{"id":4307,"date":"2025-09-17T07:07:15","date_gmt":"2025-09-17T04:07:15","guid":{"rendered":"http:\/\/147.182.243.37\/maximize-value-from-digital-transformation-practical-strategies-for-roi\/"},"modified":"2025-09-17T07:07:15","modified_gmt":"2025-09-17T04:07:15","slug":"maximize-value-from-digital-transformation-practical-strategies-for-roi","status":"publish","type":"post","link":"https:\/\/istanbul-ist-international-airport.com\/fr\/blog\/maximize-value-from-digital-transformation-practical-strategies-for-roi\/","title":{"rendered":"Maximiser la valeur de la transformation num\u00e9rique \u2013 Strat\u00e9gies pratiques pour le retour sur investissement"},"content":{"rendered":"

<\/p>\n

Begin with a concrete recommendation: target three quick wins<\/strong> that improve<\/em> cash flow within 90 days and move into the ROI ledger. Set a clear metric suite: energy spend, maintenance costs, and vehicle uptime<\/em>. This approach serves strategic<\/strong> decisions that meet ambitious returns. When milestones are clear, teams execute faster, which<\/em> speeds decision-making.<\/p>\n

Already piloted in a facility and parking assets, sensor-enabled energy management has yielded increased<\/strong> energy efficiency by 18-28% and reduced carbon<\/em> intensity by 6-12% within a year. Align savings with maintenance reductions to shorten the payback to 9-14 months<\/strong>. These numbers translate into real cash flow and measurable environmental impact.<\/p>\n

Roll out in three<\/strong> layers: data collection<\/strong>, process automation<\/strong>, and governance<\/strong>, woven into daily operations. Create a single source of truth<\/em> and connect dashboards to energy, parking, and fleet metrics to express<\/strong> ROI in concrete terms, not abstractions. This framework serves<\/strong> decision-makers across teams.<\/p>\n

En asia<\/em>, cities with growing vehicle fleets and hundreds of thousands of daily trips can gain rapid value from digital tools. A smart parking and charging integration for 2 million residents can meet<\/strong> demand while even<\/em> reducing idle time by 20-25% and boosting parking turnover by 15-20%, yielding additional revenue for million<\/strong>-level facilities and operators. The approach scales to express<\/em> parking services that serve commuters efficiently.<\/p>\n

To sustain ROI, secure cross-functional sponsorship, establish lightweight data-ops, and tie outcomes to strategic<\/strong> goals. Use a unified dashboard that tracks energy, parking, vehicle, and facility utilization, and plan quarterly reviews to extend wins across facilities and fleets.<\/p>\n

Define a KPI-driven ROI framework for digital initiatives<\/h2>\n

Start by establishing a KPI-driven ROI framework that ties every digital initiative to concrete business outcomes and ESG goals; ensured data integrity by standardizing data contracts, ownership, and a single source of truth for metrics.<\/p>\n

To implement this framework, follow these steps to link value creation to measurable results: map value to metrics; select KPI criteria; set baselines; define thresholds for go\/no-go decisions; assign owners; implement measurement and dashboards; review quarterly and adjust; scale the winning pilots to the year. In addition, appoint a clear ROI owner and a data steward to ensure accountability across teams. This enables you to express progress clearly to stakeholders and deliver great value back to the business when targets are met.<\/p>\n

The KPI suite should cover financial, operational, and environmental domains: ROI percentage, payback period, NPV, revenue uplift, and cost savings; traffic growth and passenger throughput; transfer volumes; energy consumption and energy intensity; emissions reductions; footprint per unit; and progress against planned and completed milestones, with current performance compared to targets. For manufacturing or plant environments, track plant-level energy and emissions to ensure improvements are attributable to digital initiatives and to support increasing energy efficiency even in the most energy-intensive facilities.<\/p>\n

Base data sources include ERP and procurement systems, energy meters, traffic analytics, ticketing data, and asset registers. Establish a cadence of baseline in the current year, with quarterly reviews and annual recalibration to reflect changing conditions and new initiatives.<\/p>\n

Governance ensures accountability: appoint a cross-functional ROI lead, a data steward, a procurement liaison, and an operations owner. Both<\/strong> IT and business units are committed and report on a shared dashboard that translates results into clear recommendations for action. This structure avoids silos and keeps ROI translation transparent.<\/p>\n

