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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
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
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
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
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
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
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
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
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
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
The logos and pathos 
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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
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
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
The logos and pathos 
 of presentation design
The logos and pathos 
 of presentation design

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The logos and pathos 
 of presentation design

Nov. 1, 2018••
Download to read offline
Business

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

Alexei Kapterev
Consultant, Trainer and Business School Teacher at www.kapterev.com/en/
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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…
  3. Repent and reform!
  4. the market 
 is wrong I am 
 wrong Either or
  5. 100+20+10 SLIDE DENSITY 
 AND AUDIENCE SIZE Boardroom Seminar Conference
  6. 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
  7. Goblins Hobbits Wizards Elves WHO IS MY AUDIENCE? Motivation Low High Knowledge HighLow
  8. Pathos LogosBalance Dialogue CICERO’S CLASSIFICATION
  9. WHAT IS MY METHOD? Pathos Logos Balance Dialogue Motivation Low High Knowledge HighLow
  10. DOES 
 IT HELP TO DO DESIGN?
  11. Logos Pathos Boring 
 but orderly It’s more fun but 
 what on Earth is that
  12. Boring 
 but orderly It’s more fun but 
 what on Earth is that Logos Pathos
  13. •Categorising •Prioritising •Optimising Logos
  14. Pathos •Contrasting •Illustrating •Creating disorder
  15. Brian 
 Jenner
  16. T Brian 
 Jenner
  17. Brian Jenner
  18. Badge Brian Given Name Surname Jenner
  19. Badge Brian Given Name Surname Jenner
  20. Brian 
 Jenner
  21. T Brian 
 Jenner
  22. AND NOW…
 SLIDES!
  23. 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%
  24. 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%
  25. 1H18 Sales 
 Results, $K Budget………………3,023 Actual………………3,326 Difference……+275 or +10%
  26. Budget………………$3,023K Actual………………$3,326K Difference……+275K or +10% WE’RE 10% HIGHER 
 THAN EXPECTED
  27. Budget………………$3,023K Actual………………$3,326K Difference……+275K or +10% WE’RE 10% HIGHER 
 THAN EXPECTED
  28. DELETING HAS 
 ITS OWN COST — Nuance — Credibility — Comprehension
  29. https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html Simplicity 
 is not 
 the answer. Don Norman a
  30. Simplicity 
 is not 
 the answer. Don Norman a https://www.jnd.org/dn.mss/simplicity_is_not_the_answer.html
  31. SO WHAT IS THE ANSWER?
  32. THE ANSWER Motivation Low High Knowledge HighLow Mostly 
 complex Mostly 
 simple Alternate Alternate
  33. Essential 
 Complexity Accidental 
 Complexity v.
  34. •Categorising •Prioritising •Optimising Begin with Logos unless you are talking to goblins
  35. LET’S TRY DESIGN BY CATEGO- RISING
  36. 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
  37. 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
  38. 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
  39. 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
  40. 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
  41. 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
  42. 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
  43. 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
  44. 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
  45. 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.
  46. 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
  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. 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
  49. HOW ABOUT DESIGN BY OPTIMI- SATION?
  50. 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%
  51. 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%
  52. 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%
  53. 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?
  54. 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%
  55. 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
  56. 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
  57. 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
  58. 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
  59. WHO IS MY AUDIENCE? Motivation Low High Knowledge HighLow A McKinsey-type
 slide
  60. ONE MORE EXAMPLE AND WE ARE DONE
  61. 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 — — —
  62. 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
  63. 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
  64. Pathos • Contrasting • Illustrating • Creative disorder Logos • Categorising • Prioritising • Optimising
  65. PathosLogos • Contrasting • Illustrating • Creative disorder • Categorising • Prioritising • Optimising
  66. Balance • Both either 
 & none of them • Explore the fringes 
 to find it PathosLogos • Contrasting • Illustrating • Creative disorder • Categorising • Prioritising • Optimising
  67. Pathos Balance Logos Dialogue
  68. +7 495 764 1898 www.kapterev.com alexei@kapterev.com ALEXEI KAPTEREV
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