{"id":5828,"date":"2026-09-16T08:56:00","date_gmt":"2026-09-16T00:56:00","guid":{"rendered":"https:\/\/kervoo.com\/?p=5828"},"modified":"2026-09-06T21:09:55","modified_gmt":"2026-09-06T13:09:55","slug":"how-to-choose-a-first-order-quantity-for-a-new-coffee-capsule-product","status":"publish","type":"post","link":"https:\/\/kervoo.com\/pt\/how-to-choose-a-first-order-quantity-for-a-new-coffee-capsule-product\/","title":{"rendered":"Como escolher a quantidade da primeira encomenda para um novo produto de c\u00e1psulas de caf\u00e9"},"content":{"rendered":"

\u201cQual \u00e9 a vossa quantidade m\u00ednima de encomenda?\u201d<\/strong><\/p>\n\n\n\n

\u00c9 uma das primeiras perguntas que os compradores fazem quando se lan\u00e7a um produto de cole\u00e7\u00e3o c\u00e1psula.<\/p>\n\n\n\n

Mas, normalmente, n\u00e3o \u00e9 essa a quest\u00e3o que determina a quantidade que devem encomendar.<\/p>\n\n\n\n

Um fabricante pode estar disposto a fornecer 4 000 c\u00e1psulas. Isso n\u00e3o significa, automaticamente, que 4 000 sejam suficientes.<\/p>\n\n\n\n

Outro fornecedor pode oferecer um pre\u00e7o melhor para 100 000 unidades. Mas isso tamb\u00e9m n\u00e3o significa que comprar 100 000 unidades seja uma boa ideia.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

A parte dif\u00edcil de uma primeira encomenda \u00e9 que se tem de tomar uma decis\u00e3o relativa ao stock antes de se dispor de muitos dados reais sobre as vendas.<\/p>\n\n\n\n

Se a previs\u00e3o for demasiado conservadora, um lan\u00e7amento bem-sucedido pode esgotar o stock antes da chegada da pr\u00f3xima remessa. Se a previs\u00e3o for demasiado otimista, o capital fica imobilizado em c\u00e1psulas \u2014 possivelmente c\u00e1psulas com cores personalizadas, impressas ou embaladas de forma espec\u00edfica, que ser\u00e3o dif\u00edceis de utilizar noutros contextos caso o produto sofra altera\u00e7\u00f5es.<\/p>\n\n\n\n

Portanto, a primeira ordem n\u00e3o deve come\u00e7ar com:<\/p>\n\n\n\n

\u201cQual \u00e9 a quantidade m\u00ednima que podemos comprar?\u201d<\/p>\n\n\n\n

Uma pergunta mais \u00fatil \u00e9:<\/p>\n\n\n\n

\u201cDe que quantidade de stock precisamos para avaliar o mercado sem criar um problema de abastecimento, caso o produto tenha um bom desempenho?\u201d<\/p>\n\n\n\n

Para os compradores que est\u00e3o a procurar c\u00e1psulas de caf\u00e9 em alum\u00ednio com quantidade m\u00ednima de encomenda reduzida<\/a><\/strong>, \u00e9 esse o equil\u00edbrio que vale a pena encontrar.<\/p>\n\n\n\n

Primeiro, distinguir \u201cEncomenda m\u00ednima\u201d de \u201cEncomenda com prioridade\u201d<\/h2>\n\n\n\n

O MOQ \u00e9 uma restri\u00e7\u00e3o do fornecedor.<\/p>\n\n\n\n

A quantidade de primeira ordem \u00e9 uma decis\u00e3o empresarial.<\/p>\n\n\n\n

Influenciam-se mutuamente, mas n\u00e3o s\u00e3o a mesma coisa.<\/p>\n\n\n\n

O MOQ indica a quantidade m\u00ednima que um fornecedor pode razoavelmente fornecer num determinado contexto de produ\u00e7\u00e3o.<\/p>\n\n\n\n

A quantidade do seu primeiro pedido deve refletir a quantidade que a sua empresa prev\u00ea utilizar antes de o reabastecimento ficar dispon\u00edvel.<\/p>\n\n\n\n

Essa distin\u00e7\u00e3o torna-se mais clara quando se comparam c\u00e1psulas padr\u00e3o e personalizadas.<\/p>\n\n\n\n