Align ROI metrics with environmental impact to drive sustainable value: measure energy savings, emissions avoided, and reductions in the footprint, then express the triple<\/strong> benefit as financial, operational, and environmental outcomes. Use these insights to target incremental improvements in energy use and traffic management, while maintaining service standards for passengers and other stakeholders.<\/p>\n

Practical guidance to accelerate value: plan investments within the approved budget, track planned<\/em> vs completed<\/em> work, and maintain momentum even if initial pilots deliver modest gains. In addition, ensure procurement teams capture addition<\/strong> savings and that every quarter delivers measurable improvements in traffic, energy, and emissions. This approach helps you back<\/em> up decisions with data and realize results more quickly.<\/p>\n

Prioritize COVID-19-driven changes to boost resilience and speed up value delivery<\/h2>\n

Begin with action: conduct a 90-day assessment to identify three COVID-19-driven changes that already reduce waste and boost satisfaction, then express a plan to scale them across the company.<\/p>\n

    \n
  • Purchasing agility: consolidate purchasing with a regional pool, implement a cloud-based e-procurement platform, onboard suppliers in days rather than weeks, and target 20\u201330% reductions in lead times within months.<\/li>\n
  • Supply-network resilience: diversify the supplier base in key area hubs, including eski\u015fehir, deploy a supplier scorecard, and establish contingency stock for critical items to prevent shortages during demand spikes.<\/li>\n
  • Operations and data discipline: form cross-functional project squads; roll out a lightweight analytics dashboard; track five metrics\u2013cycle time, waste, satisfaction, on-time transfers, and inventory turns\u2013and run pilots that transfer learning between areas and products; expect measurable improvements within weeks.<\/li>\n<\/ul>\n

    In eski\u015fehir, a city-backed pilot connected local manufacturers with city procurement needs; within planned months, waste declined and satisfaction rose, demonstrating a pathway to scale across sectors such as airlines and other service lines, expanding the focus from a single area to a broader future program. The addition of this approach yielded a profound impact that travels through processes, teams, and partners like a steady transfer of best practices, like a shared runway for adoption across worlds of operations.<\/p>\n

    Establish a planning runway to spread changes to other lines, including airlines and fleet operations, across runways of implementation that roll out in waves over months, with a focus on maintaining satisfaction and minimizing waste.<\/p>\n

      \n
    1. Translate the three changes into a simple operating model with named owners, success metrics, and a 12-week cadence for reviews.<\/li>\n
    2. Launch a structured pilot to validate impact on sector resilience and speed up value delivery, with clear milestones and a transfer plan for other worlds of operations.<\/li>\n
    3. Build a transfer framework to move learnings from pilots into long-running programs, emphasizing use by purchasing, product teams, and fleet management in airlines.<\/li>\n
    4. Develop a communications and training plan that ensures frontline teams adopt the new ways of working, with monthly updates to leadership and quarterly demonstrations of value.<\/li>\n<\/ol>\n

      Derive maximum value from digital transformation through outcome-focused prioritization<\/h2>\n

      Begin with outcome-focused prioritization: define four concrete outcomes and a runway over the next months, then fund only initiatives that clearly move those outcomes. Focus on satisfaction, security, and procurement performance, and tie each outcome to measurable improvements in supply reliability that meet the needs of staff and their teams and customers alike. A direct link exists between the outcomes and the investments that serve their goals.<\/p>\n

      Map each initiative to a single outcome, assign an owner from staff, and set concrete KPIs. Include metrics like satisfaction scores, faster purchasing cycles, and a lower security incident rate. The link between funded work and the outcomes they serve is clear; these initiatives meet the needs of their teams and suppliers.<\/p>\n

      Create a prioritized backlog that targets the largest value items first. Estimate impact in months and plan to complete a first wave within a runway of 12 to 18 months. Keep to the point and avoid parking lot tasks that do not move outcomes; focus on concrete dependencies and practical steps. Prioritize tasks that are tangible, like onboarding automation and spend analytics.<\/p>\n

      Address a real issue in procurement by streamlining supplier onboarding, reducing cycle time from 60 days to 20\u201330 days. This improvement helps current operations meet compliance while boosting purchasing efficiency. It also reduces risk and builds trust with suppliers.<\/p>\n

