{"id":12024,"date":"2018-11-01T17:31:54","date_gmt":"2018-11-01T17:31:54","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/?post_type=chapter&#038;p=12024"},"modified":"2024-05-07T16:29:31","modified_gmt":"2024-05-07T16:29:31","slug":"types-of-entrepreneurs","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/chapter\/types-of-entrepreneurs\/","title":{"raw":"Types of Entrepreneurs","rendered":"Types of Entrepreneurs"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss the different types of people who become entrepreneurs<\/li>\r\n<\/ul>\r\n<\/div>\r\nHow do we begin to understand entrepreneurship and entrepreneurs? Entrepreneurs can be categorized by a number of dimensions, including the size and scalability of the business, the form of business, whether a business is home-based, brick &amp; mortar, or online, and other dimensions.\r\n\r\nIt\u2019s tempting (and, quite frankly, comforting) to believe that a successful entrepreneurial game plan can be used by another entrepreneur with similar success. The problem with this logic is that it assumes that all entrepreneurs are essentially the same. Clearly, that\u2019s not the case. In working with a number of start-ups, \u201cEntrepreneurial DNA\u201d author Joe Abraham realized that although entrepreneurs share common traits, they have distinctly different personalities, and to be successful, the strategy has to match the person. Abraham found that entrepreneurs exhibit one of four distinct types of \"entrepreneurial DNA,\u201d each with its own strengths, weaknesses, and characteristics. In presenting his concept in a TED Talk, Abraham proposed thinking of the DNA types as \u201cpresets on your radio.\u201d Each button is associated with a set of predisposed behaviors and decision-making matrix. And for each preset, there\u2019s a different path to market.\r\n\r\nAbraham translated this insight into the BOSI Framework, with four entrepreneurial DNAs: Builder, Opportunist, Specialist, and Innovator.\r\n<h2>Builders<\/h2>\r\nA <strong>builder<\/strong> is, as one would expect, focused on scaling the business quickly. They tend to be serial entrepreneurs, perpetually building and selling businesses, often in completely unrelated industries. To a builder, success is measured in infrastructure terms\u2014for example, office square footage and size of payroll. Builders tend to excel at attracting talent, investors, and customers, but can exhibit a Dr. Jekyll and Mr. Hyde behavior that results in high turnover. As Abraham notes, \u201cif you look back on their history, you see a wake of dead bodies: key employees, spouses, children.\u201d\r\n\r\nBrothers Jeff and Rich Sloan are a good example of builders, having turned numerous improbable ideas into successful companies. Over the past 20-plus years, they have renovated houses, owned a horse breeding and marketing business, invented a device to prevent car batteries from dying, and so on. Their latest venture, a multimedia company called StartupNation, helps individuals realize their entrepreneurial dreams. And the brothers know what company they want to start next: yours.[footnote]\u201cAbout StartupNation,\u201d <a href=\"https:\/\/startupnation.com\" target=\"_blank\" rel=\"noopener\">https:\/\/startupnation.com<\/a>, accessed February 1, 2018; Jim Morrison, \u201cEntrepreneurs,\u201d American Way Magazine, October 15, 2005, p. 94.[\/footnote]\r\n<h2>Opportunists<\/h2>\r\nAn <strong>opportunist<\/strong> measures success in financial terms and is always scanning for the next money-making opportunity. Opportunists tend to be impulsive decision makers\u2014for better or worse.\r\n\r\nJeff Bezos recognized that with Internet technology, he could compete with large chains of traditional book retailers. Bezos\u2019s goal was to build his company into a high-growth enterprise\u2014and he chose a name that reflected his strategy: Amazon.com. Once his company succeeded in the book sector, Bezos applied his online retailing model to other product lines, from toys and house and garden items to tools, apparel, music, and services. In partnership with other retailers, Bezos is well on his way to making Amazon\u2019s vision \u201cto be Earth\u2019s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online\u201d\u2014a reality.