Na Kervoo, as c\u00e1psulas de caf\u00e9 de alum\u00ednio padr\u00e3o podem ser encomendadas a partir de uma caixa de 4 000 unidades, sujeito \u00e0 disponibilidade de stock. Tamb\u00e9m est\u00e3o dispon\u00edveis amostras antes de uma encomenda de produ\u00e7\u00e3o.<\/p>\n\n\n\n

No caso de projetos OEM personalizados, cerca de 20 000 unidades por modelo constitui, geralmente, um ponto de partida mais pr\u00e1tico para a produ\u00e7\u00e3o.<\/p>\n\n\n\n

Esses s\u00e3o par\u00e2metros do lado da oferta.<\/p>\n\n\n\n

Eles dizem-lhe o que \u00e9 comercialmente vi\u00e1vel.<\/p>\n\n\n\n

N\u00e3o te dizem quanto tempo vai demorar o teu primeiro ciclo de vendas.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Uma empresa que prev\u00ea vender 30 000 c\u00e1psulas durante o seu primeiro m\u00eas n\u00e3o deve fazer uma encomenda de 4 000 unidades simplesmente porque essa \u00e9 a quantidade m\u00ednima.<\/p>\n\n\n\n

Da mesma forma, uma empresa que nunca tenha vendido uma c\u00e1psula n\u00e3o deve comprometer-se automaticamente com uma produ\u00e7\u00e3o personalizada em grande escala apenas para reduzir o custo unit\u00e1rio.<\/p>\n\n\n\n

Comece por definir um intervalo de vendas, e n\u00e3o uma \u00fanica previs\u00e3o<\/h2>\n\n\n\n

As previs\u00f5es relativas a novos produtos t\u00eam a tend\u00eancia de parecer mais precisas nas folhas de c\u00e1lculo do que na realidade.<\/p>\n\n\n\n

Suponhamos que o plano de lan\u00e7amento diga:<\/p>\n\n\n\n

\u201cVendas previstas: 20 000 c\u00e1psulas por m\u00eas.\u201d<\/p>\n\n\n\n

De onde veio esse n\u00famero?<\/p>\n\n\n\n

J\u00e1 \u00e9 cliente?<\/p>\n\n\n\n

Compromissos no setor do retalho?<\/p>\n\n\n\n

Encomendas de distribuidores?<\/p>\n\n\n\n

Tr\u00e1fego no site?<\/p>\n\n\n\n

Ou simplesmente o objetivo que a equipa espera alcan\u00e7ar?<\/p>\n\n\n\n

A fonte \u00e9 importante.<\/p>\n\n\n\n

No caso de um novo produto, pode ser mais \u00fatil criar tr\u00eas cen\u00e1rios:<\/p>\n\n\n\n

Letras min\u00fasculas<\/p>\n\n\n\n

Caso previsto<\/p>\n\n\n\n

Mai\u00fasculas<\/p>\n\n\n\n

Por exemplo:<\/p>\n\n\n\n

Quantidade m\u00ednima: 8 000 c\u00e1psulas\/m\u00eas<\/p>\n\n\n\n

N\u00famero de casos previsto: 20 000 por m\u00eas<\/p>\n\n\n\n

Caso mais elevado: 35 000\/m\u00eas<\/p>\n\n\n\n

Estes valores s\u00e3o meramente exemplos e n\u00e3o constituem refer\u00eancias de mercado.<\/p>\n\n\n\n

Em seguida, pergunte o que acontece com a primeira encomenda em cada cen\u00e1rio.<\/p>\n\n\n\n

O stock dura nove meses se a procura for baixa?<\/p>\n\n\n\n

Se a procura for elevada, esgota-se em tr\u00eas semanas?<\/p>\n\n\n\n

O planeamento de cen\u00e1rios revela esses riscos de forma muito mais clara do que uma previs\u00e3o \u201cprecisa\u201d.<\/p>\n\n\n\n

N\u00e3o considere todas as vendas previstas como igualmente certas<\/h2>\n\n\n\n

Uma ordem de compra confirmada por um distribuidor e uma previs\u00e3o de vendas otimista n\u00e3o devem ter o mesmo peso.<\/p>\n\n\n\n

