What a current marketer at Jeil Planning tells you
Conditions for a plan that must pass!

Planning is not simply the process of writing reports or proposing ideas.
Planning is a powerful tool that demonstrates my expertise in organizations and on-site, and persuades decision makers to implement it.
No matter how good an idea is, if it lacks persuasiveness when presented in a proposal, it will not shine.
So, a planner must be someone who can handle both logic and persuasion.

The author, who currently works as a marketer at Jeil Planning, describes planning as “a process that begins with a sense of uncertainty and ends with persuasion.”
This book systematically presents the fundamental skills that planners must master by explaining the four core competencies that are absolutely necessary in the process: 'organizational skills,' 'logical skills,' 'thinking skills,' and 'persuasive skills,' through real-life examples and experiences.
It is filled with know-how that can be applied immediately in the field, such as 'Writing a Plan', 'Reverse Reasoning', 'Meeting Method Training', and 'The Law of Concept', and will guide you through the overwhelming task of planning and complete a 'plan that passes'.

The road to becoming a good planner may seem long and arduous, but there are definitely shortcuts.
This book is a practical guide to help junior planners and job seekers find that shortcut a little faster.
The author's trial and error and experience will serve as a compass for readers to grow at a faster pace.

The essence of any plan is to help decision makers make decisions easily.
I think you've all seen a business plan at least once and thought, 'Oh, this looks fun.
You may have felt like, 'I want to give it a try'.
This feeling is the cool pleasure that comes from having a clear logic that can be decided.
So, when I come across a good plan, my thoughts become clearer.
--- pp.23-25

When people ask themselves, "How to write a good proposal," many expect there to be some technical methodology or magic template.
But rather, true skill arises when you boldly throw away that framework.
As I've repeatedly emphasized, a business plan is a document that organizes your thoughts, persuades you, and sells them to decision makers.
--- p.36

A good plan is one that doesn't raise the question, "Why should I do this?"
If the logic is solid, the answer to the question will come out like water just by looking at the plan, so no additional questions will arise.
--- p.60

The same goes for the plan.
The strategy team's area is to consider why this should be done and what to do, and the execution team's area is to consider how to execute it.
In other words, if the strategy team is the stage that sets the direction of the idea, the execution team is the stage that puts that idea into practice.
--- p.99

We need to train our 'thinking ability' to create thought circuits to generate ideas and write proposals.
It's unlikely that you'll become a brilliant artist overnight, but with enough effort, you can develop the ideas you need for your proposal.
--- p.120

Ultimately, high-quality planning ideas start with a lot of thinking.
This is not just my personal opinion, but a principle that countless geniuses have shared.
I think the philosopher Spinoza's words, "I began to dig wide in order to get deep," are very similar to the work of planning.
To create a deep plan, you must first start by digging broadly.
--- p.122

Ideas are the result of information being accumulated by sitting buttocks.
By finding and pasting countless materials, adding thoughts next to them, and stacking up the Post-it notes one by one, one by one, they will eventually become sharp plans that can be put into action.
This is the beginning of the 'Post-it Thinking Method'.
--- p.129

Joint thinking is a combination of 'data + thought + connection'.
Connections are strengthened through practice.
We need to develop brain circuits that can connect not only things that are close but also things that are far away.
Don't worry.
Your brain is already making good connections.
--- p.137

A master's plan is one that removes unnecessary details so that it can be read in one go and seen at a glance.
Experts establish their own organizing standards and constantly refine the content to create easy-to-read proposals.
--- p.155

When writing a document, ask yourself this question:
"Would I say this sentence like this in my daily speech?" Say it out loud, and if it doesn't sound natural, delete it or change it to something easier. That's the key to a "readable proposal."
--- pp.159-160

A proposal must move people's hearts.
To do that, we need to think again about how we can move the other person's heart—whether it's through empathy, humor, or emotion.
Logic is fundamental in persuasion, and true persuasion comes from the ‘heart.’
--- p.169

Even if you're talking about the same thing, the fate of your proposal can change depending on which words you choose.
Even though they have the same meaning, the presence or absence of that essential word can determine whether my proposal will be accepted or not.
In the end, even if it is a plan written by 'me', it can be easily resolved if it is spoken in the language of the 'decision maker'.
--- p.185

While a 'concept' may not be essential in every plan, it is a very important aspect in a marketing plan.
The key to persuasion is to leave the client with one most intense memory, and that is the 'concept'.
--- pp.196-197

It's important to develop a perspective on the world, develop an attitude of not overlooking each and every word you might normally overlook, and develop the habit of practicing unfamiliar combinations of words.
Such efforts will ultimately lead to the creation of wonderful concepts and enrich your life as a planner.
--- p.200

In fact, there is no absolute correct answer because planning is an area that is evaluated differently by each person, but as I mentioned at the beginning, there are some 'shortcuts'.
I think that shortcut is 'practice alone'.
Just as all experts have gone through their own personal training sessions, we too must dedicate our own time to delve deeply into the topic of planning.
--- p.204

If you're a junior planner and don't know what to write or how to write, and you want to write a good plan like your seniors, invest some time in writing a good plan yourself and thoroughly savoring it.
Learning the basics of planning in this way is a much faster and more reliable shortcut than just starting out on your own.

--- p.209