[footnote]Barbara Farfan, \u201cAmazon.com\u2019s Mission Statement\u201d, The Balance. April 15, 2018, <a href=\"https:\/\/www.thebalance.com\/amazon-mission-statement-4068548\" target=\"_blank\" rel=\"noopener\">https:\/\/www.thebalance.com\/amazon-mission-statement-4068548<\/a>.[\/footnote]\r\n<h2>Specialists<\/h2>\r\n<strong>Specialists<\/strong> are experts (e.g., accountants, doctors, lawyers) who generally spend their careers in one industry. They measure success based on their personal income. With an aversion to selling, their primary weakness is demand generation.\r\n\r\nSarah Levy loved her job as a restaurant pastry chef, but not the low pay, high stress, and long hours of a commercial kitchen. So she found a new one\u2014in her parents\u2019 home\u2014and launched Sarah\u2019s Pastries and Candies.[footnote]Martha Irvine, \u201cMore 20-Somethings Are Blazing Own Paths in Business,\u201d San Diego Union-Tribune, November 22, 2004, p. C6.[\/footnote] In 2011, she rebranded her company as\u00a0S. Levy Foods, expanding beyond her pastry focus. She now has five operating restaurants in airports across the United States where she seeks to bring \"real food\" to those traveling.[footnote]S. Levy Foods, \u201cAbout Us,\u201d <a href=\"http:\/\/slevyfoods.com\" target=\"_blank\" rel=\"noopener\">http:\/\/slevyfoods.com<\/a>.[\/footnote]\r\n<h2>Innovators<\/h2>\r\n<strong>Innovators<\/strong> are the mad scientists of the world. They measure success based on impact; it\u2019s about the mission, not the money. Innovators are often accidental entrepreneurs; their weakness is business operations.\u00a0They often start businesses just for personal satisfaction and the lifestyle. Miho Inagi is a good example of an innovator who built a company just for her personal satisfaction.\r\n\r\nOn a visit to New York with college friends in 1998, Inagi fell in love with the city\u2019s bagels. \u201cI just didn\u2019t think anything like a bagel could taste so good,\u201d she said. Her passion for bagels led the young office assistant to quit her job and pursue her dream of one day opening her own bagel shop in Tokyo. Although her parents tried to talk her out of it, and bagels were virtually unknown in Japan, nothing deterred her. Other trips to New York followed, including an unpaid six-month apprenticeship at Ess-a-Bagel, where Inagi took orders, cleared trays, and swept floors. On weekends, owner Florence Wilpon let her make dough.\r\n\r\nIn August 2004, using $20,000 of her own savings and a $30,000 loan from her parents, Inagi finally opened tiny Maruichi Bagel. The timing was fortuitous, as Japan was about to experience a bagel boom. After a slow start, a favorable review on a local bagel website brought customers flocking for what are considered the best bagels in Tokyo. Inagi earns only about $2,300 a month after expenses, the same amount she was making as a company employee. \u201cBefore I opened this store I had no goals,\u201d she says, \u201cbut now I feel so satisfied.\u201d[footnote]Andrew Morse, \u201cAn Entrepreneur Finds Tokyo Shares Her Passion for Bagels,\u201d The Wall Street Journal, October 18, 2005, p. B1.[\/footnote]\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/4c54ecce-d6e4-4ee4-b491-ccd75ccaa863\r\n\r\n<\/div>\r\nTo put faces on the labels, Donald Trump and Elon Musk are typical Builders, Virgin Group Founder Sir Richard Branson is a classic Opportunist, Bill Gates was a Specialist, and Mark Zuckerberg is an Innovator.\r\n\r\nSo why does the \"type\" of entrepreneur you are matter? Knowing yourself\u2014your strengths and weaknesses\u2014is key to selecting a business, assembling a team, and developing a strategy that leverages your individual and collective (team\u2019s) entrepreneurial DNA. Specifically, it allows you to work with your strengths and hire to cover your weaknesses.\r\n\r\nIn an article for Entrepreneur, veteran start-up mentor and angel investor Martin Zwilling recommends that every aspiring entrepreneur understand their DNA before they commit to a business venture. Indeed, he notes that investors and incubators have adopted the use of formal assessments such as StrengthsFinder as part of their screening process.