Alina Laktina

Alina Laktina

Works at:

Cranfield School of Management

Location in:

Cranfield, Milton Keynes, United Kingdom

Alina Laktina

Alinas connections

Currently

Works at:
Cranfield School of Management
Location in:
Cranfield, Milton Keynes, United Kingdom

Bio

A highly motivated professional with over six years diverse experience of sales and marketing in the retail industry. Strong leadership, account management and entrepreneurship skills combined with excellent analytical, mathematical and communication skills. Pragmatic, innovative and able to deliver accurate results whilst work under pressure.

Key Achievements
Successfully launched a new business and quickly developed a chain of four retail stores with an average turnover of US$230K in the first two years of operating.
Launched a new CRM programme in a leading perfumery chain increasing the sale value by 20%, improved repeat business by 80% and doubled the number of clients to five million within two years.
Successfully launched a new B2C sales channel for a luxury cosmetics brand increasing the daily sales to $10K, the equivalent of an average retail stores monthly output for a similar product.

Alina speaks

  • English
  • French
  • Russian
  • Spanish

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Work

2012 – present

Full Time MBA student

Cranfield School of Management
2009 – 2013

Co-owner

Oh-La-La
  • Chain of four independent retail stores that provides goods for mums and kids such as books, linen, perfumery and cosmetics and accessories. Turnover is US$230K. Total floor space - 110 m2. Staff - 10 people.
  • - Developed and launched a new business which has successfully grown into a chain of four retail branches.
  • - Formulated and implemented a detailed marketing and product strategy ready for the launch by analysing the target markets, markets long-term perspectives and buyer behaviour drawing from previous experience in retail business and successfully launching the business on time and on budget.
  • - Developed a successful product range strategy for each of the retail branches by analysing consumer needs, evaluating desired branches positioning, and setting profit objectives. This resulted in building a competitive product range oriented to the client’s requirements.
  • - Optimised the product ranges by continually adapting to the client and seasonal market changes, which successfully led to a decrease in the product turnover cycle from six to three months, significantly reducing excess stock by 30%.
  • - Identified and implemented supplementary products that increased the number of items per customer from 1.34 to 1.8 which, in turn, raised the average transaction value by 15%.
  • - Invented and launched a children’s play zone by analysing innovative marketing activities on Russian market. This resulted in increasing the average customer
  • visit duration and increasing sales by 28%.
  • - Successfully managed a team of 10 sales specialists by offering the opportunity for learning and development and professional growth within the department. This resulted in building the 'dream' team that worked together almost three years without any staff turnover.
2011 – 2012
(Oct – Sep)

Head of International Sales and Marketing

Rouge Bunny Rouge Ltd.
  • Luxury British perfumery and cosmetics company with US$1m turnover and 100 staff. Rouge Bunny Rouge is a global beauty brand with international acclaim (USA, EU, Middle East, Russia, Kazakhstan). London based with operational office in Moscow and representative office in Poland.
  • - Introduced and launched a new B2C sales channel (Beauty on Call Artists) the first of its kind in Russia. Successfully presented to the Senior Management Committee for the additional budget. This significantly enhanced the company’s sales results by 20%, reduced expenses by 15% and improved client loyalty.
  • - Developed and implanted a new strategic concept for the company’s international online shop. Successfully combining international best-practice with real-world retail experience. Proposed and launched a new sales category (different accessories) to boost whole sales of the brand. It significantly increased the company’s client base by attracting different target audiences and improved the average online web-shop surfing times.
  • - Led an international team of five managers in the implementation and delivery of a new online shop. Successfully co-ordinated the design and the marketing process, web-site programming, legal questions on time and in budget. Reported progress at the weekly departments meetings. Successfully negotiated with the legal team and tax departments to make available the resources necessary for the fast implementation of the web-shop.
  • - Developed detailed business models for new B2C sales channel and web shop. Identified and defined strategic marketing activities for the new web-shop launch and
  • promoting B2C channel.
  • - Designed and introduced an innovative corporate programme of motivation, education and personal growth for make-up artists. Successfully presented to the Executive Management Group and negotiated the additional budget. As the result the staff turnover reduced by 60% and the staff satisfaction doubled reaching 80%.
2011
(Apr – Oct)

