{"id":26228,"date":"2026-09-20T08:12:09","date_gmt":"2026-09-20T08:12:09","guid":{"rendered":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/"},"modified":"2026-09-20T09:40:24","modified_gmt":"2026-09-20T09:40:24","slug":"lam-research-business-model-2026-how-does-lam-research-make-money","status":"publish","type":"post","link":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/","title":{"rendered":"Lam Research Business Model 2026: How Does Lam Research Make Money?"},"content":{"rendered":"

Lam Research is a global supplier of wafer fabrication equipment and services to the semiconductor industry. Its systems perform some of the most technically demanding steps in chip manufacturing, particularly deposition, etch and clean processes. As semiconductor structures become smaller, taller and more complex, chipmakers need increasingly precise equipment to repeatedly build features at atomic and nanoscale dimensions.<\/p>\n

Fiscal 2026 demonstrates the economics of that position. Revenue increased to $23.23 billion from $18.44 billion, while net income rose to $7.27 billion from $5.36 billion. Gross margin expanded to 50.5% from 48.7%, showing that strong demand and favorable mix translated into substantial operating leverage. \ue200cite\ue202turn0search0\ue201<\/p>\n

1. Industry Problem Lam Research Solves<\/h2>\n

Modern semiconductors require hundreds of highly controlled manufacturing steps. Advanced logic, memory and packaging architectures depend on repeatedly depositing extremely thin material layers, selectively removing material and cleaning wafers without damaging microscopic structures. As feature dimensions shrink and structures become more three-dimensional, process tolerances become harder to manage.<\/p>\n

Chipmakers also need high throughput, yield and repeatability. A technically capable process is not enough if equipment produces inconsistent wafers or excessive downtime. The economic problem is therefore precision at production scale.<\/p>\n

Lam solves this through specialized equipment, process technology and ongoing support. Its competencies span plasma, chemistry, fluidics, systems engineering and nanoscale manufacturing. For the strategic priorities behind this position, read our Lam Research Business Strategy 2026<\/a>.<\/p>\n

2. Lam Research\u2019s Unique Solution<\/h2>\n

Lam focuses on process steps that become more important as semiconductor complexity rises. Its deposition technologies add material films, etch systems remove selected material with high precision, and clean systems remove unwanted particles and residues between critical steps.<\/p>\n

The company\u2019s advantage is not only the machine. Process recipes, installed-base knowledge, customer collaboration and field support help equipment operate reliably in high-volume fabs. Once a tool is qualified for a demanding manufacturing flow, switching can require extensive testing and process changes.<\/p>\n

Lam also benefits from an installed base that creates recurring demand for spare parts, services, upgrades and productivity improvements. This extends the customer relationship beyond the initial equipment sale.<\/p>\n

For a consolidated view of its advantages and vulnerabilities, see our Lam Research SWOT Analysis 2026<\/a>.<\/p>\n

3. Lam Research Business Model<\/h2>\n

Systems sales<\/h3>\n

Lam sells sophisticated wafer fabrication equipment to semiconductor manufacturers. Demand depends on customers\u2019 capital spending, technology transitions and new fab capacity. Systems revenue can therefore be cyclical, but advanced-node transitions can create substantial demand even without proportional wafer growth.<\/p>\n

Customer support and installed base<\/h3>\n

After installation, Lam supplies spare parts, service, upgrades and productivity solutions. This installed-base activity can be more recurring than new systems purchases because fabs need tools to remain productive throughout long operating lives.<\/p>\n

R&D-led product development<\/h3>\n

Lam invested $2.38 billion in R&D in fiscal 2026, up 13.3% from $2.10 billion. R&D represented 10.2% of revenue. The company continually develops equipment for leading-edge deposition, etch, clean and related processes. \ue200cite\ue202turn0search0\ue201<\/p>\n

Global customer proximity<\/h3>\n

Lam maintains facilities across Asia, Europe and the United States to support semiconductor manufacturers near major production clusters. Customer proximity matters because equipment qualification, service and process development require deep technical collaboration.<\/p>\n

Scale and supply chain<\/h3>\n

Manufacturing complex equipment requires thousands of specialized components and a resilient supplier network. Scale can improve purchasing and engineering economics, although supply constraints and tariffs can pressure costs.<\/p>\n

For external forces affecting these economics, read our Lam Research PESTEL Analysis 2026<\/a>.<\/p>\n

4. How Does Lam Research Make Money?<\/h2>\n

New wafer fabrication equipment<\/h3>\n

The largest economic engine is equipment purchased by chipmakers building capacity or moving to new process technologies. Lam participates in deposition, etch and clean markets, with demand driven by memory, foundry and logic investment.<\/p>\n