      Establish governance with quarterly reviews, a simple dashboard, and clear milestones that show progress between completed states. Track security posture, footprint, and satisfaction metrics; report publicly to stakeholders. Introduce electric fleet considerations where feasible to lower cost and emissions while maintaining service levels.<\/p>\n

      Use this approach to scale transforming initiatives across functions. The strategy serves current needs and supports their future needs, and reduces parking and maintenance burdens, while the footprint of the organization becomes leaner over years. This shift strengthens security and procurement outcomes across departments.<\/p>\n

      Turn digitalisation into a tangible business opportunity with quick wins and scalable platforms<\/h2>\n

      Start with a 12-week pilot to digitise procurement workflows and scheduled services with a scalable cloud platform, connecting airlines, parking operators, maintenance teams, and facility managers. This concrete move improves data quality, speeds supplier onboarding, and creates a single source of truth for asset material and energy consumption.<\/p>\n

      Set a target to reduce emissions by 15-25% in pilot sites through digital twins of facilities and energy management, and track parking utilization and vehicle flow to improve passenger experience, reach, and times to service. Align data with asia operations to capture regional patterns in the area and supply resilience without sacrificing service levels.<\/p>\n

      Next, raise the bar with a unified express checkout for services used by passengers and crew, plus sensor-based waste and material management to cut waste and inventory turns. Link orders to real-time stock data and energy sensors to keep facility costs in check.<\/p>\n

      asia-focused procurement and supplier onboarding may accelerate reach for regional suppliers, with clear needs captured in a shared catalog and a simple issue-tracking flow.<\/p>\n

      Quick wins you can start now<\/h3>\n

      Within 8-12 weeks, you can cut procurement cycle time by 20-30%, reduce maverick purchases, and gain visibility into material flows across parking and facility areas. This increases collaboration among procurement teams and operations in airlines and ground-handling services, leading to faster issue resolution and concrete savings.<\/p>\n

      Scalable platforms to sustain ROI<\/h3>\n

      \"Scalable<\/p>\n

      Adopt modular cloud platforms that scale with growing data from material, energy, and waste sensors. Use open APIs to connect procurement, parking, and facility systems, enabling times-to-value improvements across asia markets and reaching a broader network of suppliers and partners. With governance and role-based access, you maintain data quality and ensure compliance for future procurement cycles, while keeping costs predictable.<\/p>\n\n\n\n\n\n\n\n\n\n
      Initiative<\/th>\nZone<\/th>\nKPI<\/th>\nTime to Value<\/th>\nPropri\u00e9taire<\/th>\n<\/tr>\n<\/thead>\n
      E-procurement integration<\/td>\nProcurement<\/td>\nCycle time \u2193 25-30%; maverick spend \u2193 15-20%<\/td>\n8-12 weeks<\/td>\nProcurement lead<\/td>\n<\/tr>\n
      Unified scheduling for parking and fleet<\/td>\nStationnement et flotte<\/td>\nService \u00e0 l'heure \u2191 95%<\/td>\n6-10 semaines<\/td>\nOps Manager<\/td>\n<\/tr>\n
      Service express pour les passagers<\/td>\nExp\u00e9rience client<\/td>\nTemps d'attente \u2193 ~20%<\/td>\n4-8 semaines<\/td>\nPrestation de services<\/td>\n<\/tr>\n
      Surveillance de l'\u00e9nergie et des \u00e9missions<\/td>\nInstallation<\/td>\n\u00c9missions \u2193 15-25%<\/td>\n12-16 semaines<\/td>\nDurabilit\u00e9<\/td>\n<\/tr>\n
      Gestion des mat\u00e9riaux et des d\u00e9chets<\/td>\nMat\u00e9riaux et d\u00e9chets<\/td>\nD\u00e9tournement des d\u00e9chets \u2191 25% ; co\u00fbts des mat\u00e9riaux \u2193<\/td>\n10-14 semaines<\/td>\nInstallations<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

      Rejoignez notre webinaire gratuit : Transformer la s\u00e9curit\u00e9 a\u00e9roportuaire \u2013 Impact de l'innovation et exp\u00e9rience du passager<\/h2>\n

