=\"https:\/\/pointofnew.at\/en\/glossary\/buyer-persona\/\">buyer personas<\/a> are addressed? <\/li>\n<li><strong>What? (Value proposition):<\/strong> What is offered to the customer? Which <a href=\"https:\/\/pointofnew.at\/en\/glossary\/value-proposition\/\">value proposition<\/a> is delivered? <\/li>\n<li><strong>How? (Value chain):<\/strong> How is the offering created and delivered? Which <a href=\"https:\/\/pointofnew.at\/en\/glossary\/value-chain\/\">value chain<\/a> and partners are required? <\/li>\n<li><strong>Why? (Revenue mechanics):<\/strong> Why is the business model profitable? Which <a href=\"https:\/\/pointofnew.at\/en\/glossary\/revenue-model\/\">revenue model<\/a> and cost structure underpin it? <\/li>\n<\/ul>\n<p>Innovation emerges when at least two of these four dimensions are changed. This distinguishes true <a href=\"\/glossar\/geschaeftsmodell-innovation\/\" style=\"color:#1a5276;text-decoration:none;\">business model innovation<\/a> from mere product improvement. <\/p>\n<h2 id=\"methodik\">BMN methodology: A new business model in 4 steps<\/h2>\n<ol>\n<li><strong>Initiation:<\/strong> Describe the current business model using the Magic Triangle. Identify dominant industry logic \u2013 which assumptions are considered &#8220;laws of nature&#8221; in your industry? <\/li>\n<li><strong>Ideation:<\/strong> Use the 55 patterns as inspiration: Which patterns from other industries could be transferred to your context? Systematically explore them in <a href=\"https:\/\/pointofnew.at\/en\/glossary\/innovation-workshop\/\">innovation workshops<\/a>. <\/li>\n<li><strong>Integration:<\/strong> Combine promising pattern combinations into a coherent business model. Detail it with the <a href=\"https:\/\/pointofnew.at\/en\/glossary\/business-model-canvas\/\">Business Model Canvas<\/a>. <\/li>\n<li><strong>Implementation:<\/strong> Validate the new model using <a href=\"https:\/\/pointofnew.at\/en\/glossary\/lean-startup\/\">Lean Startup<\/a> methodology, seek <a href=\"https:\/\/pointofnew.at\/en\/glossary\/product-market-fit\/\">product-market fit<\/a>, and implement it step by step.<\/li>\n<\/ol>\n<h2 id=\"beispiele\">Pattern transfer in practice<\/h2>\n<p>The power of the BMN lies in cross-industry transfer:<\/p>\n<ul>\n<li><strong>Rolls Royce \u2192 Software:<\/strong> &#8220;Power by the Hour&#8221; (Pay per Use for aircraft engines) \u2192 SaaS <a href=\"https:\/\/pointofnew.at\/en\/glossary\/subscription-model\/\">subscription models<\/a><\/li>\n<li><strong>Gillette \u2192 Printers:<\/strong> &#8220;Razor and Blade&#8221; (inexpensive razor, expensive blades) \u2192 inexpensive printer, expensive ink cartridges<\/li>\n<li><strong>Airbnb \u2192 Machinery:<\/strong> &#8220;Two-Sided Market&#8221; (apartment rental) \u2192 machine-sharing platforms for <a href=\"https:\/\/pointofnew.at\/en\/glossary\/industry-4-0\/\">Industry 4.0<\/a><\/li>\n<li><strong>Spotify \u2192 Mechanical Engineering:<\/strong> &#8220;Freemium + Subscription&#8221; (music streaming) \u2192 Equipment-as-a-Service (<a href=\"https:\/\/pointofnew.at\/en\/glossary\/servitization-as-a-service-models\/\">Servitization<\/a>)<\/li>\n<\/ul>\n<h2 id=\"vergleich\">Business Model Navigator vs. Business Model Canvas<\/h2>\n<table style=\"width:100%;border-collapse:collapse;margin:1rem 0;\">\n<thead>\n<tr style=\"background:#f1f5f9;\">\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\">Criterion<\/th>\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\"><a href=\"https:\/\/pointofnew.at\/en\/glossary\/business-model-canvas\/\">Business Model Canvas<\/a><\/th>\n<th style=\"padding:0.75rem;text-align:left;border:1px solid #e2e8f0;\">Business Model Navigator<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Function<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Description<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Generation\/Inspiration<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Question<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">What does our BM look like?<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Which BM could we use?<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Approach<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Fill in 9 building blocks<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">55 patterns as inspiration<\/td>\n<\/tr>\n<tr>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Application<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Analysis, Communication<\/td>\n<td style=\"padding:0.75rem;border:1px solid #e2e8f0;\">Ideation, Innovation<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>In practice, both tools complement each other ideally: the BMN generates ideas, and the BMC structures and details them.