Technology transitions<\/h3>\n

More complex device architectures can increase the number and difficulty of process steps. This can expand equipment opportunity even when semiconductor unit volumes do not grow at the same rate.<\/p>\n

Installed-base services<\/h3>\n

Tools already operating in fabs require maintenance, replacement parts and upgrades. These activities monetize the installed base repeatedly and can deepen customer relationships over the equipment lifecycle.<\/p>\n

Upgrades and productivity solutions<\/h3>\n

Customers can improve performance or extend tool capability through upgrades rather than replacing an entire system. This creates additional revenue while helping customers improve output from existing fabs.<\/p>\n

Global customer support<\/h3>\n

Field service and technical support help customers sustain uptime and yield. Service capabilities also create feedback that can inform future equipment and process development.<\/p>\n

5. Lam Research Financial Analysis<\/h2>\n

Revenue accelerated sharply<\/h3>\n

Fiscal 2026 revenue reached $23.23 billion versus $18.44 billion in 2025, growth of about 26%. Compared with $14.91 billion in 2024, revenue increased roughly 56% in two years. \ue200cite\ue202turn0search0\ue201<\/p>\n

Gross margin expanded<\/h3>\n

Gross margin rose to $11.73 billion, equal to 50.5% of revenue, from $8.98 billion and 48.7% in 2025. A 180-basis-point expansion alongside rapid revenue growth demonstrates favorable operating economics and customer mix. \ue200cite\ue202turn0search0\ue201<\/p>\n

Operating leverage was powerful<\/h3>\n

Operating income increased to $8.20 billion from $5.90 billion, approximately 39% growth\u2014faster than revenue. Operating margin therefore rose to roughly 35.3% from 32.0%.<\/p>\n

Net income grew even faster<\/h3>\n

Net income increased 35.6% to $7.27 billion, while diluted EPS rose to $5.76 from $4.15, about 39%. Share repurchases helped EPS grow faster than net income. \ue200cite\ue202turn0search0\ue201<\/p>\n

Strong cash generation funds reinvestment and returns<\/h3>\n

Operating cash flow was $5.86 billion. Lam ended fiscal 2026 with $5.60 billion of gross cash, cash equivalents and restricted cash, while continuing dividends and share repurchases. \ue200cite\ue202turn0search0\ue201<\/p>\n

6. Future of Lam Research\u2019s Business Model<\/h2>\n

Lam\u2019s future opportunity is tied less to simple chip-volume growth than to semiconductor manufacturing complexity. Advanced memory, logic and packaging can require more deposition and etch intensity per wafer, increasing the economic value of process equipment.<\/p>\n

Artificial-intelligence infrastructure can reinforce this dynamic because leading AI chips and high-bandwidth memory require advanced fabrication. Lam benefits when customers invest in technology transitions that increase process complexity, although semiconductor capital spending remains cyclical.<\/p>\n

The installed base should become increasingly valuable as more Lam tools operate globally. Every new system can create future service, spare-parts and upgrade opportunities, adding recurring economics to a business otherwise exposed to capital-equipment cycles.<\/p>\n

R&D remains essential. Fiscal 2026 spending increased to $2.38 billion, reflecting continued investment in next-generation processes. Lam must innovate fast enough to remain qualified for customers\u2019 most demanding manufacturing steps.<\/p>\n

The model also faces geopolitical constraints. Export controls, tariffs and trade disputes can restrict access to important markets or increase supply-chain costs. Lam explicitly identifies these risks in its 2026 filing. \ue200cite\ue202turn0search0\ue201<\/p>\n

Long-term business-model quality therefore depends on three linked outcomes: maintaining technology leadership in critical process steps, expanding the installed base and monetizing it through services, and navigating cyclical and geopolitical volatility without compromising R&D investment.<\/p>\n

Lam\u2019s revenue architecture is especially attractive when technology transitions and capacity additions occur together. Customers may buy tools both to equip new fabs and to convert existing manufacturing lines to more advanced processes, creating multiple sources of systems demand.<\/p>\n

The economics of a successful equipment platform extend beyond the original sale. Once many systems of a particular architecture are installed, Lam can spread software, engineering improvements and service expertise across that base, improving the potential return on the original development investment.<\/p>\n

Customer qualification creates another economic characteristic. Semiconductor manufacturers typically test critical equipment extensively before high-volume deployment. This makes winning an initial position expensive and technically demanding, but successful qualification can create durable follow-on demand through a device generation.<\/p>\n

