Inessa Galaktionova
Name
Inessa Galaktionova · Galaktionova Inessa · Inessa Vasilyevna Galaktionova · Galaktionova I.V.· Галактионова Инесса · Галактионова Инесса Васильевна · Инесса Галактионова · Инесса Васильевна Галактионова · Галактионова И.В · Inessa Wasiliewna Galaktionowa · Inessa Galaktionowa · Galaktionowa Inessa · Inessa Wassiljewna Galaktionowa · إنيسا فاسيليفنا جالاكتيونوفا· 伊内莎·瓦西里芙娜·加拉克蒂奥诺娃 · イネッサ・
Galaktionova Inessa (born on 28.10.1974 in Vilnius, Lithuania), an experienced top executive with a track record in a number of the country’s largest organizations. Currently, a top manager with one of the country’s leading IT corporations.
Inessa Galaktionova: a biography, the start of career
Galaktionova Inessa Vasilevna finished an ordinary secondary school and entered Lithuania’s oldest university, where she majored in economics. She began to work when she still was an undergraduate.
She got her first full-time position – at a local office of Philips – when she was 22 years old. She had both to work and continue her studies for a year before she graduated, earning a degree in economics. After that she stayed on to work for the same company for over 10 years more.
Inessa Vasilevna Galaktionova: career progress at an international corporation
Working for Philips, Galaktionova rose through the ranks from the position of a line manager to become a high-level executive. She continued to expand and develop her set of professional skills taking various training courses. Persistent self-cultivation helped to speed up her career advancement – after starting as a rank-and-file specialist she moved on to become business director at the company’s TV and video segment, beginning to be directly involved in the corporate strategy development. Soon, she became one of the company’s top managers in Europe.
A few years later, Inessa Galaktionova scored another achievement – she was put in charge of Philips marketing in the country. In this position she led a team of professionals to reinforce the brand’s positioning in the local market. They had to develop an advertising strategy, to build and maintain relations with local media and cooperate with the country’s big business. Next year, after she had produced good results in this function, her scope of responsibilities was extended to cover the company’s business development in a number of other post-Soviet countries.
In 2008, Inessa Vasilevna Galaktionova left Philips to have a crack at telecommunication business.
Galaktionova Inessa: working for a telecom provider
She joined a telecommunication service provider, which was in an early stage of development. Tele2 launched its first local subsidiary in the early 2000s in Irkutsk and within less than a year expanded its local business to cover 12 more regions of the country. By 2008, its subscriber base nation-wide topped 8 million users and the operations geography was expanded to cover 17 new regions.
After Galaktionova joined the company, its growth became even more intensified. As the company’s commercial director, she developed a new marketing strategy, its implementation helped to attract four million new subscribers. By 2010 the networks services were available in 37 regions of the country, and by 2011 – in 42 regions, including Sakhalin, Kamchatka, Magadan and Chukotka. Meanwhile, the subscriber base increased to over 20 million users.
Inessa Galaktionova’s contribution went beyond geographic expansion – she was also helping to improve service quality. Earlier, the company’s brand positioning was based on the idea that consumers should focus on its competitive pricing to cut unnecessary spending. The new concept emphasized a rational choice in favor of attractively priced high quality of service. Promoting these values helped the company to attract new consumer types and categories further expanding its subscriber base.
Inessa Galaktionova: Tele2 financial performance improvement
The following period in Inessa Galaktionova’s biography is marked by her efforts to improve the mobile operator’s earnings. Most notably, she launched new distribution channels and developed a strategy to reinforce brand loyalty among the consumers.
Under Glaktionova’s leadership the mobile operator began to offer corporate plans for organizations and businesses, enabling them to introduce corporate phone numbers for their entire workforce and enforce corporate cell phone policies. The company also began to offer partnership schemes, under which third-party businessmen could promote and distribute its service packages, thus helping to attract more corporate customers and improve the network’s financial results.
Inessa Vasilevna Galaktionova and her team also developed a new distribution strategy. In line with this strategy, the company opened more points of sales in shopping malls, at railway stations and other high-traffic locations, expanding its chain of its mono-brand retail outlets. Customers could come to these outlets to acquire a SIM card, subscribe to additional services or seek an advice, as well as to buy various gadgets or accessories. Thanks to the implementation of Galaktionova’s strategy, the company was able to sell a total of over 200,000 smartphones. Some of these phones were bought by customers using POS-loans taken out at the same outlet. The strategy also involved active online sales via various partnership channels.