<\/p>\n<h2 id=\"kmu\">Business Model Navigator for SMEs<\/h2>\n<p>For Austrian SMEs, the BMN offers a particularly low-threshold entry into <a href=\"\/glossar\/geschaeftsmodell-innovation\/\" style=\"color:#1a5276;text-decoration:none;\">business model innovation<\/a>:<\/p>\n<ul>\n<li><strong>Inspiration instead of invention:<\/strong> You do not have to invent something radically new\u2014you can combine and transfer intelligently.<\/li>\n<li><strong>Workshop format:<\/strong> In a half-day <a href=\"https:\/\/pointofnew.at\/en\/glossary\/innovation-workshop\/\">innovation workshop<\/a>, you can apply 10\u201315 patterns to your industry and generate 5\u201310 new business model ideas.<\/li>\n<li><strong>Industry transfer:<\/strong> What is revolutionary in one industry can be standard in yours\u2014and vice versa. Looking beyond your own horizon is key. <\/li>\n<li><strong>Validation:<\/strong> Test promising pattern combinations in the market using <a href=\"https:\/\/pointofnew.at\/en\/glossary\/lean-startup\/\">Lean Startup<\/a> methodology.<\/li>\n<\/ul>\n<p><a href=\"https:\/\/pointofnew.at\/en\/glossary\/innovation-consulting\/\">Innovation consulting<\/a> and <a href=\"https:\/\/pointofnew.at\/en\/glossary\/innovation-coaching\/\">innovation coaching<\/a> help facilitate the BMN process and translate the results into actionable strategies.<\/p>\n<div style=\"background:linear-gradient(135deg,#1e3a5f,#2563eb);color:#fff;padding:2rem;border-radius:12px;margin:2rem 0;text-align:center;\">\n<h3 style=\"color:#fff;margin-top:0;\">Develop new business models systematically<\/h3>\n<p style=\"font-size:1.1rem;\">With the Business Model Navigator and 55 proven patterns, we work with you to develop innovative business model ideas for your company\u2014in a compact workshop format.<\/p>\n<p><a href=\"https:\/\/pointofnew.at\/en\/business-model-innovation-services\/\" style=\"display:inline-block;background:#fff;color:#1e3a5f;padding:0.75rem 2rem;border-radius:8px;text-decoration:none;font-weight:600;margin-top:0.5rem;\">Book a BMN workshop now \u2192<\/a>\n<\/div>\n<div itemscope=\"\" itemtype=\"https:\/\/schema.org\/FAQPage\">\n<h2 id=\"faq\">Frequently Asked Questions (FAQ)<\/h2>\n<details itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\" style=\"background:#eaecee;border-radius:8px;margin-bottom:0.75rem;overflow:hidden;\">\n<summary itemprop=\"name\" style=\"padding:1rem 1.2rem;font-weight:600;cursor:pointer;color:#2c3e50;\">Do I need to know all 55 patterns to use the BMN?<\/summary>\n<div itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\" style=\"padding:0 1.2rem 1rem;color:#2c3e50;\">\n<div itemprop=\"text\" style=\"margin-top:0.75rem;\">\n<p>No. In practice, most teams work with a selection of 10\u201315 patterns that are particularly relevant to their industry and situation. An experienced facilitator or consultant helps select the right patterns and run the workshop efficiently.  <\/p>\n<\/div>\n<\/div>\n<\/details>\n<details itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\" style=\"background:#eaecee;border-radius:8px;margin-bottom:0.75rem;overflow:hidden;\">\n<summary itemprop=\"name\" style=\"padding:1rem 1.2rem;font-weight:600;cursor:pointer;color:#2c3e50;\">How is the BMN different from brainstorming?<\/summary>\n<div itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\" style=\"padding:0 1.2rem 1rem;color:#2c3e50;\">\n<div itemprop=\"text\" style=\"margin-top:0.75rem;\">\n<p>Brainstorming is unstructured and often produces superficial ideas. The BMN is structured and pattern-based: it gives the creative process direction by using proven business model patterns as thinking prompts. The result: more consistent, more actionable business model ideas instead of loose notions.  <\/p>\n<\/div>\n<\/div>\n<\/details>\n<details itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\" style=\"background:#eaecee;border-radius:8px;margin-bottom:0.75rem;overflow:hidden;\">\n<summary itemprop=\"name\" style=\"padding:1rem 1.2rem;font-weight:600;cursor:pointer;color:#2c3e50;\">Can I combine multiple patterns?