Isto pode parecer \u00f3bvio, mas o planeamento de primeira ordem, por vezes, agrupa todos os canais de vendas potenciais num \u00fanico valor.<\/p>\n\n\n\n

Isso ajuda a distinguir a procura em fun\u00e7\u00e3o do n\u00edvel de confian\u00e7a.<\/p>\n\n\n\n

Por exemplo:<\/p>\n\n\n\n

Procura confirmada:
encomendas ou requisitos contratuais j\u00e1 conhecidos.<\/p>\n\n\n\n

Procura altamente prov\u00e1vel:
clientes existentes com uma forte inten\u00e7\u00e3o de compra.<\/p>\n\n\n\n

Previs\u00e3o da procura:
expectativa razo\u00e1vel com base em produtos hist\u00f3ricos ou compar\u00e1veis.<\/p>\n\n\n\n

Procura aspiracional:
o que a empresa gostaria de vender.<\/p>\n\n\n\n

A terminologia n\u00e3o tem grande import\u00e2ncia.<\/p>\n\n\n\n

A distin\u00e7\u00e3o faz a diferen\u00e7a.<\/p>\n\n\n\n

A primeira encomenda deve garantir a satisfa\u00e7\u00e3o da procura conhecida e razoavelmente prov\u00e1vel, ao mesmo tempo que se deve ser mais cauteloso em rela\u00e7\u00e3o ao stock adquirido apenas com base em ambi\u00e7\u00f5es.<\/p>\n\n\n\n

Isto \u00e9 especialmente importante no caso das c\u00e1psulas personalizadas, uma vez que o excesso de stock nem sempre permite flexibilidade.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

A contagem de SKUs pode transformar uma encomenda sensata em v\u00e1rias encomendas arriscadas<\/h2>\n\n\n\n

Uma primeira encomenda de 40 000 c\u00e1psulas pode parecer algo exequ\u00edvel.<\/p>\n\n\n\n

At\u00e9 se tornar:<\/p>\n\n\n\n

10 000 caf\u00e9s expresso<\/p>\n\n\n\n

10 000 Lungo<\/p>\n\n\n\n

10 000 descafeinados<\/p>\n\n\n\n

10 000 de origem \u00fanica<\/p>\n\n\n\n

Agora j\u00e1 n\u00e3o est\u00e1s a gerir apenas uma posi\u00e7\u00e3o de stock.<\/p>\n\n\n\n

Est\u00e1s a gerir quatro.<\/p>\n\n\n\n

Se o Espresso representa 60% da procura real, enquanto o Single Origin representa 5%, a divis\u00e3o igualit\u00e1ria torna-se rapidamente ineficiente.<\/p>\n\n\n\n

Esta \u00e9 uma das raz\u00f5es pelas quais as novas marcas beneficiam frequentemente de manter a estrutura inicial de SKUs relativamente focada.<\/p>\n\n\n\n

Cada SKU adicional gera outra previs\u00e3o, outro n\u00edvel de stock e, potencialmente, outro requisito em termos de cor, tampa ou embalagem.<\/p>\n\n\n\n

Antes de aumentar o n\u00famero de variantes, pergunte-se:<\/p>\n\n\n\n

Ser\u00e1 que o mercado precisa desta distin\u00e7\u00e3o neste momento?<\/p>\n\n\n\n

Ou ser\u00e1 que podemos come\u00e7ar por aprender com um n\u00famero menor de produtos?<\/p>\n\n\n\n

Um n\u00famero mais reduzido de SKUs bem abastecidos pode, muitas vezes, proporcionar melhor informa\u00e7\u00e3o sobre o mercado do que uma gama alargada em que todos os produtos apresentam falta de stock \u2014 ou excesso de stock.<\/p>\n\n\n\n

O fluxo de caixa \u00e9 importante, mesmo quando se tem meios para adquirir o stock<\/h2>\n\n\n\n

A quest\u00e3o n\u00e3o \u00e9 apenas saber se a empresa disp\u00f5e de liquidez suficiente para efetuar a encomenda.<\/p>\n\n\n\n