Deputy Head of Trade Marketing

ILE DE BEAUTE
  • Leading Russian beauty products retailer (more than 150 stores) with US$600m turnover. In 2008 LVMH, the world's leading luxury goods group, obtained control of Ile De Beaute.
  • - Successfully adapted LVMH merchandising requirements for Ile De Beaute stores. Planned, communicated and implemented a new business management tool to assist with the company integration and allow senior management to monitor the change process as well as performance evaluation.
  • - Introduced a corporate policy for coordinating the Ile De Beaute merchandising requirements into the whole retail chain. Analysed the merchandising for high profitable stores within Ile De Beaute and LVMH practice. Successfully increasing the profit from each square meter by 5%.
  • - Initiated a new merchandising standards policy for all type of promotional activity by researching the best practice. Successfully increasing the number of promotions delivered in one store within one week from three to 10.
  • - Managed the launch of a global Sephora brand into Ile De Beaute stores. Established the location of Sephora brand in each Ile De Beaute stores, adapted product range, coordinated the training for the sales teams, managed the marketing and trademarking support.
  • - Managed a special project for a new personal beauty brand (shop in shop concept) in Ile De Beaute. Identified location, defined the product range and adapted the brand equipment as well as providing the marketing support for the product launches. Resulting in the re-opening of six new stores that attracted a new target audience and increased revenue by 20%.
2008 – 2011

Head of CRM Department

ILE DE BEAUTE
  • CRM department consist of the 12 internal staff - IT specialists, analysts and CRM managers and 30 outsourcing call-centre specialists. Main objective of CRM department is to increase the level of client services, client satisfaction and loyalty by using different marketing initiatives.
  • - Designed and introduced the first retail chain CRM programme within the perfumery retail industry. Analysed current client’s behaviour, seasonal market trends and competitors activities. Launched a variety of bespoke marketing CRM-based activities to attract new clients, increase the repeat business rate and boost sales. Average sales value rose by 20%. The company became the best retail chain in the quality of client services.
  • - Designed and implemented a RFV segmentation (Recency Frequency Value). Building the communication with customers based on the combination of key behaviour indicators. Doubling the response rate to 8% on marketing activities and significantly reducing the direct marketing expenses by more than 35%.
  • - Initiated the implementation of target marketing through breaking a customer's base into segments and then concentrating marketing efforts on key segments. New marketing concept ensured an increase in the main indicators of customer behaviour: average customer transaction value grew by 15 percent; number of purchased items per transaction rose from 1.34 to 1.76.
  • - Successfully recruited, built and led the CRM department of 12 specialists. Delivered independent performance reviews, offered independent coaching to motivate and encouraged involvement in team-building activities. This improved team efficiency and insured all projects were delivered on time and within budget.
2007 – 2008
(Feb – May)

Account Manager

Loyalty Partners Vostok
  • Loyalty Partners Vostok is a company owning and operating MALINA, Russian's largest coalition loyalty program, serving the marketing needs of Russian market leaders. More than 15 companies are in program with more than 3 million Moscow cardholders.
  • - Successfully coordinated and managed the launch of loyalty programme for two new partners (leading beauty chain Ile De Beaute and leading chain of beauty salon Mone). Negotiated and collaborated closely with the new partnering teams by acting as the key point of contact in managing the relationships with the Marketing, Legal, Accounting and IT departments and Loyalty Partners Vostok company and successfully launched the programme on time and in budget of $3m.
  • - Adapted and incorporated Malina’s approach in elaborating the marketing activity, in accordance with the needs of Ile De Beaute and Mone. Analysed specific client behaviours within the luxury brands and beauty salons to identify the best client segmentation and marketing offers for each target groups. Successfully increased the initial response rate by 10% and doubled the current client base.
  • - Successfully coordinated the relationship between Loyalty Partners Vostok and partners. Delivering weekly performance reports of the loyalty programme, fast claim processing and coordinating the various Loyalty Partners Vostok’s resources (functional experts and committees) so as to maximize the long-term profits. As the result was offered to start own CRM project in the partnering company (Ile De Beaute).

