{"id":8488,"date":"2018-04-30T17:19:24","date_gmt":"2018-04-30T21:19:24","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/"},"modified":"2018-04-30T17:53:08","modified_gmt":"2018-04-30T21:53:08","slug":"target-transforms-for-the-digital-age","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/","title":{"rendered":"Target Transforms for the Digital Age"},"content":{"rendered":"

As is the case for most retailers that built their brand in brick-and-mortar stores, the past decade has solicited some soul searching for Target.\u00a0 The company achieved Fortune 50 status (rising as high as number 23 in 2004[i]<\/a>) thanks to its cheap chic merchandise (garnering the nickname \u201cTar-zhay\u201d) and cheerful stores.\u00a0 But the shifting retail landscape has raised doubts about Target\u2019s ability to maintain its position as an industry leader.<\/p>\n

Many of the challenges that Target faces today stem from the fact that they were slow to recognize and embrace the e-commerce trend.\u00a0 In fact, Target\u2019s website and fulfillment operations were managed by Amazon from 2003 to 2011, meaning that Amazon earned a commission on Target.com sales.[ii]<\/a>\u00a0 Outsourcing those activities for so long demonstrates that Target initially viewed e-commerce as merely an ancillary service that they had to offer, not one that was worthy of significant investment.\u00a0 Unsurprisingly, once Target finally brought its website operations in-house in the fall of 2011 they had a lot of catching up to do.\u00a0 Case in point: the website crashed twice in a six-week span shortly after Target began managing it internally.[iii]<\/a><\/p>\n

While Target\u2019s late arrival to the e-commerce party granted their rivals a head start, there were and still are opportunities for them to thrive in the age of digital transformation.\u00a0 As we saw in the JD.com case, the future of retail likely isn\u2019t exclusively e-commerce.\u00a0 Rather, the future is likely to resemble JD\u2019s vision of \u201cboundaryless retail\u201d in which consumers shop seamlessly across online and offline channels.[iv]<\/a>\u00a0 Target\u2019s existing offline infrastructure of nearly 2,000 stores throughout the U.S. positioned them to succeed in that boundaryless retail world if they could find ways to seamlessly integrate digital experiences.<\/p>\n

Any discussion of what Target must do to succeed from today forward must start by acknowledging all that they\u2019ve done since taking on their website operations from Amazon in 2011, because they have achieved a lot since then.\u00a0 Beyond the fundamental task of improving website performance, one of Target\u2019s most significant changes has been modernizing its supply chain by integrating its store and digital inventories and developing capabilities to fulfill online orders from stores.\u00a0 For example, customers can choose to place an order online and pick up the items at their local store.\u00a0 Additionally, several hundred stores are now serving as miniature fulfillment centers, shipping hundreds of orders per day to guests\u2019 homes.\u00a0 This means that an item that used to ship to a guest from a fulfillment center located across the country can instead ship from a store across town.\u00a0 This reduces shipping costs, improves delivery speed, and allows the company to fulfill orders even when the fulfillment center is out of stock.\u00a0 These new fulfillment capabilities are already having a massive impact: 70% of Target\u2019s order volume during November\/December 2017 was fulfilled from stores.[v]<\/a><\/p>\n

Recently, Target has been taking its fulfillment capabilities further with several new initiatives.\u00a0 They\u2019re rolling out a \u201cDrive Up\u201d service in which customers\u2019 online orders are brought outside and loaded into their car by employees in a process that takes only about three minutes.[vi]<\/a>\u00a0 That\u2019s a convenience that Amazon can\u2019t offer today (although their Whole Foods acquisition could change that).\u00a0 Target also recently acquired Shipt, a delivery service company, and is using them to roll out a same-day delivery service to compete with Amazon\u2019s Prime Now.[vii]<\/a>\u00a0 Again, Target\u2019s physical footprint is a key asset in enabling them to quickly roll out that type of service.<\/p>\n

\"\"<\/a>
Parking spots designated for Drive Up service<\/strong>\u00a0 http:\/\/www.startribune.com\/analyst-gives-target-s-drive-up-service-in-twin-cities-a-thumbs-up\/476590863\/<\/em><\/figcaption><\/figure>\n