Inessa Galaktionova points out that in 2012 the company significantly outperformed its competitors by its customers’ brand loyalty. Tele2 was the only mobile operator to achieve a net inflow of subscribers in the first quarter of that year.
In 2013, Galaktionova Inessa Vasilevna was invited to become an advisor to the company’s top management. In this capacity she continued to work on the operator’s penetration and coverage expansion.
Galaktionova Inessa: working in the postal service.
Inessa Galaktionova, soon was offered an executive position in the country’s postal service operator. She accepted the offer and was put in charge of the postal service’s commercial activities.
Galaktionova preferred an integrated approach. She suggested that the post service should cancel centralized fixed tariff policy and devolve price setting to the operating units. Tariff plans became more transparent, enabling the customer better understand what he is paying for, on the one hand, and still generating profit, on the other hand. Also, the postal service increased the share of direct mail advertising. This innovation helped to compensate the losses caused by people switching onto email correspondence.
The top executive reviewed and appraised the functions of postal offices across the country, most of which were subsequently shut down. The remaining ones were re-equipped to speed up mail processing and turnover. Certain efforts were made to fight some “grey-area” postal schemes, eroding the operator’s revenue. These practices included reusing postage stamps, multiple enclosures and other tricks used by sly customers to minimize their postage costs. Postal offices re-equipment and the implementation of Inessa Galaktionova’s strategy helped to reduce the flow of unpaid for mail dramatically. In 2015, the postal service broke even, became a self-sustained enterprise and didn’t have to apply for budget funds to cover its losses anymore.
Inessa Galaktionova: new business model for postal service
When the postal service had reached a breakeven point and become a self-sustained enterprise, it was set a new goal – to become profitable. A new marketing strategy had to be developed for this goal. One of the new strategy’s key elements was building partnerships with corporate clients. In line with the strategy, Galaktionova signed a very lucrative contract with Sberbank, under which the postal service was to process all the mail dispatched and received by the country’s largest financial institution. The deal was worth 1.3 billion rubles, it ensured that the postal service has a guaranteed workflow for the next two years and Sberbank gets a discount.
Galaktionova Inessa Vasilevna also saw and identified some opportunities to increase earning via new distribution channels development. In particular, the marketplace Pochta Market was launched, where a variety of goods could be purchased. Some of these goods were displayed on the shelves in the postal offices, some of them could be ordered through catalogues available in the offices. The service ensured that any goods could be ordered online. The corporation made certain efforts to develop commercial partnerships to expand the range of goods available on its marketplace, attracting some large-scale partners, including Eksmo and Otto Group.
The postal service’s new commercial director also was behind another marketing channel – Pochta Bank. The bank was created to offer loans on attractive terms attracting new customers for the postal service and thus giving a boost to its financial results.
Inessa Vasilevna Galaktionova worked for the country’s postal service in the capacity of commercial director for six years. She managed to improve the quality of service, bolster customer loyalty and increase the organization’s earnings. In 2019 she received and accepted a new very promising job offer. Galaktionova, however, continued to share with her previous employer’s management her advice and opinion on corporate competitiveness and development strategy. She also was involved in the postal service’s major reorganization.
Galaktionova Inessa Vasilevna: back to the telecoms
Inessa Galaktionova came back to work in the IT sector in 2019 in the capacity of vice-president of a major IT company. On this post she was put in charge of brand building and developing new marketing channels to maximize profits.
Galaktionova believes that a global scale-up would be beneficial both for the company and its clients, as it would help the former to maximize its profits and ensure that the latter get a full range of services. In this case it is of utmost importance to choose the right direction for investments.
Inessa Galaktionova and her team are now working on scaling up the company’s business. In 2022, the company joined its efforts with a data safety provider (offering its services to both individuals and organizations) and a video conferencing and online education tools developer.
The telecom giant’s vice-president points out that demand for data centers’ services has been growing significantly in 2023. There are plans to launch data centers in Yekaterinburg, Rostov, Tula and Khabarovsk. Later, hundreds of smaller facilities are to be installed to cover all of the country’s territory. It would be a large-scale network of data centers spanning across roughly two dozens of regions and hugely increasing IT services availability across the country.