\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Learn More<\/h3>\r\nTo identify your entrepreneurial DNA type, <a href=\"https:\/\/bosidna.com\/\" target=\"_blank\" rel=\"noopener\">take the free assessment at the BOSI DNA website<\/a>.\r\n\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss the different types of people who become entrepreneurs<\/li>\n<\/ul>\n<\/div>\n<p>How do we begin to understand entrepreneurship and entrepreneurs? Entrepreneurs can be categorized by a number of dimensions, including the size and scalability of the business, the form of business, whether a business is home-based, brick &amp; mortar, or online, and other dimensions.<\/p>\n<p>It\u2019s tempting (and, quite frankly, comforting) to believe that a successful entrepreneurial game plan can be used by another entrepreneur with similar success. The problem with this logic is that it assumes that all entrepreneurs are essentially the same. Clearly, that\u2019s not the case. In working with a number of start-ups, \u201cEntrepreneurial DNA\u201d author Joe Abraham realized that although entrepreneurs share common traits, they have distinctly different personalities, and to be successful, the strategy has to match the person. Abraham found that entrepreneurs exhibit one of four distinct types of &#8220;entrepreneurial DNA,\u201d each with its own strengths, weaknesses, and characteristics. In presenting his concept in a TED Talk, Abraham proposed thinking of the DNA types as \u201cpresets on your radio.\u201d Each button is associated with a set of predisposed behaviors and decision-making matrix. And for each preset, there\u2019s a different path to market.<\/p>\n<p>Abraham translated this insight into the BOSI Framework, with four entrepreneurial DNAs: Builder, Opportunist, Specialist, and Innovator.<\/p>\n<h2>Builders<\/h2>\n<p>A <strong>builder<\/strong> is, as one would expect, focused on scaling the business quickly. They tend to be serial entrepreneurs, perpetually building and selling businesses, often in completely unrelated industries. To a builder, success is measured in infrastructure terms\u2014for example, office square footage and size of payroll. Builders tend to excel at attracting talent, investors, and customers, but can exhibit a Dr. Jekyll and Mr. Hyde behavior that results in high turnover. As Abraham notes, \u201cif you look back on their history, you see a wake of dead bodies: key employees, spouses, children.\u201d<\/p>\n<p>Brothers Jeff and Rich Sloan are a good example of builders, having turned numerous improbable ideas into successful companies. Over the past 20-plus years, they have renovated houses, owned a horse breeding and marketing business, invented a device to prevent car batteries from dying, and so on. Their latest venture, a multimedia company called StartupNation, helps individuals realize their entrepreneurial dreams. And the brothers know what company they want to start next: yours.<a class=\"footnote\" title=\"\u201cAbout StartupNation,\u201d https:\/\/startupnation.com, accessed February 1, 2018; Jim Morrison, \u201cEntrepreneurs,\u201d American Way Magazine, October 15, 2005, p. 94.\" id=\"return-footnote-12024-1\" href=\"#footnote-12024-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/p>\n<h2>Opportunists<\/h2>\n<p>An <strong>opportunist<\/strong> measures success in financial terms and is always scanning for the next money-making opportunity. Opportunists tend to be impulsive decision makers\u2014for better or worse.<\/p>\n<p>Jeff Bezos recognized that with Internet technology, he could compete with large chains of traditional book retailers. Bezos\u2019s goal was to build his company into a high-growth enterprise\u2014and he chose a name that reflected his strategy: Amazon.com. Once his company succeeded in the book sector, Bezos applied his online retailing model to other product lines, from toys and house and garden items to tools, apparel, music, and services. In partnership with other retailers, Bezos is well on his way to making Amazon\u2019s vision \u201cto be Earth\u2019s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online\u201d\u2014a reality.<a class=\"footnote\" title=\"Barbara Farfan, \u201cAmazon.com\u2019s Mission Statement\u201d, The Balance. April 15, 2018, https:\/\/www.thebalance.com\/amazon-mission-statement-4068548.