\u00c9 o que esse dinheiro ainda tem de fazer.<\/p>\n\n\n\n

O lan\u00e7amento de uma nova cole\u00e7\u00e3o tamb\u00e9m pode exigir recursos financeiros para:<\/p>\n\n\n\n

Caf\u00e9.<\/p>\n\n\n\n

Recheio.<\/p>\n\n\n\n

Tampas.<\/p>\n\n\n\n

Embalagem de retalho.<\/p>\n\n\n\n

Frete.<\/p>\n\n\n\n

Custos relacionados com a importa\u00e7\u00e3o.<\/p>\n\n\n\n

Marketing.<\/p>\n\n\n\n

Condi\u00e7\u00f5es do distribuidor.<\/p>\n\n\n\n

Amostras.<\/p>\n\n\n\n

Fotografia.<\/p>\n\n\n\n

E a pr\u00f3xima encomenda de reabastecimento.<\/p>\n\n\n\n

Investir demasiado capital em stock de c\u00e1psulas n\u00e3o utilizadas pode fazer com que o resto do lan\u00e7amento fique sem financiamento suficiente.<\/p>\n\n\n\n

This is why the lowest unit price can be misleading.<\/p>\n\n\n\n

A large order may save money per capsule while requiring substantially more cash before the first unit is sold.<\/p>\n\n\n\n

For a first launch, liquidity has value.<\/p>\n\n\n\n

It gives the business room to learn and change.<\/p>\n\n\n\n

Customization Changes the Cost of Being Wrong<\/h2>\n\n\n\n

Over-ordering a standard capsule and over-ordering a fully branded capsule aren’t the same mistake.<\/p>\n\n\n\n

A standard product may have other uses.<\/p>\n\n\n\n

A capsule printed with your logo, produced in a specific color and paired with SKU-specific packaging has much less flexibility.<\/p>\n\n\n\n

If you change the coffee.<\/p>\n\n\n\n

Rename the product.<\/p>\n\n\n\n

Update the brand.<\/p>\n\n\n\n

Remove the SKU.<\/p>\n\n\n\n

Or discover that another color sells much better.<\/p>\n\n\n\n

Custom inventory can become obsolete.<\/p>\n\n\n\n

That doesn’t mean new products should avoid customization.<\/p>\n\n\n\n

It means customization should reflect confidence.<\/p>\n\n\n\n

A brand with committed retail distribution and existing customers may be comfortable committing earlier.<\/p>\n\n\n\n

A startup testing an unfamiliar market may benefit from validating demand before moving too far into dedicated inventory.<\/p>\n\n\n\n

The deeper the customization, the more expensive a forecasting mistake can become.<\/p>\n\n\n\n

Your First Order Must Last Until the Second One Arrives<\/h2>\n\n\n\n

This sounds almost too obvious.<\/p>\n\n\n\n

It’s also where many first-order plans become too optimistic.<\/p>\n\n\n\n

If the first 20,000 capsules sell well, how quickly can you get the next 20,000\u2014or 100,000?<\/p>\n\n\n\n

Don’t consider production time alone.<\/p>\n\n\n\n

A complete replenishment period can involve order confirmation, production, inspection, packing, export handling, international transport, customs and local delivery.<\/p>\n\n\n\n

If the capsules are customized, preparation may also differ from stock products.<\/p>\n\n\n\n

This creates a useful test:<\/p>\n\n\n\n

Under the higher-demand scenario, when would we need to place the second order?<\/p>\n\n\n\n

If the answer is \u201cbefore the first order even arrives,\u201d the initial quantity or replenishment plan may be too aggressive.<\/p>\n\n\n\n

On the other hand, if the first order covers a year of expected demand in the lower scenario, inventory risk may be excessive.<\/p>\n\n\n\n

The first order and second order should be planned together.<\/p>\n\n\n\n

Freight Can Make Very Small Orders Economically Awkward<\/h2>\n\n\n\n

A smaller first order lowers inventory exposure.<\/p>\n\n\n\n

But international freight doesn’t necessarily fall proportionally with product quantity.<\/p>\n\n\n\n

Some logistics costs occur per shipment rather than per capsule. Very small orders can therefore carry a relatively high freight cost per unit.<\/p>\n\n\n\n

Empty capsules also occupy physical space relative to their weight, making packing efficiency relevant to freight economics.<\/p>\n\n\n\n