      Inscrivez-vous d\u00e8s maintenant pour commencer \u00e0 obtenir un retour sur investissement mesurable gr\u00e2ce \u00e0 la modernisation de la s\u00e9curit\u00e9. Cette session strat\u00e9gique de premi\u00e8re main montre comment am\u00e9liorer l'exp\u00e9rience des passagers tout en renfor\u00e7ant les op\u00e9rations. Au cours du trimestre actuel, les pilotes d'Eski\u015fehir signalent une augmentation de 12% du d\u00e9bit et une r\u00e9duction de 9% du temps d'attente, lorsque des analyses intelligentes guident les d\u00e9cisions de contr\u00f4le et que certains contr\u00f4les manuels sont convertis en flux automatis\u00e9s. Un plan d'att\u00e9nuation des probl\u00e8mes de carbone z\u00e9ro, comprenant des \u00e9quipements \u00e9conomes en \u00e9nergie et des voies d'essai embarqu\u00e9es, r\u00e9duit les \u00e9missions tout en maintenant le d\u00e9bit intact. L'approche repose sur trois leviers : les personnes, les processus et la technologie ; les \u00e9tapes planifi\u00e9es et assur\u00e9es atteignent leurs objectifs de s\u00e9curit\u00e9 et de service avant que vous ne passiez \u00e0 l'\u00e9chelle, et elle permet une am\u00e9lioration profonde du d\u00e9bit et de l'exp\u00e9rience des passagers, tout en soulignant comment atteindre les \u00e9quipes de s\u00e9curit\u00e9 et de service d'ici octobre.<\/p>\n

      Ce que vous allez gagner<\/h3>\n

      Trois r\u00e9sultats concrets auxquels vous pouvez vous attendre : une meilleure exp\u00e9rience des passagers, attest\u00e9e par des temps d'attente plus courts et un contr\u00f4le plus fluide, ainsi que des voies express plus rapides ; une croissance mesurable du d\u00e9bit ; et une voie claire de retour sur investissement avec des investissements progressifs que vous pouvez reproduire dans tous les a\u00e9roports. L'approche comprend un tableau de bord concis pour le suivi des mesures actuelles du trimestre et un plan pour accro\u00eetre l'efficacit\u00e9 au cours du trimestre suivant. Ce webinaire montre \u00e9galement comment impliquer rapidement leurs \u00e9quipes pour maintenir l'alignement et acc\u00e9l\u00e9rer l'adoption.<\/p>\n

      \u00c9tapes pratiques pour la mise en \u0153uvre<\/h3>\n

      Commencez par un audit rapide des voies de contr\u00f4le actuelles et des points de contact des passagers, puis d\u00e9ployez un plan en trois phases : automatisez les contr\u00f4les de routine, introduisez un contr\u00f4le bas\u00e9 sur les risques et cr\u00e9ez des voies express qui acc\u00e9l\u00e8rent le flux sans compromettre la s\u00e9curit\u00e9. \u00c0 Eski\u015fehir, un r\u00e9cent projet pilote a valid\u00e9 cette approche, r\u00e9duisant le temps d'attente moyen de 18% tout en respectant les crit\u00e8res de s\u00e9curit\u00e9. Pour un d\u00e9ploiement \u00e0 l'\u00e9chelle de l'entreprise, alignez les services IT, la s\u00e9curit\u00e9 et les op\u00e9rations dans un programme unique et planifi\u00e9 et fixez des objectifs trimestriels. Avant l'expansion, effectuez un essai \u00e0 blanc dans une zone contr\u00f4l\u00e9e afin de convertir les r\u00e9sultats en un mod\u00e8le \u00e9volutif qui servira leurs a\u00e9roports et leurs passagers.<\/p>\n

      Air Malta rejoint le r\u00e9seau en expansion de l'a\u00e9roport iGA d'Istanbul : implications pour les itin\u00e9raires et le flux de passagers<\/h2>\n