<\/summary>\n<div itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\" style=\"padding:0 1.2rem 1rem;color:#2c3e50;\">\n<div itemprop=\"text\" style=\"margin-top:0.75rem;\">\n<p>Yes\u2014and that is exactly the key. The most innovative business models typically combine 2\u20134 patterns. Apple, for example, combines Razor and Blade (low-cost iPhone, expensive App Store), lock-in (Apple ecosystem), and experience selling (Apple Store). The art lies in a coherent combination.   <\/p>\n<\/div>\n<\/div>\n<\/details>\n<details itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\" style=\"background:#eaecee;border-radius:8px;margin-bottom:0.75rem;overflow:hidden;\">\n<summary itemprop=\"name\" style=\"padding:1rem 1.2rem;font-weight:600;cursor:pointer;color:#2c3e50;\">Is the BMN available as a card set or tool?<\/summary>\n<div itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\" style=\"padding:0 1.2rem 1rem;color:#2c3e50;\">\n<div itemprop=\"text\" style=\"margin-top:0.75rem;\">\n<p>Yes. The University of St. Gallen offers the 55 patterns as a card set (BMI Pattern Cards) \u2013 ideal for workshop settings. Additionally, there are digital tools and apps that support the BMN process. The book &#8220;The Business Model Navigator&#8221; (Gassmann, Frankenberger, Csik) provides the theoretical foundation and numerous practical examples.   <\/p>\n<\/div>\n<\/div>\n<\/details>\n<details style=\"background:#eaecee;border-radius:8px;padding:0;margin-bottom:0.75rem;\">\n<summary style=\"padding:1rem 1.2rem;font-weight:600;cursor:pointer;color:#2c3e50;list-style:none;\">How do I apply the Business Model Navigator in practice?<\/summary>\n<div style=\"padding:0 1.2rem 1rem 1.2rem;\">Start by analyzing your current business model, then systematically explore patterns that could work in your industry \u2013 even from unrelated sectors. Run a half-day workshop with cross-functional teams, select 3-5 promising patterns, and create rough prototypes. Companies like Hilti successfully combined &#39;subscription&#39; and &#39;performance-based contracting&#39; patterns to transform from selling tools to offering tool fleet management services.<\/div>\n<\/details>\n<\/div>\n<h2>Related Terms<\/h2>\n<div style=\"display:flex;flex-wrap:wrap;gap:0.5rem;margin-top:0.5rem;\">\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"https:\/\/pointofnew.at\/en\/glossary\/innovation-management\/\">Innovation Management<\/a><br \/>\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"https:\/\/pointofnew.at\/en\/glossary\/design-thinking\/\">Design Thinking<\/a><br \/>\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"\/en\/glossary\/business-model-innovation\/\">Business Model Innovation<\/a><br \/>\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"https:\/\/pointofnew.at\/en\/glossary\/digital-transformation\/\">Digital Transformation<\/a><br \/>\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"https:\/\/pointofnew.at\/en\/glossary\/lean-startup\/\">Lean Startup<\/a><br \/>\n<a style=\"display:inline-block;background:white;border:1px solid #d5d8dc;border-radius:20px;padding:0.4rem 1rem;margin:0.3rem;color:#1a5276;text-decoration:none;font-size:0.95em;\" href=\"https:\/\/pointofnew.at\/en\/glossary\/change-management\/\">Change Management<\/a>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>In brief: The Business Model Navigator is a framework developed at the University of St. Gallen that identifies 55 recurring business model patterns. It helps companies systematically develop new business&hellip;<\/p>\n","protected":false},"author":1,"featured_media":24529,"parent":25140,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-25688","page","type-page","status-publish","has-post-thumbnail","hentry"],"featured_image_src":"https:\/\/pointofnew.at\/wp-content\/uploads\/2025\/07\/Point-of-New-Business-Model-Innovation-Benedikt-Hasibeder-scaled.png","_links":{"self":[{"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/pages\/25688","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/comments?post=25688"}],"version-history":[{"count":10,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/pages\/25688\/revisions"}],"predecessor-version":[{"id":28073,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/pages\/25688\/revisions\/28073"}],"up":[{"embeddable":true,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/pages\/25140"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/media\/24529"}],"wp:attachment":[{"href":"https:\/\/pointofnew.at\/en\/wp-json\/wp\/v2\/media?parent=25688"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}