Presented at Helsinki Speechwriters' & Business Communicators' Conference in October 2018.

1. The logos and pathos
of presentation design
Helsinki, October 2018
Alexei Kapterev

2. How come
McKinsey,
BCG and
Bain are so
successful…

6. Repent and reform!

7. the market
is wrong
I am
wrong
Either
or

9. 100+20+10
SLIDE DENSITY
AND AUDIENCE SIZE
Boardroom Seminar Conference

10. Exposure
to message
Motivation?
Knowledge?
Detailed info
Permanent
change
Peripheral
cues
Temporary
change
NO
YES NO
Richard E. Petty & John Cacioppo
REPEAT
YES
ELABORATION LIKELIHOOD MODEL

11. Goblins
Hobbits Wizards
Elves
WHO IS MY AUDIENCE?
Motivation
Low
High
Knowledge HighLow

12. Pathos LogosBalance Dialogue
CICERO’S CLASSIFICATION

13. WHAT IS MY METHOD?
Pathos
Logos
Balance
Dialogue
Motivation
Low
High
Knowledge HighLow

14. DOES
IT HELP
TO DO
DESIGN?

15. Logos Pathos
Boring
but orderly
It’s more fun but
what on Earth is that

16. Boring
but orderly
It’s more fun but
what on Earth is that
Logos Pathos

17. •Categorising
•Prioritising
•Optimising
Logos

18. Pathos
•Contrasting
•Illustrating
•Creating disorder

19. Brian
Jenner

20. T Brian
Jenner

21. Brian
Jenner

22. Badge
Brian
Given Name Surname
Jenner

23. Badge
Brian
Given Name
Surname
Jenner

24. Brian
Jenner

25. T Brian
Jenner

26. AND NOW…
SLIDES!

27. 1H18 Sales (CF Income) Results
Actual vs Budget
0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
1H 2018 Budget
1H 2018 Actual
1HSales (CF Income)
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

28. 0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
1H 2018 Budget
1H 2018 Actual
1H18 Sales (CF Income) Results
Actual vs Budget
1HSales (CF Income)
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

29. 1H18 Sales
Results, $K
Budget………………3,023
Actual………………3,326
Difference……+275 or +10%

30. Budget………………$3,023K
Actual………………$3,326K
Difference……+275K or +10%
WE’RE 10% HIGHER
THAN EXPECTED

31. Budget………………$3,023K
Actual………………$3,326K
Difference……+275K or +10%
WE’RE 10% HIGHER
THAN EXPECTED

32. DELETING HAS
ITS OWN COST
— Nuance
— Credibility
— Comprehension

33. https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html
Simplicity
is not
the answer.
Don Norman
a

34. Simplicity
is not
the answer.
Don Norman
a
https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html

35. SO WHAT
IS THE
ANSWER?

36. THE ANSWER
Motivation
Low
High
Knowledge HighLow
Mostly
complex
Mostly
simple
Alternate
Alternate

37. Essential
Complexity
Accidental
Complexity
v.

38. •Categorising
•Prioritising
•Optimising
Begin with Logos
unless you are talking to goblins

39. LET’S TRY
DESIGN BY
CATEGO-
RISING

40. The band Motörhead was founded in
1975 by already experienced
musicians. Their leader Ian "Lemmy"
Kilmister was a former member of the
space rock band Hawkwind, Larry
Wallis had played with Pink Fairies
and Eddie Clarke had been a member
of Curtis Knight's Zeus. Their
previous experience is one element
which divides critics and fans over
whether the band belongs to the new
wave of British heavy metal.
Motörhead

41. The band Motörhead was
founded in 1975 by already
experienced musicians. Their
leader Ian "Lemmy" Kilmister
was a former member of the
space rock band Hawkwind,
Larry Wallis had played with
Pink Fairies and Eddie Clarke
had been a member of Curtis
Knight's Zeus. Their previous
experience is one element
which divides critics and
fans over whether the band
belongs to the new wave of
British heavy metal.
Motörhead

42. The band Motörhead was founded in
1975 by already experienced
musicians. Their leader Ian "Lemmy"
Kilmister was a former member of the
space rock band Hawkwind, Larry
Wallis had played with Pink Fairies
and Eddie Clarke had been a member
of Curtis Knight's Zeus. Their
previous experience is one element
which divides critics and fans over
whether the band belongs to the new
wave of British heavy metal.
Motörhead

