SlideShare a Scribd company logo
The logos and pathos 

of presentation design
Helsinki, October 2018
Alexei Kapterev
How come 

McKinsey, 

BCG and 

Bain are so 

successful…
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
Repent and reform!
the market 

is wrong
I am 

wrong
Either
or
The logos and pathos 
 of presentation design
100+20+10
SLIDE DENSITY 

AND AUDIENCE SIZE
Boardroom Seminar Conference
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
Goblins
Hobbits Wizards
Elves
WHO IS MY AUDIENCE?
Motivation
Low
High
Knowledge HighLow
Pathos LogosBalance Dialogue
CICERO’S CLASSIFICATION
WHAT IS MY METHOD?
Pathos
Logos
Balance
Dialogue
Motivation
Low
High
Knowledge HighLow
DOES 

IT HELP
TO DO
DESIGN?
Logos Pathos
Boring 

but orderly
It’s more fun but 

what on Earth is that
Boring 

but orderly
It’s more fun but 

what on Earth is that
Logos Pathos
•Categorising
•Prioritising
•Optimising
Logos
Pathos
•Contrasting
•Illustrating
•Creating disorder
Brian 

Jenner
T Brian 

Jenner
Brian
Jenner
Badge
Brian
Given Name Surname
Jenner
Badge
Brian
Given Name
Surname
Jenner
Brian 

Jenner
T Brian 

Jenner
AND NOW…

SLIDES!
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%
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%
1H18 Sales 

Results, $K
Budget………………3,023
Actual………………3,326
Difference……+275 or +10%
Budget………………$3,023K
Actual………………$3,326K
Difference……+275K or +10%
WE’RE 10% HIGHER 

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

THAN EXPECTED
DELETING HAS 

ITS OWN COST
— Nuance
— Credibility
— Comprehension
https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html
Simplicity 

is not 

the answer.
Don Norman
a
Simplicity 

is not 

the answer.
Don Norman
a
https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html
SO WHAT
IS THE
ANSWER?
THE ANSWER
Motivation
Low
High
Knowledge HighLow
Mostly 

complex
Mostly 

simple
Alternate
Alternate
Essential 

Complexity
Accidental 

Complexity
v.
•Categorising
•Prioritising
•Optimising
Begin with Logos
unless you are talking to goblins
LET’S TRY
DESIGN BY
CATEGO-
RISING
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
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
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
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
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
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
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
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
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
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.
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
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
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
HOW ABOUT
DESIGN BY
OPTIMI-
SATION?
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%
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%
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%
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?
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%
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
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
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
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
The logos and pathos 
 of presentation design
WHO IS MY AUDIENCE?
Motivation
Low
High
Knowledge HighLow
A McKinsey-type

slide
ONE MORE
EXAMPLE
AND WE
ARE DONE
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design
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
—
—
—
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
The logos and pathos 
 of presentation design
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
The logos and pathos 
 of presentation design
Pathos
• Contrasting
• Illustrating
• Creative disorder
Logos
• Categorising
• Prioritising
• Optimising
PathosLogos
• Contrasting
• Illustrating
• Creative disorder
• Categorising
• Prioritising
• Optimising
Balance
• Both either 

& none of them
• Explore the fringes 

to find it
PathosLogos
• Contrasting
• Illustrating
• Creative disorder
• Categorising
• Prioritising
• Optimising
Pathos
Balance
Logos
Dialogue
+7 495 764 1898
www.kapterev.com
alexei@kapterev.com
ALEXEI KAPTEREV

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The logos and pathos 
 of presentation design

  • 1. The logos and pathos 
 of presentation design Helsinki, October 2018 Alexei Kapterev
  • 2. How come 
 McKinsey, 
 BCG and 
 Bain are so 
 successful…
  • 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
  • 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
  • 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%
  • 29. 1H18 Sales 
 Results, $K Budget………………3,023 Actual………………3,326 Difference……+275 or +10%
  • 32. DELETING HAS 
 ITS OWN COST — Nuance — Credibility — Comprehension
  • 34. Simplicity 
 is not 
 the answer. Don Norman a https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html
  • 36. THE ANSWER Motivation Low High Knowledge HighLow Mostly 
 complex Mostly 
 simple Alternate Alternate
  • 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
  • 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?
  • 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
  • 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
  • 81. +7 495 764 1898 www.kapterev.com alexei@kapterev.com ALEXEI KAPTEREV