      Recommandation : lancer le service direct Malte-Istanbul au prochain trimestre avec des correspondances synchronis\u00e9es depuis Eski\u015fehir et Selahattin pour acheminer le trafic r\u00e9gional vers le plus grand terminal de l'a\u00e9roport iGA d'Istanbul, en accord avec la croissance de la demande pr\u00e9vue et les offres de produits comp\u00e9titives. Cet ajout peut attirer des millions de voyageurs, r\u00e9pondant aux besoins des personnes dans tous les a\u00e9roports et march\u00e9s, et renforcera le r\u00e9seau actuel en un hub plus int\u00e9gr\u00e9 dans le secteur strat\u00e9gique. Cela connectera les mondes des voyages d'agr\u00e9ment et d'affaires et pr\u00e9parera le terrain pour des partenariats men\u00e9s par tayan\u00e7 afin d'aligner les achats, les plans et les conditions pour un d\u00e9ploiement en douceur.<\/p>\n

      Int\u00e9gration strat\u00e9gique des itin\u00e9raires et pr\u00e9vision de la demande<\/h3>\n

      L'ajout de la ligne Malte-Istanbul cr\u00e9e un pont direct entre l'Europe occidentale et la porte d'entr\u00e9e de la Turquie, avec un trafic de rabattement depuis Eski\u015fehir et Selahattin con\u00e7u pour acheminer les passagers vers le plus grand terminal d'iGA. Quels itin\u00e9raires en b\u00e9n\u00e9ficieront le plus ? L'am\u00e9lioration la plus forte provient des flux de loisirs saisonniers et du trafic d'affaires annuel, le r\u00e9seau actuel absorbant les charges suppl\u00e9mentaires gr\u00e2ce \u00e0 des correspondances express et des escales optimis\u00e9es. Les pr\u00e9visions montrent un effet profond sur l'\u00e9conomie des itin\u00e9raires, stimulant les rendements et am\u00e9liorant l'utilisation des avions au cours du trimestre.<\/p>\n

      Actions op\u00e9rationnelles pour optimiser le flux de passagers<\/h3>\n

      Les actions op\u00e9rationnelles comprennent l'alignement des blocs de vols sur les cr\u00e9neaux de pointe de l'IGA, le d\u00e9ploiement de voies de transfert express pour les correspondances \u00e0 Malte et l'expansion de la flotte de manutention au sol afin de r\u00e9duire les temps d'attente. Le parc d'\u00e9quipements sera augment\u00e9 par l'acquisition pr\u00e9vue de rampes et de bornes d'enregistrement suppl\u00e9mentaires. Les plans couvrent la fiabilit\u00e9 des services publics - eau, \u00e9lectricit\u00e9 et refroidissement - afin de prendre en charge le volume suppl\u00e9mentaire. Les conditions avec les partenaires d'Eski\u015fehir et de Selahattin seront d\u00e9finies afin de garantir un marketing coordonn\u00e9 et des offres de produits qui r\u00e9pondent aux besoins des diff\u00e9rents march\u00e9s. Les effets sur le flux de passagers seront consid\u00e9rables, permettant des transferts plus s\u00fbrs, plus rapides et plus confortables de l'enregistrement \u00e0 la porte d'embarquement.<\/p>\n

      \u00c9tablir une gouvernance et des mesures pour maintenir le retour sur investissement des programmes num\u00e9riques<\/h2>\n

      Recommandation : Cr\u00e9er un bureau de programme num\u00e9rique (BPN) centralis\u00e9 avec un responsable du retour sur investissement d\u00e9sign\u00e9 et des sponsors interfonctionnels pour chaque initiative. Le BPN d\u00e9finit la charte, les termes de r\u00e9f\u00e9rence et une matrice RACI, et conditionne le financement \u00e0 des jalons planifi\u00e9s. Cette structure permet de maintenir une responsabilit\u00e9 fond\u00e9e sur des donn\u00e9es \u00e0 l'\u00e9chelle de l'entreprise, au-del\u00e0 des secteurs tels que l'approvisionnement, et s'aligne sur l'horizon temporel futur. tayan\u00e7, bas\u00e9 \u00e0 eski\u015fehir, dirige la gouvernance r\u00e9gionale et participe \u00e0 des examens trimestriels du retour sur investissement afin de s'assurer que les objectifs des ann\u00e9es \u00e0 venir sont refl\u00e9t\u00e9s dans la planification et que les r\u00e9sultats du premier trimestre soutiennent l'approche. Certains programmes ont d\u00e9j\u00e0 fait des progr\u00e8s, mais d'autres n\u00e9cessitent des contr\u00f4les plus stricts pour r\u00e9duire le gaspillage et maintenir l'alignement de leurs efforts.<\/p>\n