Revenue growth in fiscal 2026 was accompanied by strong profitability because fixed engineering and corporate costs did not rise as quickly as sales. SG&A increased 17.1% to $1.15 billion, below the 26% revenue increase, helping create operating leverage. \ue200cite\ue202turn0search0\ue201<\/p>\n

R&D showed a similar pattern: absolute spending increased 13.3%, but R&D as a percentage of revenue declined 120 basis points to 10.2%. This allowed Lam to increase innovation investment while improving consolidated profitability. \ue200cite\ue202turn0search0\ue201<\/p>\n

Net margin reached roughly 31.3% in fiscal 2026 compared with about 29.1% in 2025. The improvement shows that gross-margin expansion and expense leverage flowed through to shareholders rather than being fully reinvested.<\/p>\n

The model nevertheless requires substantial working capital and capital investment because Lam manufactures physical equipment and supports customers globally. Strong cash generation gives the company flexibility to invest through downturns rather than cutting innovation exactly when future products are being developed.<\/p>\n

Competitive economics differ by process segment. In deposition, etch and wet clean, Lam faces different specialist competitors. This means technology leadership must be earned product by product rather than assumed from overall corporate scale.<\/p>\n

Services can reduce this volatility by creating revenue tied to utilization of installed equipment rather than only to new fab construction. As semiconductor production grows over time, a larger installed base can support a structurally larger aftermarket opportunity.<\/p>\n

The most important long-term business-model metric is therefore not simply annual equipment revenue. It is the combination of process-tool share at advanced nodes, installed-base growth, service monetization and profitability through the semiconductor cycle.<\/p>\n

Customer concentration can strengthen as well as weaken the model. Large semiconductor manufacturers have substantial bargaining power, but their scale also means a successful tool position can generate significant volume. Lam\u2019s challenge is to create enough technical value that customer economics outweigh price pressure.<\/p>\n

Capital returns are supported by this cash-generative model. Lam\u2019s policy is to return a portion of free cash flow through dividends and repurchases while continuing investment in innovation. This can enhance per-share value when balanced against future technology needs. \ue200cite\ue202turn0search0\ue201<\/p>\n

Fiscal 2026 diluted EPS of $5.76 increased about 39% from $4.15, faster than net income growth, reflecting both stronger earnings and a lower diluted share count. This illustrates how operating performance and capital allocation can reinforce per-share growth.<\/p>\n

Ultimately, Lam monetizes technological difficulty. The harder semiconductor structures become to manufacture, the more valuable precise process equipment and production expertise can become. That relationship between complexity and equipment intensity is the core economic logic of the business.<\/p>\n

Fiscal 2026 also highlights the value of scale in corporate overhead. SG&A represented 4.9% of revenue versus 5.3% in fiscal 2025. Even though absolute SG&A increased, the lower revenue share indicates that the organization supported substantially more sales without proportional overhead growth.<\/p>\n

Cash generation was lower than net income because working-capital movements and other items affected operating cash flow, but $5.86 billion still represented substantial internally generated funding. This gives Lam flexibility to invest without depending heavily on external capital markets.<\/p>\n

The balance between systems and lifecycle revenue is strategically important. Systems expand the installed base; the installed base then supports future services and upgrades. A strong systems cycle can therefore create recurring revenue opportunities that persist after equipment spending normalizes.<\/p>\n

Lam\u2019s business model is consequently best understood as a technology-and-installed-base flywheel. R&D produces differentiated systems, system wins create installed equipment, installed equipment generates support revenue and process knowledge, and those cash flows help finance the next technology generation.<\/p>\n

