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无代写-COMM5010
时间：2022-07-25
COMM5010
Group Consulting Report
目录
1. Introduction ............................................................................................................................................ 2
2. Organizational description ................................................................................................................... 2
3. Megatrends and drivers ........................................................................................................................ 3
3.1 Demographic and social change .............................................................................................................. 3
3.1.1Competition for talent ..................................................................................................................... 3
3.1.1Demand for customization ............................................................................................................ 3
3.2 Technological breakthroughs ................................................................................................................... 4
3.2.1Artificial intelligence ...................................................................................................................... 4
4. NBT........................................................................................................................................................... 4
5. Recommendation .................................................................................................................................... 5
6. Client Impact .......................................................................................................................................... 7
7. Conclusion ............................................................................................................................................... 8
8. Reference ................................................................................................................................................. 9
1. Introduction
This report giving Job Accelerator recommendations of increasing research and development
(R&D) funding and employees according to the megatrends of demographic and social change,
technological breakthroughs. Based on company’s strategy, we analysis the drivers which are
competition for talent, demand for customization and development of artificial intelligence to
give the Next Big Thing (NBT) is using Artificial Intelligence (AI) machine learning as the
base algorithms to build a customized platform which promote the highly matched
reemployment courses.
2. Organizational description
The organizational description uses the 7Ps marketing mix, including product, people, place,
price, promotion, process, and physical cues (Ngai & Wu 2022).
Product
The Job-Accelerator is a career transition and outplacement online platform based on AI
technology that provides CV building, career coaches, and other support services (Crawford &
Slezak 2022).
People
It targets people in Australia who have lost their jobs due to COVID-19, users who need a
career transition, and organizations who need management of former staff. According to
statistics of ABS (2020), about 140,000 people in Australia were passively looking for jobs
(only looked at job advertisements without applying) in April 2020, meaning they may be
confused about their careers and have no professional guidance to help them find jobs.
Place
It is an online platform that gives customers a convenient way to search for jobs online.
Price
Job-Accelerator sells professional development courses at a reasonable price as a source of
revenue.
Promotion
It promotes its product courses through mobile phones, mail, and other means.
Process
Users will create their own personalized, high-quality resumes through the platform's AI
technology online, and can access the support of experienced career coaches to improve their
efficiency in job hunting and reemployment success rate.
Physical cues
It can help unemployed people address their outplacement needs in a platform with a simple
design and clear guidelines.
3. Megatrends and drivers
3.1 Demographic and social change
3.1.1 Competition for talent
With the COVID-19 pandemic, unemployment in Australia has risen, leading to fierce
competition for talent in the job market. According to the statistics from ABS (2020), the
unemployment rate raised to 7.4%. This means that both unemployed and employed people
need to master flexible skills to adapt to the changes in society due to the serious situation.
First, for individuals looking for work, what they need is a reliable channel to quickly find a
new job through technical training, job matching, and counseling to help them get rid of anxiety
about being unemployed or about to be unemployed. The Job-Accelerator addresses the
primary needs of these individuals by providing them with a reemployment platform to help
them quickly find jobs and further meet their additional needs through course guidance. In
addition, organizations need a platform to provide comprehensive management services,
including psychological counseling and follow-up, to help unemployed people move to the
next stage. The Job-Accelerator provides a platform for enterprises to manage unemployed
employees, which can improve the efficiency of human resource management in organizations.
3.1.2 Demand for customization
Another social change is the increase in customer demand for customization. According to
Madhavaram, Hunt and Bicen (2021), customized services are a source of competitive
advantage for B2C businesses, as consumers expect customized goods and services. For the
unemployed and those who are about to lose their jobs, their core needs are to quickly start
their next career by highlighting their abilities. Customized resumes and courses can help them
gain competitive advantages in the talent competition, to obtain satisfactory jobs. Job-
accelerator understands users' tendencies and advantages through personality insight driven by
advanced AI technology, provides users with more suitable jobs through matching algorithms,
and can customize career learning content according to users' needs. These customized
functions can better meet the needs of users who are looking for jobs.
3.2 Technological breakthroughs
3.2.1 Artificial intelligence
Technological breakthroughs, especially the development of artificial intelligence, have
promoted a large number of online platforms to increase their investment in artificial
intelligence and develop ai-based businesses. Based on the AI algorithm, Job-Accelerator can
understand users' preferences through advance research, categorize people with the same
characteristics, and push relevant courses, resume templates and other employment-related
services for people of different categories. This AI classification experience often has a positive
impact on consumers, which can satisfy their need for self-affirmation and easy to resonate
with the recommended products (Puntoni et al. 2021). This means that consumers will make
consumption decisions more quickly thanks to the precise push of AI, which will help Job-
Accelerator better sell their career guidance courses and generate income. Although the
development of AI brings a lot of benefits to the organization, it may also have some negative
effects, as consumers may misunderstand the classification and think that AI makes biased
predictions about them (Puntoni et al. 2021).
4. NBT
By analyzing the company's strategic direction and two major megatrends, this report believes
that job accelerator's NBT is to build a platform which based on AI algorithms to recommend
personalized career transfer courses and reemployment counseling to customers.
In the current era of the pandemic, the economic situation is not optimistic, according to the
ABS (2022), the number of people who have lost their jobs due to the epidemic in Australia
continues to rise with more than 8.6% of Australians unemployed or underemployed. Helping
these unemployed people achieve re-employment is not only helping reduce the unemployment
rate, but also helping the government reduce the pressure on the budget.