      Piliers de la gouvernance<\/h3>\n

      Cadence et r\u00f4les : direction trimestrielle avec un sponsor ex\u00e9cutif, op\u00e9rations mensuelles du DPD, et flux de donn\u00e9es hebdomadaires. D\u00e9finir des objectifs de retour sur investissement pour chaque programme et suivre les jalons planifi\u00e9s par rapport aux jalons achev\u00e9s dans l'ensemble du portefeuille. Utiliser une source unique de v\u00e9rit\u00e9 pour \u00e9tayer les d\u00e9cisions et \u00e9viter les allers-retours entre les syst\u00e8mes. S'assurer que les donn\u00e9es provenant de l'ERP, du CRM et de l'analytique sont int\u00e9gr\u00e9es dans un tableau de bord central. Pour les initiatives de durabilit\u00e9, inclure les mesures de z\u00e9ro d\u00e9chet et de r\u00e9duction des d\u00e9chets dans la m\u00eame perspective de retour sur investissement. Tenir un registre d'id\u00e9es en suspens (parking lot) afin de saisir les optimisations potentielles sans interrompre l'ex\u00e9cution.<\/p>\n

      Cadre de mesures<\/h3>\n

      Concentrez-vous sur les indicateurs qui se traduisent en r\u00e9sultats nets : ROI, p\u00e9riode de r\u00e9cup\u00e9ration et \u00e9conomies nettes ; saisissez l'augmentation des revenus provenant des canaux num\u00e9riques en Asie et surveillez l'adoption par leurs \u00e9quipes. Suivez le d\u00e9lai de rentabilisation, les temps de cycle et les r\u00e9ductions des co\u00fbts de service dans l'ensemble du secteur, avec des donn\u00e9es de r\u00e9f\u00e9rence du premier trimestre et des comparaisons d'une ann\u00e9e sur l'autre. Utilisez un tableau de bord orient\u00e9 vers l'avenir qui rend compte des \u00e9tapes termin\u00e9es et planifi\u00e9es, ainsi que de quelques indicateurs suppl\u00e9mentaires comme la qualit\u00e9 des donn\u00e9es et la conformit\u00e9 en mati\u00e8re de gouvernance. Assurez-vous que les programmes les plus importants, comme ceux de trendyol, aient un impact mesurable. Incluez la consommation d'eau et la r\u00e9duction des d\u00e9chets en tant que composantes du ROI total, et surveillez la capacit\u00e9 et le stationnement dans les installations afin d'\u00e9viter la surutilisation des ressources au fil du temps. La plateforme d'Eski\u015fehir et les fournisseurs de toute l'Asie peuvent acc\u00e9l\u00e9rer la cr\u00e9ation de valeur en appliquant ces indicateurs aux conditions, en transformant les investissements pr\u00e9vus en avantages concrets. Il existe des possibilit\u00e9s de maintenir la dynamique au fil des ann\u00e9es, des p\u00e9riodes et des fonctions, en renfor\u00e7ant l'alignement strat\u00e9gique sur les objectifs fondamentaux de l'entreprise.<\/p>","protected":false},"excerpt":{"rendered":"

      Begin with a concrete recommendation: target three quick wins that improve cash flow within 90 days and move into the ROI ledger. Set a clear metric suite: energy spend, maintenance costs, and vehicle uptime. This approach serves strategic decisions that meet ambitious returns. When milestones are clear, teams execute faster, which speeds decision-making. Already piloted […]<\/p>","protected":false},"author":2,"featured_media":4309,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"fifu_image_url":"https:\/\/istanbul-ist-international-airport.com\/wp-content\/images\/maximize-value-from-digital-transformation-practical-strategies-for-ro.jpg","fifu_image_alt":"","footnotes":""},"categories":[],"tags":[],"class_list":["post-4307","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nMaximize ROI from Digital Transformation<\/title>\n<meta name=\"description\" content=\"Maximize value from digital transformation with practical steps, cost-aware investments, and measurable ROI methods that align tech initiatives with business goals.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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