Work

2012 – present

Full Time MBA student

Cranfield School of Management
2009 – 2013

Co-owner

Oh-La-La
  • Chain of four independent retail stores that provides goods for mums and kids such as books, linen, perfumery and cosmetics and accessories. Turnover is US$230K. Total floor space - 110 m2. Staff - 10 people.
  • - Developed and launched a new business which has successfully grown into a chain of four retail branches.
  • - Formulated and implemented a detailed marketing and product strategy ready for the launch by analysing the target markets, markets long-term perspectives and buyer behaviour drawing from previous experience in retail business and successfully launching the business on time and on budget.
  • - Developed a successful product range strategy for each of the retail branches by analysing consumer needs, evaluating desired branches positioning, and setting profit objectives. This resulted in building a competitive product range oriented to the client’s requirements.
  • - Optimised the product ranges by continually adapting to the client and seasonal market changes, which successfully led to a decrease in the product turnover cycle from six to three months, significantly reducing excess stock by 30%.
  • - Identified and implemented supplementary products that increased the number of items per customer from 1.34 to 1.8 which, in turn, raised the average transaction value by 15%.
  • - Invented and launched a children’s play zone by analysing innovative marketing activities on Russian market. This resulted in increasing the average customer
  • visit duration and increasing sales by 28%.
  • - Successfully managed a team of 10 sales specialists by offering the opportunity for learning and development and professional growth within the department. This resulted in building the 'dream' team that worked together almost three years without any staff turnover.
2011 – 2012
(Oct – Sep)

Head of International Sales and Marketing

Rouge Bunny Rouge Ltd.
  • Luxury British perfumery and cosmetics company with US$1m turnover and 100 staff. Rouge Bunny Rouge is a global beauty brand with international acclaim (USA, EU, Middle East, Russia, Kazakhstan). London based with operational office in Moscow and representative office in Poland.
  • - Introduced and launched a new B2C sales channel (Beauty on Call Artists) the first of its kind in Russia. Successfully presented to the Senior Management Committee for the additional budget. This significantly enhanced the company’s sales results by 20%, reduced expenses by 15% and improved client loyalty.
  • - Developed and implanted a new strategic concept for the company’s international online shop. Successfully combining international best-practice with real-world retail experience. Proposed and launched a new sales category (different accessories) to boost whole sales of the brand. It significantly increased the company’s client base by attracting different target audiences and improved the average online web-shop surfing times.
  • - Led an international team of five managers in the implementation and delivery of a new online shop. Successfully co-ordinated the design and the marketing process, web-site programming, legal questions on time and in budget. Reported progress at the weekly departments meetings. Successfully negotiated with the legal team and tax departments to make available the resources necessary for the fast implementation of the web-shop.
  • - Developed detailed business models for new B2C sales channel and web shop. Identified and defined strategic marketing activities for the new web-shop launch and
  • promoting B2C channel.
  • - Designed and introduced an innovative corporate programme of motivation, education and personal growth for make-up artists. Successfully presented to the Executive Management Group and negotiated the additional budget. As the result the staff turnover reduced by 60% and the staff satisfaction doubled reaching 80%.
2011
(Apr – Oct)