This means buyers shouldn’t optimize only one side of the equation.<\/p>\n\n\n\n

Smallest inventory possible<\/p>\n\n\n\n

isn’t automatically equal to<\/p>\n\n\n\n

lowest commercial risk.<\/p>\n\n\n\n

A very small order may require rapid repeat shipping, creating additional freight cost and supply pressure if sales accelerate.<\/p>\n\n\n\n

Before deciding quantity, compare a few realistic scenarios:<\/p>\n\n\n\n

Smaller initial order + earlier replenishment.<\/p>\n\n\n\n

Moderate initial order + standard replenishment.<\/p>\n\n\n\n

Larger initial order + lower purchase frequency.<\/p>\n\n\n\n

Then compare cash exposure, freight, unit price and stockout risk together.<\/p>\n\n\n\n

Samples Are Cheaper Than Inventory<\/h2>\n\n\n\n

A first production order shouldn’t be the first time you learn whether the capsule works.<\/p>\n\n\n\n

Before quantity becomes the main question, resolve the basic product questions.<\/p>\n\n\n\n

Does the capsule fit the intended brewing system?<\/p>\n\n\n\n

Can it run on the filling equipment?<\/p>\n\n\n\n

Does the selected lid seal correctly?<\/p>\n\n\n\n

Does the filled product brew as expected?<\/p>\n\n\n\n

Does the appearance meet the brand requirement?<\/p>\n\n\n\n

Using coffee capsule samples before a production order<\/a><\/strong> gives the business a much cheaper environment in which to discover these issues.<\/p>\n\n\n\n

That’s important because reducing first-order quantity doesn’t solve a specification problem.<\/p>\n\n\n\n

4,000 wrong capsules are still wrong capsules.<\/p>\n\n\n\n

Validate first.<\/p>\n\n\n\n

Then decide how many validated capsules to buy.<\/p>\n\n\n\n

A New Product Doesn’t Need Its \u201cForever Order Quantity\u201d on Day One<\/h2>\n\n\n\n

First-order planning is sometimes approached as though the buyer needs to find the perfect purchasing quantity immediately.<\/p>\n\n\n\n

They don’t.<\/p>\n\n\n\n

The first order should produce something valuable beyond sales:<\/p>\n\n\n\n

information.<\/p>\n\n\n\n

Actual sell-through rate.<\/p>\n\n\n\n

Demand by SKU.<\/p>\n\n\n\n

Customer response.<\/p>\n\n\n\n

Reorder behavior.<\/p>\n\n\n\n

Filling yield.<\/p>\n\n\n\n

Freight economics.<\/p>\n\n\n\n

Once those are known, the second order can be better than the first.<\/p>\n\n\n\n

And the third can be better again.<\/p>\n\n\n\n

For a new coffee capsule product launch<\/a><\/strong>, that’s a healthier way to think about purchasing.<\/p>\n\n\n\n

The first order isn’t the final supply-chain model.<\/p>\n\n\n\n

It’s the first real dataset.<\/p>\n\n\n\n

Com base na nossa experi\u00eancia na \u00e1rea da produ\u00e7\u00e3o<\/h2>\n\n\n\n

The lowest MOQ and the safest first order aren’t always the same number.<\/p>\n\n\n\n

We’ve seen buyers focus heavily on reducing the first quantity, then discover that a strong launch creates immediate pressure for a second shipment.<\/p>\n\n\n\n

We’ve also seen the opposite: a buyer chooses a larger quantity for a better unit price, only to change the product before that inventory is consumed.<\/p>\n\n\n\n

Neither situation means the buyer made an obviously bad decision.<\/p>\n\n\n\n

New products involve uncertainty.<\/p>\n\n\n\n

After more than 10 years manufacturing aluminum coffee capsules, we’ve found that first-order conversations become more useful when they include three things:<\/p>\n\n\n\n

expected sales range,<\/p>\n\n\n\n

replenishment timing,<\/p>\n\n\n\n

and how much customization is tied to the inventory.<\/p>\n\n\n\n

Those three factors usually tell us much more than asking for MOQ alone.<\/p>\n\n\n\n