43. 1.1 The band was founded in 1975
by already experienced musicians.
1.2 Their leader Ian "Lemmy"
Kilmister was a former member of the
space rock band Hawkwind, Larry
Wallis had played with Pink Fairies
and Eddie Clarke had been a member of
Curtis Knight's Zeus.
1.3 Their previous experience is one
element which divides critics and
fans over whether the band belongs to
the new wave of British heavy metal.
1. Motörhead

44. 1.1 MotörheadThe band was founded in 1975 by
already experienced musicians.
1.2.1 Their leader Ian "Lemmy" Kilmister
was a former member of the space rock band
Hawkwind
1.2.2 Larry Wallis had played with
Pink Fairies
1.2.3 Eddie Clarke had been a member of
Curtis Knight's Zeus.
1.3 Their previous experience is one element
which divides critics and fans over whether
the band belongs to the new wave of British
heavy metal.
1.2
1. Motörhead

45. 1. Motörhead
1.1 MotörheadThe band was founded in 1975 by
already experienced musicians.
1.2.1 Their leader Ian "Lemmy" Kilmister
was a former member of the space rock band
Hawkwind
1.2.2 Larry Wallis had played with
Pink Fairies
1.2.3 Eddie Clarke had been a member of
Curtis Knight's Zeus.
1.3 Their previous experience is one element
which divides critics and fans over whether
the band belongs to the new wave of British
heavy metal.
1.2

46. 1. Motörhead
1.1 MotörheadThe band was founded in 1975 by
already experienced musicians.
1.2.1 Ian "Lemmy" Kilmister, their leader
was a former member of the space rock band
Hawkwind
1.2.2 Larry Wallis had played with
Pink Fairies
1.2.3 Eddie Clarke had been a member of
Curtis Knight's Zeus.
1.3 Their previous experience is one element
which divides critics and fans over whether
the band belongs to the new wave of British
heavy metal.
1.2

47. Motörhead
Founded
In 1975
By already experienced musicians
Members
Ian "Lemmy" Kilmister formerly with Hawkwind
Larry Wallis formerly with Pink Fairies
Eddie Clarke formerly with Curtis Knight's Zeus
Do they belong to the new wave
of British heavy metal?
Question

48. The band was founded in 1975 by already
experienced musicians.
⚫︎ Ian "Lemmy" Kilmister, their leader,
was a former member of the space rock band
Hawkwind
⚫︎ Larry Wallis had played with Pink Fairies
⚫︎ Eddie Clarke had been a member of Curtis
Knight's Zeus.
Their previous experience is one element which
divides critics and fans over whether the band
belongs to the new wave of British heavy metal.
Motörhead

49. Motörhead
The band was founded in 1975 by already
experienced musicians:
⚫︎ Ian "Lemmy" Kilmister,
their leader, was a former member
of the space rock band Hawkwind
⚫︎ Larry Wallis
had played with Pink Fairies
⚫︎ Eddie Clarke
had been a member of
Curtis Knight's Zeus.
Their previous experience is one element
which divides critics and fans over
whether the band belongs to the new
wave of British heavy metal.

50. Motörhead
Founded
In 1975
By already experienced musicians
Members
Ian "Lemmy" Kilmister formerly with Hawkwind
Larry Wallis formerly with Pink Fairies
Eddie Clarke formerly with Curtis Knight's Zeus
Do they belong to the new wave
of British heavy metal?
Question

51. Motörhead
Founded In 1975
By already experienced musicians
Members
Ian "Lemmy" Kilmister formerly with Hawkwind
Larry Wallis formerly with Pink Fairies
Eddie Clarke formerly with Curtis Knight's Zeus
Do they belong to the new wave
of British heavy metal?
Question

52. Founded in 1975 by already experienced musicians.
Do they really belong to the new wave of British heavy metal?
Ian "Lemmy" Kilmister Eddie Clarke
formerly with Hawkwind with Curtis Knight's Zeus
?
Larry Wallis
with Pink Fairies

53. HOW ABOUT
DESIGN BY
OPTIMI-
SATION?

54. 1H18 Sales (CF Income) Results
Actual vs Budget
0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
1H 2018 Budget
1H 2018 Actual
1HSales (CF Income)
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

55. 1H18 Sales (CF Income) Results
Actual vs Budget
0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
1H 2018 Budget
1H 2018 Actual
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

56. 1H18 Sales (CF Income) Results
Actual vs Budget
0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
Budget
Actual
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

57. 1H18 Sales (CF Income) Results
0
200 000
400 000
600 000
800 000
1 000 000
1 200 000
1 400 000
1 600 000
1 800 000
2 000 000
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
Budget
Actual
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%
Do we need this?