Target is also rethinking the in-store experience for the digital age.\u00a0 The company remodeled over 100 stores in 2017 and will spend billions of dollars remodeling 500 more in 2018 and 2019 with the ambitious goal of providing a shopping experience that is both more convenient and more inspiring.[viii]<\/a>\u00a0 They\u2019re also rolling out more small-format stores in cities and college campuses[ix]<\/a>, providing convenient locations for both grab-and-go shopping and picking up digital orders.\u00a0 Having physical locations in these densely populated areas should allow them to attract younger, more digitally savvy customers.\u00a0 Additionally, Target has been busy improving its app to enhance instore experiences.\u00a0 Their new wallet feature allows customers to complete a payment that incorporates their credit card, coupons, and gift cards all in a single scan, enabling a checkout experience that is four times faster.[x]<\/a> \u00a0And next they\u2019re planning to roll out functionality that will use Bluetooth-powered Beacons to provide a real-time map of the store on the customers\u2019 app.[xi]<\/a>\u00a0 The map will guide customers to specific items and point them towards deals in the nearby aisles.[xii]<\/a>\u00a0 These types of investments demonstrate that digital innovation in retail extends well beyond e-commerce.<\/p>\n

\"\"<\/a>
Visual of Target wallet app<\/strong> https:\/\/www.cnet.com\/news\/target-adds-in-store-mobile-wallet-payment-system-to-app\/<\/figcaption><\/figure>\n

Target has been rewarded for this transformation with strong digital results.\u00a0 The company has achieved at least 25% sales growth in the digital channel in each of the past four years.[xiii]<\/a>\u00a0 Digital still makes up a small portion of total revenue \u2013 it was 4.3% of their total sales in Q2 2017[xiv]<\/a> and 8.2% of the total in Q4 2017[xv]<\/a>.\u00a0 But in an industry in which an extra 1% of overall growth can be the difference between a strong year and a disappointment, 25% growth on even a small portion of the business is significant.\u00a0 The company has also found that customers that shop in both stores and digital channels drive significantly more revenue and profit than other customers[xvi]<\/a>, further demonstrating the value of creating an environment that allows customers to shop seamlessly across all channels.<\/p>\n

One of the challenges that faces Target now is managing profitability.\u00a0 It should come as no surprise that the ambitious digital agenda that I\u2019ve described briefly in this post has been very expensive to execute, as evidenced by their Q4 earnings report.\u00a0 Despite beating sales expectations, Target fell slightly short of EPS estimates, causing its share price to drop.[xvii]<\/a><\/p>\n

Overall, I think Target is taking the right approach regarding spending on digital capabilities.\u00a0 They\u2019ve done an admiral job working to catch up after their slow start in digital.\u00a0 Pinching pennies to hit short-term targets could slow their progress once again.\u00a0 That said, I do sometimes worry that Target is trying to match Amazon on every conceivable dimension, which could be a mistake.\u00a0 I view Target and Amazon as being horizontally differentiated retailers, meaning that even if they sold goods for the same price some customers would prefer the experience of shopping with one company and some would prefer the other.\u00a0 Given that market condition, I think it\u2019s important that Target prioritize investment towards the things that their customers value most.\u00a0 For example, investment in new in-store digital experiences, fulfillment capabilities that allow customers to purchase store inventory digitally, and unique owned brands all seem like things that could differentiate Target and keep customers coming back.\u00a0 Conversely, I don\u2019t know that I see Target getting so good at same-day delivery that they\u2019ll be able to differentiate themselves from Amazon on that dimension.\u00a0 Thus, when prioritizing investments that might be one where I would be willing to invest less aggressively.\u00a0 I certainly wouldn\u2019t want them to get so caught up in the race to match Amazon on every single fulfillment service that they invest less in something like the development of unique owned brands, an investment that may seem less sexy because it was part of the strategy long before the digital age but one that remains a significant source of differentiation.<\/p>\n

Organizationally, while it seems clear that Target\u2019s top executives are fully committed to the importance of digital transformation, they could still face some challenges in making sure that employees whose responsibilities span both stores and digital sales channels are motivated to invest sufficient time\/effort into digital initiatives.\u00a0 For example, if an employee oversees merchandising for a product category for which only 4% of total sales currently come from digital, how are they likely to allocate their efforts between trying to grow that sliver of digital sales vs. focusing on the massive sales volume coming from stores?\u00a0 It seems like there would be short-term incentive to focus primarily on store sales.\u00a0 But if all merchants took that approach the company\u2019s future growth could be stifled.\u00a0 I\u2019m not sure how the company\u2019s incentive packages are structured for such employees, but one suggestion would be to tie a certain portion of the employee\u2019s bonus directly to digital results (rather than just total category results across all channels) to reduce short-term incentives to neglect digital.\u00a0 Some might argue that you could also achieve this goal by assigning separate employees to oversee store vs. digital activities for each product category.\u00a0 However, I think increasing channel silos would make it even more difficult to achieve the seamless omni-channel experience that customers increasingly expect from retailers.<\/p>\n