\" id=\"return-footnote-12024-2\" href=\"#footnote-12024-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<h2>Specialists<\/h2>\n<p><strong>Specialists<\/strong> are experts (e.g., accountants, doctors, lawyers) who generally spend their careers in one industry. They measure success based on their personal income. With an aversion to selling, their primary weakness is demand generation.<\/p>\n<p>Sarah Levy loved her job as a restaurant pastry chef, but not the low pay, high stress, and long hours of a commercial kitchen. So she found a new one\u2014in her parents\u2019 home\u2014and launched Sarah\u2019s Pastries and Candies.<a class=\"footnote\" title=\"Martha Irvine, \u201cMore 20-Somethings Are Blazing Own Paths in Business,\u201d San Diego Union-Tribune, November 22, 2004, p. C6.\" id=\"return-footnote-12024-3\" href=\"#footnote-12024-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> In 2011, she rebranded her company as\u00a0S. Levy Foods, expanding beyond her pastry focus. She now has five operating restaurants in airports across the United States where she seeks to bring &#8220;real food&#8221; to those traveling.<a class=\"footnote\" title=\"S. Levy Foods, \u201cAbout Us,\u201d http:\/\/slevyfoods.com.\" id=\"return-footnote-12024-4\" href=\"#footnote-12024-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/p>\n<h2>Innovators<\/h2>\n<p><strong>Innovators<\/strong> are the mad scientists of the world. They measure success based on impact; it\u2019s about the mission, not the money. Innovators are often accidental entrepreneurs; their weakness is business operations.\u00a0They often start businesses just for personal satisfaction and the lifestyle. Miho Inagi is a good example of an innovator who built a company just for her personal satisfaction.<\/p>\n<p>On a visit to New York with college friends in 1998, Inagi fell in love with the city\u2019s bagels. \u201cI just didn\u2019t think anything like a bagel could taste so good,\u201d she said. Her passion for bagels led the young office assistant to quit her job and pursue her dream of one day opening her own bagel shop in Tokyo. Although her parents tried to talk her out of it, and bagels were virtually unknown in Japan, nothing deterred her. Other trips to New York followed, including an unpaid six-month apprenticeship at Ess-a-Bagel, where Inagi took orders, cleared trays, and swept floors. On weekends, owner Florence Wilpon let her make dough.<\/p>\n<p>In August 2004, using $20,000 of her own savings and a $30,000 loan from her parents, Inagi finally opened tiny Maruichi Bagel. The timing was fortuitous, as Japan was about to experience a bagel boom. After a slow start, a favorable review on a local bagel website brought customers flocking for what are considered the best bagels in Tokyo. Inagi earns only about $2,300 a month after expenses, the same amount she was making as a company employee. \u201cBefore I opened this store I had no goals,\u201d she says, \u201cbut now I feel so satisfied.\u201d<a class=\"footnote\" title=\"Andrew Morse, \u201cAn Entrepreneur Finds Tokyo Shares Her Passion for Bagels,\u201d The Wall Street Journal, October 18, 2005, p. B1.\" id=\"return-footnote-12024-5\" href=\"#footnote-12024-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_4c54ecce-d6e4-4ee4-b491-ccd75ccaa863\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/4c54ecce-d6e4-4ee4-b491-ccd75ccaa863?iframe_resize_id=assessment_practice_id_4c54ecce-d6e4-4ee4-b491-ccd75ccaa863\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p>To put faces on the labels, Donald Trump and Elon Musk are typical Builders, Virgin Group Founder Sir Richard Branson is a classic Opportunist, Bill Gates was a Specialist, and Mark Zuckerberg is an Innovator.<\/p>\n<p>So why does the &#8220;type&#8221; of entrepreneur you are matter? Knowing yourself\u2014your strengths and weaknesses\u2014is key to selecting a business, assembling a team, and developing a strategy that leverages your individual and collective (team\u2019s) entrepreneurial DNA. Specifically, it allows you to work with your strengths and hire to cover your weaknesses.