At Kervoo, the 4,000-piece standard carton and the approximately 20,000-piece starting point we generally recommend for customized OEM projects provide useful production boundaries.<\/p>\n\n\n\n

The buyer’s market still decides what the right order is.<\/p>\n\n\n\n

A Simple Way to Calculate a Starting Range<\/h2>\n\n\n\n

There is no universal first-order formula, but buyers can build a useful range.<\/p>\n\n\n\n

Start with:<\/p>\n\n\n\n

Expected sales during the full replenishment period<\/p>\n\n\n\n

plus<\/p>\n\n\n\n

an appropriate buffer for demand uncertainty<\/p>\n\n\n\n

minus<\/p>\n\n\n\n

any usable inventory already available.<\/p>\n\n\n\n

Then test the result against three things:<\/p>\n\n\n\n

Supplier MOQ.<\/p>\n\n\n\n

Cash available for the complete launch\u2014not only capsules.<\/p>\n\n\n\n

Freight economics.<\/p>\n\n\n\n

Finally, run the result through your lower and higher sales scenarios.<\/p>\n\n\n\n

If the low-demand scenario leaves an uncomfortable amount of obsolete inventory, the quantity may be too aggressive.<\/p>\n\n\n\n

If the high-demand scenario creates a stockout before replenishment can arrive, the quantity may be too conservative.<\/p>\n\n\n\n

You may not find one perfect number.<\/p>\n\n\n\n

That’s fine.<\/p>\n\n\n\n

A defensible range based on actual assumptions is much more useful than a precise quantity based on guesswork.<\/p>\n\n\n\n

Perguntas frequentes<\/strong><\/p>\n\n\n\n

How many coffee capsules should I order for a new product launch?<\/strong><\/p>\n\n\n\n

There is no universal first-order quantity. Buyers should consider expected sales during the full replenishment period, demand uncertainty, MOQ, SKU count, cash flow, customization and freight before choosing a starting quantity.<\/p>\n\n\n\n

What is Kervoo’s minimum order for standard aluminum coffee capsules?<\/strong><\/p>\n\n\n\n

When stock is available, standard products can start from one carton of 4,000 capsules. Samples are also available before a production order.<\/p>\n\n\n\n

What quantity is practical for a customized OEM capsule project?<\/strong><\/p>\n\n\n\n

At Kervoo, around 20,000 pieces per design is generally a more practical starting point for customized OEM production. The appropriate purchasing quantity still depends on the buyer’s actual demand and project requirements.<\/p>\n\n\n\n

Should I order more capsules to get a lower unit price?<\/strong><\/p>\n\n\n\n

Only when the saving makes sense after inventory, cash flow, freight and demand risk are considered. A lower unit price can become expensive if the additional capsules remain unused.<\/p>\n\n\n\n

Should a new brand start with standard or custom capsules?<\/strong><\/p>\n\n\n\n

It depends on how important customization is to the launch and how confident the brand is in demand. Standard products can reduce early inventory exposure, while customization can provide stronger brand differentiation when volumes justify it.<\/p>","protected":false},"excerpt":{"rendered":"

\u201cWhat’s your MOQ?\u201d It’s one of the first questions buyers ask when launching a capsule product. But it’s usually not the question that determines how much they should order. A manufacturer might be willing to supply 4,000 capsules. That doesn’t automatically mean 4,000 is enough. Another supplier may offer a better price at 100,000. That […]<\/p>\n","protected":false},"author":1,"featured_media":5283,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[68,115,108,99,98],"class_list":["post-5828","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","tag-aluminum-coffee-capsules","tag-coffee-capsule-inventory","tag-coffee-capsule-manufacturing","tag-coffee-capsule-oem","tag-coffee-capsule-supplier"],"blocksy_meta":{"styles_descriptor":{"styles":{"desktop":"","tablet":"","mobile":""},"google_fonts":[],"version":8}},"_links":{"self":[{"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/posts\/5828","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/comments?post=5828"}],"version-history":[{"count":1,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/posts\/5828\/revisions"}],"predecessor-version":[{"id":6276,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/posts\/5828\/revisions\/6276"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/media\/5283"}],"wp:attachment":[{"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/media?parent=5828"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/categories?post=5828"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/kervoo.com\/pt\/wp-json\/wp\/v2\/tags?post=5828"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}