Target has come to embrace digital transformation, and the company\u2019s future is much more promising because of that shift.\u00a0 Target\u2019s former Chief Digital Officer Jason Goldberger liked to say, \u201cTarget.com is not going to beat Amazon.com. Target is going to beat Amazon.com.\u201d[xviii]<\/a>\u00a0 While I don\u2019t think any retailer is positioned to \u201cbeat\u201d Amazon, I do agree that by fully leveraging its physical assets in coordination with new digital capabilities Target is positioning itself to remain a retail force for years to come.\u00a0 Long live Tar-zhay!<\/p>\n

 <\/p>\n

BONUS CONTENT<\/p>\n

This recent article contains some insightful quotes from Target’s CEO Brian Cornell and COO John Mulligan that exemplify how they think about the role of physical stores in the digital age:\u00a0https:\/\/diginomica.com\/2018\/03\/07\/loving-store-puts-digital-transformation-target-looking-cybermonday-bullseye-year\/<\/a><\/p>\n

This CNBC video covers some of the investor concerns in regards to Target’s expense levels in their Q4 earnings report:\u00a0https:\/\/www.cnbc.com\/video\/2018\/03\/06\/targets-revamp-sparks-concern-over-costs.html<\/a><\/p>\n

 <\/p>\n

[i]<\/a> http:\/\/fortune.com\/fortune500\/target\/<\/a><\/p>\n

[ii]<\/a> http:\/\/fortune.com\/2015\/05\/28\/target-amazon-thanks\/<\/a><\/p>\n

[iii]<\/a> https:\/\/www.reuters.com\/article\/us-target\/target-website-crashes-for-second-time-in-six-weeks-idUSTRE79O6XJ20111025<\/a><\/p>\n

[iv]<\/a> Zhu, Feng and Shirley Sun. JD: Envisioning the Future of Retail. 性视界 Business School Publishing. 9 April 2018.<\/p>\n

[v]<\/a> https:\/\/corporate.target.com\/article\/2018\/01\/brian-cornell-holiday-2017-update<\/a><\/p>\n

[vi]<\/a> http:\/\/www.startribune.com\/analyst-gives-target-s-drive-up-service-in-twin-cities-a-thumbs-up\/476590863\/<\/a><\/p>\n

[vii]<\/a> http:\/\/m.startribune.com\/target-will-roll-out-same-day-delivery-in-twin-cities-next-month-as-it-faces-off-with-amazon\/473666723\/<\/a><\/p>\n

[viii]<\/a> https:\/\/corporate.target.com\/article\/2017\/03\/reimagined-target-stores<\/a><\/p>\n

[ix]<\/a> Ibid.<\/p>\n

[x]<\/a> https:\/\/www.engadget.com\/amp\/2017\/12\/04\/targets-app-pairs-coupons-credit-card-faster-checkout\/<\/a><\/p>\n

[xi]<\/a> https:\/\/www.engadget.com\/2017\/09\/20\/target-app-will-guide-you-to-items\/<\/a><\/p>\n

[xii]<\/a> Ibid.<\/p>\n

[xiii]<\/a> https:\/\/www.cnbc.com\/2018\/03\/06\/target-q4-earnings-2017.html<\/a><\/p>\n

[xiv]<\/a> https:\/\/www.digitalcommerce360.com\/2017\/08\/16\/target-rings-700-million-online-sales-q2\/<\/a><\/p>\n

[xv]<\/a> https:\/\/www.cnbc.com\/2018\/03\/06\/target-q4-earnings-2017.html<\/a><\/p>\n

[xvi]<\/a> http:\/\/fortune.com\/2015\/05\/28\/target-amazon-thanks\/<\/a><\/p>\n