<\/p>\n<p>In an article for Entrepreneur, veteran start-up mentor and angel investor Martin Zwilling recommends that every aspiring entrepreneur understand their DNA before they commit to a business venture. Indeed, he notes that investors and incubators have adopted the use of formal assessments such as StrengthsFinder as part of their screening process.<\/p>\n<div class=\"textbox key-takeaways\">\n<h3>Learn More<\/h3>\n<p>To identify your entrepreneurial DNA type, <a href=\"https:\/\/bosidna.com\/\" target=\"_blank\" rel=\"noopener\">take the free assessment at the BOSI DNA website<\/a>.<\/p>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-12024\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Types of Entrepreneurs. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>StartupNation, Jeff Bezos, Sarah Levy, Miho Inagi Examples. <strong>Authored by<\/strong>: OpenStax. <strong>Provided by<\/strong>: Rice University. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/cnx.org\/contents\/Tgl3H6iq@8.5:pEdkag9F@8\/5-1-Entrepreneurship-Today\">https:\/\/cnx.org\/contents\/Tgl3H6iq@8.5:pEdkag9F@8\/5-1-Entrepreneurship-Today<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em>. <strong>License Terms<\/strong>: Download for free at http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.3<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-12024-1\">\u201cAbout StartupNation,\u201d <a href=\"https:\/\/startupnation.com\" target=\"_blank\" rel=\"noopener\">https:\/\/startupnation.com<\/a>, accessed February 1, 2018; Jim Morrison, \u201cEntrepreneurs,\u201d American Way Magazine, October 15, 2005, p. 94. <a href=\"#return-footnote-12024-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-12024-2\">Barbara Farfan, \u201cAmazon.com\u2019s Mission Statement\u201d, The Balance. April 15, 2018, <a href=\"https:\/\/www.thebalance.com\/amazon-mission-statement-4068548\" target=\"_blank\" rel=\"noopener\">https:\/\/www.thebalance.com\/amazon-mission-statement-4068548<\/a>. <a href=\"#return-footnote-12024-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-12024-3\">Martha Irvine, \u201cMore 20-Somethings Are Blazing Own Paths in Business,\u201d San Diego Union-Tribune, November 22, 2004, p. C6. <a href=\"#return-footnote-12024-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-12024-4\">S. Levy Foods, \u201cAbout Us,\u201d <a href=\"http:\/\/slevyfoods.com\" target=\"_blank\" rel=\"noopener\">http:\/\/slevyfoods.com<\/a>. <a href=\"#return-footnote-12024-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-12024-5\">Andrew Morse, \u201cAn Entrepreneur Finds Tokyo Shares Her Passion for Bagels,\u201d The Wall Street Journal, October 18, 2005, p. B1. <a href=\"#return-footnote-12024-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":8,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Types of Entrepreneurs\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"StartupNation, Jeff Bezos, Sarah Levy, Miho Inagi Examples\",\"author\":\"OpenStax\",\"organization\":\"Rice University\",\"url\":\"https:\/\/cnx.org\/contents\/Tgl3H6iq@8.5:pEdkag9F@8\/5-1-Entrepreneurship-Today\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"Download for free at http:\/\/cnx.org\/contents\/4e09771f-a8aa-40ce-9063-aa58cc24e77f@8.3\"}]","CANDELA_OUTCOMES_GUID":"651a858b-87d1-4b2e-8312-8d248facb139, 99b9fe28-e2b2-4b98-9f6f-8723e0385098","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-12024","chapter","type-chapter","status-publish","hentry"],"part":87,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/12024","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":17,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/12024\/revisions"}],"predecessor-version":[{"id":15477,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/12024\/revisions\/15477"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/parts\/87"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/12024\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/wp\/v2\/media?parent=12024"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/pressbooks\/v2\/chapter-type?post=12024"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/wp\/v2\/contributor?post=12024"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-introductiontobusiness\/wp-json\/wp\/v2\/license?post=12024"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}