58. 1H18 Sales (CF Income) Results
Licence Implementa3on Maintenance
1 788 622
751 992785 656
1 392 863
908 929
721 779
Budget
Actual
1HBudget = $3 023 571
1HActual = $3 326 270
Δ = + 275 181 or +10%

59. Licence Implementa3on Maintenance Total
3 326 270
1 788 622
751 992785 656
3 023 571
1 392 863
908 929
721 779
Budget
Actual
Δ = + 275 181 or + 10%
1H18 Sales (CF Income) Results

60. 1H18 Sales (CF Income) Results
Total sales are 10% higher than expected
Budget Actual
1 788 6221 392 863
751 992908 929
785 656721 779
License
Implementa3on
Maintenance
Δ = + 275 181 or + 10%
3 023 571
3 326 270

61. Budget Actual
1 788 622
1 392 863
751 992908 929
785 656721 779License
Implementation
Maintenance
1H18 Sales (CF Income) Results
Total sales are 10% higher than expected
Δ = + 275 181 or + 10%
3 023 571
3 326 270

62. Budget Actual
1 788
1 392
751908
785721
Δ = +275 or +10%
3 023
3 326
We’re 10% higher
than expected
1H18 Sales, $K
License
Implementation
Maintenance

64. WHO IS MY AUDIENCE?
Motivation
Low
High
Knowledge HighLow
A McKinsey-type
slide

65. ONE MORE
EXAMPLE
AND WE
ARE DONE

72. 12
8
20
40
Foreign owned companies
Only comparison of programming productivity possible
(at PPP), further value creation steps executed abroad
Armenia programming productivity
Tax, admin and regulatory issues
Process management
and staff qualification
—
—
—

73. 15
20
10
15
15
15
10
Armenia programming productivity
Tax, admin and regulatory issues
Including Armentel monopoly
Process management
and staff qualification
Scarcity of experienced group leaders
(project management skills)
US programming productivity
50% value proportional to salary difference
Armenia product generation and
marketing/sales productivity
Product mix
Small domestic market
Strategic management
(including ownership issues)
Branding discount
100
Little incentive for value maximization due to
predominantly one-person-ownership structure
Domestically owned companies
12
8
20
40
Foreign owned companies
Only comparison of programming productivity possible
(at PPP), further value creation steps executed abroad
Comparison of total productivity
(at PPP)
Programming
productivity
Product
generation,
marketing
and sales
productivity
40
60
Productivity
split
BOTH FOREIGN SUBSIDIARIES AND DOMESTIC COMPANIES ALREADY
REACH GLOBALLY COMPETITIVE LEVELS OF PRODUCTIVITY
ESTIMATES

75. 15
20
10
15
15
15
10
Armenia programming productivity
Tax, admin and regulatory issues
Including Armentel monopoly
Process management
and staff qualification
Scarcity of experienced group leaders
(project management skills)
US programming productivity
50% value proportional to salary difference
Armenia product generation and
marketing/sales productivity
Product mix
Small domestic market
Strategic management
(including ownership issues)
Branding discount
100
Little incentive for value maximization due to
predominantly one-person-ownership structure
Domestically owned companies
12
8
20
40
Foreign owned companies
Only comparison of programming productivity possible
(at PPP), further value creation steps executed abroad
Comparison of total productivity
(at PPP)
Programming
productivity
Product
generation,
marketing
and sales
productivity
40
60
Productivity
split
BOTH FOREIGN SUBSIDIARIES AND DOMESTIC COMPANIES ALREADY
REACH GLOBALLY COMPETITIVE LEVELS OF PRODUCTIVITY
ESTIMATES

77. Pathos
• Contrasting
• Illustrating
• Creative disorder
Logos
• Categorising
• Prioritising
• Optimising

78. PathosLogos
• Contrasting
• Illustrating
• Creative disorder
• Categorising
• Prioritising
• Optimising

79. Balance
• Both either
& none of them
• Explore the fringes
to find it
PathosLogos
• Contrasting
• Illustrating
• Creative disorder
• Categorising
• Prioritising
• Optimising

80. Pathos
Balance
Logos
Dialogue

81. +7 495 764 1898
www.kapterev.com
alexei@kapterev.com
ALEXEI KAPTEREV