[xvii]<\/a> Ibid.<\/p>\n

[xviii]<\/a> https:\/\/www.chainstoreage.com\/article\/how-target-can-beat-amazon\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Target was slow to get on the e-commerce bandwagon. The retailer has spent the past several years working feverishly to catch up, in part by leveraging the value of its physical assets.<\/p>\n","protected":false},"author":2340,"featured_media":8489,"comment_status":"open","ping_status":"closed","template":"","categories":[342,647,962],"class_list":["post-8488","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-digital-transformation","category-retail","category-target","hck-taxonomy-organization-target","hck-taxonomy-industry-retail","hck-taxonomy-country-united-states"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-digit\/assignment\/driving-digital-transformation\/","yoast_head":"\nTarget Transforms for the Digital Age - Digital Innovation and Transformation<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Target Transforms for the Digital Age - Digital Innovation and Transformation\" \/>\n<meta property=\"og:description\" content=\"Target was slow to get on the e-commerce bandwagon. The retailer has spent the past several years working feverishly to catch up, in part by leveraging the value of its physical assets.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/\" \/>\n<meta property=\"og:site_name\" content=\"Digital Innovation and Transformation\" \/>\n<meta property=\"article:modified_time\" content=\"2018-04-30T21:53:08+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/d3.harvard.edu\/platform-digit\/wp-content\/uploads\/sites\/2\/2018\/04\/bullseye.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"283\" \/>\n\t<meta property=\"og:image:height\" content=\"178\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/\",\"url\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/\",\"name\":\"Target Transforms for the Digital Age - Digital Innovation and Transformation\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/wp-content\\\/uploads\\\/sites\\\/2\\\/2018\\\/04\\\/bullseye.jpg\",\"datePublished\":\"2018-04-30T21:19:24+00:00\",\"dateModified\":\"2018-04-30T21:53:08+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/#primaryimage\",\"url\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/wp-content\\\/uploads\\\/sites\\\/2\\\/2018\\\/04\\\/bullseye.jpg\",\"contentUrl\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/wp-content\\\/uploads\\\/sites\\\/2\\\/2018\\\/04\\\/bullseye.jpg\",\"width\":283,\"height\":178},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/target-transforms-for-the-digital-age\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Submissions\",\"item\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/submission\\\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Target Transforms for the Digital Age\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/#website\",\"url\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/\",\"name\":\"Digital Innovation and Transformation\",\"description\":\"MBA Student Perspectives\",\"potentialAction\":[{\"@type\":\"性视界Action\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/d3.harvard.edu\\\/platform-digit\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Target Transforms for the Digital Age - Digital Innovation and Transformation","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/","og_locale":"en_US","og_type":"article","og_title":"Target Transforms for the Digital Age - Digital Innovation and Transformation","og_description":"Target was slow to get on the e-commerce bandwagon. The retailer has spent the past several years working feverishly to catch up, in part by leveraging the value of its physical assets.","og_url":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/","og_site_name":"Digital Innovation and Transformation","article_modified_time":"2018-04-30T21:53:08+00:00","og_image":[{"width":283,"height":178,"url":"https:\/\/d3.harvard.edu\/platform-digit\/wp-content\/uploads\/sites\/2\/2018\/04\/bullseye.jpg","type":"image\/jpeg"}],"twitter_card":"summary_large_image","twitter_misc":{"Est. reading time":"9 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/","url":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/","name":"Target Transforms for the Digital Age - Digital Innovation and Transformation","isPartOf":{"@id":"https:\/\/d3.harvard.edu\/platform-digit\/#website"},"primaryImageOfPage":{"@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/#primaryimage"},"image":{"@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/#primaryimage"},"thumbnailUrl":"https:\/\/d3.harvard.edu\/platform-digit\/wp-content\/uploads\/sites\/2\/2018\/04\/bullseye.jpg","datePublished":"2018-04-30T21:19:24+00:00","dateModified":"2018-04-30T21:53:08+00:00","breadcrumb":{"@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/#primaryimage","url":"https:\/\/d3.harvard.edu\/platform-digit\/wp-content\/uploads\/sites\/2\/2018\/04\/bullseye.jpg","contentUrl":"https:\/\/d3.harvard.edu\/platform-digit\/wp-content\/uploads\/sites\/2\/2018\/04\/bullseye.jpg","width":283,"height":178},{"@type":"BreadcrumbList","@id":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/target-transforms-for-the-digital-age\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/d3.harvard.edu\/platform-digit\/"},{"@type":"ListItem","position":2,"name":"Submissions","item":"https:\/\/d3.harvard.edu\/platform-digit\/submission\/"},{"@type":"ListItem","position":3,"name":"Target Transforms for the Digital Age"}]},{"@type":"WebSite","@id":"https:\/\/d3.harvard.edu\/platform-digit\/#website","url":"https:\/\/d3.harvard.edu\/platform-digit\/","name":"Digital Innovation and Transformation","description":"MBA Student Perspectives","potentialAction":[{"@type":"性视界Action","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/d3.harvard.edu\/platform-digit\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"}]}},"_links":{"self":[{"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/hck-submission\/8488","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/hck-submission"}],"about":[{"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/types\/hck-submission"}],"author":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/users\/2340"}],"replies":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/comments?post=8488"}],"version-history":[{"count":0,"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/hck-submission\/8488\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/media\/8489"}],"wp:attachment":[{"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/media?parent=8488"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-digit\/wp-json\/wp\/v2\/categories?post=8488"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}