Source:<\/strong> Lam Research Corporation, 2026 Annual Report \/ Form 10-K<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.<\/p>\n","protected":false},"author":3,"featured_media":25594,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_yoast_wpseo_focuskw":"","_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.","om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":"","rank_math_title":"","rank_math_description":"","rank_math_focus_keyword":"","_aioseop_title":"","_aioseop_description":""},"categories":[166],"tags":[],"class_list":{"0":"post-26228","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-business-model"},"yoast_head":"\nLam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story<\/title>\n<meta name=\"description\" content=\"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story\" \/>\n<meta property=\"og:description\" content=\"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/\" \/>\n<meta property=\"og:site_name\" content=\"The Strategy Story\" \/>\n<meta property=\"article:published_time\" content=\"2026-09-20T08:12:09+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-09-20T09:40:24+00:00\" \/>\n<meta property=\"og:image\" content=\"http:\/\/thestrategystory.com\/blog\/wp-content\/uploads\/2026\/09\/louis-reed-wSTCaQpiLtc-unsplash.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"640\" \/>\n\t<meta property=\"og:image:height\" content=\"427\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Shikhar Goel\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Shikhar Goel\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"8 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/\",\"url\":\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/\",\"name\":\"Lam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story\",\"isPartOf\":{\"@id\":\"https:\/\/thestrategystory.com\/blog\/#website\"},\"datePublished\":\"2026-09-20T08:12:09+00:00\",\"dateModified\":\"2026-09-20T09:40:24+00:00\",\"author\":{\"@id\":\"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/8eed62769b0125006923a7fdc33f1071\"},\"description\":\"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.\",\"breadcrumb\":{\"@id\":\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/thestrategystory.com\/blog\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Lam Research Business Model 2026: How Does Lam Research Make Money?\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/thestrategystory.com\/blog\/#website\",\"url\":\"https:\/\/thestrategystory.com\/blog\/\",\"name\":\"The Strategy Story\",\"description\":\"Simplifying Business Strategies\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/thestrategystory.com\/blog\/?s={search_term_string}\"},\"query-input\":\"required name=search_term_string\"}],\"inLanguage\":\"en-US\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/8eed62769b0125006923a7fdc33f1071\",\"name\":\"Shikhar Goel\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/image\/\",\"url\":\"https:\/\/secure.gravatar.com\/avatar\/8b6c6c1213b8835c1731c5d95c1ea3103684847f09cc6d1aab64d3e432f66481?s=96&d=mm&r=g\",\"contentUrl\":\"https:\/\/secure.gravatar.com\/avatar\/8b6c6c1213b8835c1731c5d95c1ea3103684847f09cc6d1aab64d3e432f66481?s=96&d=mm&r=g\",\"caption\":\"Shikhar Goel\"},\"url\":\"https:\/\/thestrategystory.com\/blog\/author\/tss-publisher\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Lam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story","description":"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.","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:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/","og_locale":"en_US","og_type":"article","og_title":"Lam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story","og_description":"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.","og_url":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/","og_site_name":"The Strategy Story","article_published_time":"2026-09-20T08:12:09+00:00","article_modified_time":"2026-09-20T09:40:24+00:00","og_image":[{"width":640,"height":427,"url":"http:\/\/thestrategystory.com\/blog\/wp-content\/uploads\/2026\/09\/louis-reed-wSTCaQpiLtc-unsplash.jpg","type":"image\/jpeg"}],"author":"Shikhar Goel","twitter_card":"summary_large_image","twitter_misc":{"Written by":"Shikhar Goel","Est. reading time":"8 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/","url":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/","name":"Lam Research Business Model 2026: How Does Lam Research Make Money? - The Strategy Story","isPartOf":{"@id":"https:\/\/thestrategystory.com\/blog\/#website"},"datePublished":"2026-09-20T08:12:09+00:00","dateModified":"2026-09-20T09:40:24+00:00","author":{"@id":"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/8eed62769b0125006923a7fdc33f1071"},"description":"Lam Research business model in 2026: how the semiconductor equipment company makes money from wafer fabrication systems and installed-base services, with quantified fiscal 2026 financial analysis.","breadcrumb":{"@id":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/thestrategystory.com\/blog\/lam-research-business-model-2026-how-does-lam-research-make-money\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/thestrategystory.com\/blog\/"},{"@type":"ListItem","position":2,"name":"Lam Research Business Model 2026: How Does Lam Research Make Money?"}]},{"@type":"WebSite","@id":"https:\/\/thestrategystory.com\/blog\/#website","url":"https:\/\/thestrategystory.com\/blog\/","name":"The Strategy Story","description":"Simplifying Business Strategies","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/thestrategystory.com\/blog\/?s={search_term_string}"},"query-input":"required name=search_term_string"}],"inLanguage":"en-US"},{"@type":"Person","@id":"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/8eed62769b0125006923a7fdc33f1071","name":"Shikhar Goel","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/thestrategystory.com\/blog\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/8b6c6c1213b8835c1731c5d95c1ea3103684847f09cc6d1aab64d3e432f66481?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/8b6c6c1213b8835c1731c5d95c1ea3103684847f09cc6d1aab64d3e432f66481?s=96&d=mm&r=g","caption":"Shikhar Goel"},"url":"https:\/\/thestrategystory.com\/blog\/author\/tss-publisher\/"}]}},"_links":{"self":[{"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/posts\/26228","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/comments?post=26228"}],"version-history":[{"count":3,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/posts\/26228\/revisions"}],"predecessor-version":[{"id":26240,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/posts\/26228\/revisions\/26240"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/media\/25594"}],"wp:attachment":[{"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/media?parent=26228"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/categories?post=26228"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thestrategystory.com\/blog\/wp-json\/wp\/v2\/tags?post=26228"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}