Deputy Head of Trade Marketing

ILE DE BEAUTE
  • Leading Russian beauty products retailer (more than 150 stores) with US$600m turnover. In 2008 LVMH, the world's leading luxury goods group, obtained control of Ile De Beaute.
  • - Successfully adapted LVMH merchandising requirements for Ile De Beaute stores. Planned, communicated and implemented a new business management tool to assist with the company integration and allow senior management to monitor the change process as well as performance evaluation.
  • - Introduced a corporate policy for coordinating the Ile De Beaute merchandising requirements into the whole retail chain. Analysed the merchandising for high profitable stores within Ile De Beaute and LVMH practice. Successfully increasing the profit from each square meter by 5%.
  • - Initiated a new merchandising standards policy for all type of promotional activity by researching the best practice. Successfully increasing the number of promotions delivered in one store within one week from three to 10.
  • - Managed the launch of a global Sephora brand into Ile De Beaute stores. Established the location of Sephora brand in each Ile De Beaute stores, adapted product range, coordinated the training for the sales teams, managed the marketing and trademarking support.
  • - Managed a special project for a new personal beauty brand (shop in shop concept) in Ile De Beaute. Identified location, defined the product range and adapted the brand equipment as well as providing the marketing support for the product launches. Resulting in the re-opening of six new stores that attracted a new target audience and increased revenue by 20%.
2008 – 2011

Head of CRM Department

ILE DE BEAUTE
  • CRM department consist of the 12 internal staff - IT specialists, analysts and CRM managers and 30 outsourcing call-centre specialists. Main objective of CRM department is to increase the level of client services, client satisfaction and loyalty by using different marketing initiatives.
  • - Designed and introduced the first retail chain CRM programme within the perfumery retail industry. Analysed current client’s behaviour, seasonal market trends and competitors activities. Launched a variety of bespoke marketing CRM-based activities to attract new clients, increase the repeat business rate and boost sales. Average sales value rose by 20%. The company became the best retail chain in the quality of client services.
  • - Designed and implemented a RFV segmentation (Recency Frequency Value). Building the communication with customers based on the combination of key behaviour indicators. Doubling the response rate to 8% on marketing activities and significantly reducing the direct marketing expenses by more than 35%.
  • - Initiated the implementation of target marketing through breaking a customer's base into segments and then concentrating marketing efforts on key segments. New marketing concept ensured an increase in the main indicators of customer behaviour: average customer transaction value grew by 15 percent; number of purchased items per transaction rose from 1.34 to 1.76.
  • - Successfully recruited, built and led the CRM department of 12 specialists. Delivered independent performance reviews, offered independent coaching to motivate and encouraged involvement in team-building activities. This improved team efficiency and insured all projects were delivered on time and within budget.
2007 – 2008
(Feb – May)

Account Manager

Loyalty Partners Vostok
  • Loyalty Partners Vostok is a company owning and operating MALINA, Russian's largest coalition loyalty program, serving the marketing needs of Russian market leaders. More than 15 companies are in program with more than 3 million Moscow cardholders.
  • - Successfully coordinated and managed the launch of loyalty programme for two new partners (leading beauty chain Ile De Beaute and leading chain of beauty salon Mone). Negotiated and collaborated closely with the new partnering teams by acting as the key point of contact in managing the relationships with the Marketing, Legal, Accounting and IT departments and Loyalty Partners Vostok company and successfully launched the programme on time and in budget of $3m.
  • - Adapted and incorporated Malina’s approach in elaborating the marketing activity, in accordance with the needs of Ile De Beaute and Mone. Analysed specific client behaviours within the luxury brands and beauty salons to identify the best client segmentation and marketing offers for each target groups. Successfully increased the initial response rate by 10% and doubled the current client base.
  • - Successfully coordinated the relationship between Loyalty Partners Vostok and partners. Delivering weekly performance reports of the loyalty programme, fast claim processing and coordinating the various Loyalty Partners Vostok’s resources (functional experts and committees) so as to maximize the long-term profits. As the result was offered to start own CRM project in the partnering company (Ile De Beaute).

Education

2012 – 2013

Cranfield School of Management

Master of Business Administration (M.B.A.)
2004 – 2006

PEOPLES’ FRIENDSHIP UNIVERSITY OF RUSSIA

Master of Applied Mathematics and Informatics
1999 – 2005

PEOPLES’ FRIENDSHIP UNIVERSITY OF RUSSIA

Consultant-interpreter from the French language into Russian
1999 – 2004

PEOPLES’ FRIENDSHIP UNIVERSITY OF RUSSIA

Bachelor of Applied Mathematics and Informatics

Additional Info