Ordinary re-employment is difficult to achieve without new skills and knowledge and the
longer the period is, the harder for unemployed people to find a new job. The reemployment
courses and psychological counseling provided by our company can effectively help the
unemployed to regain their strength and realize their own value.
Due to the huge impact digitization has on business and society, artificial intelligence in HR
recruitment has gradually become mainstream (Black& van Esch 2020). The AI algorithm is
used to accurately promote the courses that they are interested in and have a high degree of
matching with the target customers, to greatly shorten the customer's trial and error time, to
achieve reemployment as soon as possible.
5. Recommendation
In response to the company's NBT, we will provide some recommendations for the company.
The first goal is that over the next 10 years, the company should aim to increase the percentage
of employees with over 15 years of AI research experience by 10%. These experienced
employees will help the company achieve disruptive innovation, develop more advanced AI
technologies, and mentor junior employees (Wang, Qureshi, Guo & Zhang 2022). More
advanced AI technology can enable the AI platform to more accurately push appropriate
courses and services to outplaced employees, thereby continuously enhancing the core
competitiveness of the company.
We recommend taking the following action steps for the company to recruit 6 AI researchers
with over 15 years of AI research experience over the next 10 years. The company can recruit
AI researchers through headhunting companies and through online recruitment. The company
can post the recruitment information on its official website and cooperate with professional
recruitment websites.
The second goal is that over the next 10 years, the company should aim to increase the budget
for research and development of AI technologies by 15%. The increase in budget will help
support AI researchers to develop more advanced AI technologies (Souder 1970). More
advanced AI technologies can enable the AI platform to more accurately push suitable courses
and services to outplaced employees.
We recommend that the increase in the budget (15%) be shared by the company itself and the
new investors. We recommend a two-step plan. The first step is that over the next 10 years, the
company will increase its capital investment in the research and development of AI
technologies, and the company will undertake 8% of the increased budget. The second step is
that over the next 10 years, the company will look for new investors and find two suitable
investors. These new investors will invest in the company’s AI technology research and
development, and these two new investors will undertake 7% of the budget increase. Because
the company should be responsible to its stakeholders, in order to find the most suitable
investors, the company needs to make some preparations first (Carroll 1991). The company
should objectively, truthfully, and accurately introduce and reflect the actual situation of the
company to these investors and avoid misleading investors due to excessive publicity (Carroll
1991). We recommend that the company first formulate a set of schemes related to attracting
investors, the contents of the scheme mainly include two aspects. One aspect is to indicate to
investors what specific research and development projects their investments will be used for
and how long it may take to complete the research and development of these projects. The other
aspect is to truthfully state to investors the progress of these research and development projects
(for example, the progress of the project is in the early, middle, or late stage) and the possible
risks, as well as the possible consequences and desired results of these research and
development projects.
The third goal is that over the next 5 years, the company should aim to increase the proportion
of senior psychologists by 5%. These experienced and professional psychologists will help the
company provide better psychological counseling services to clients and mentor the junior
psychological counselors.
We recommend taking the following action steps. Over the next five years, the company will
recruit 3 senior psychological consultants and train existing junior psychological consultants
to help them improve their professional level and become senior psychological consultants.
The company needs to design a series of training programs for junior psychological counselors,
and junior psychological counselors participate in training at least 3 times a month.
6. Client Impact
Many of our current clients have been laid off by companies they have worked for decades,
and they have experienced an unprecedented pressure because of the unemployment. Through
the implementation of the recommendations, customers can experience high-quality
psychological counseling courses, adjusting their mentality in a timely and effective manner,
and restore their confidence in job hunting. At the same time, through AI simulation, it is
possible to analyze the current psychological state of customers and promote corresponding
psychological counseling courses to clients more accurately.
This report uses AI algorithms to accurately push various tutoring courses suitable for
customers, which can reduce the time for customers to browse, analyze and select. Since
customers may not know all kind of course information, so that information asymmetry leads
to a waste of time in choosing the wrong course. The simulation of customer behavior
prediction through AI machine learning can reduce the cost of trial and error for customers and
obtain the courses they want accurately and effectively. With the right course training,
customers gain maximum skill and knowledge enhancement in a few short weeks. For most
clients, they gain a valuable product from job accelerator through a convenient process. This
customized service is in line with the company's NBT.
7. Conclusion
The three goals listed in this report are suggested based on our NBT of building a platform that
based on AI algorithms to recommend personalized career transfer courses and reemployment
counseling to customers which using the SMART approach. We recommend that the company
should increase the employment of AI researchers and the fund invested in the AI technology
field. By applying our recommendations, companies can quickly break down technical barriers.
The customized recommendation of courses that realizes the AI matching mechanism allows
customers to learn new knowledge and improve their reemployment ability in a shorter time.
8. Reference
ABS 21 May 2020, ‘Labour Force’, Australia, viewed 19 July 2022,
australia/jun-2020>.
ABS 07 Jul 2022, ‘Labour Force’, Australia, viewed 20 July 2022,
.
ABS 21 May 2020, ‘Reasons people are not in the labour force’, viewed 19 July 2022,
.
Black, J.S. & van Esch, P. 2020, ‘AI-enabled recruiting: What is it and how should a manager
use it?’, Business horizons, vol.63, no.2, pp.215-226.
Carroll, A.B. 1991, ‘The pyramid of corporate social responsibility: Toward the moral
management of organizational stakeholders’, Business horizons, vol.34, no.4, pp.39-48.
Crawford, H. & Slezak, P. 2022, 'Corporate challenge - client interview', COMM5010,
University of New South Wales, available at:
06f11c543a4e?referrer=https:%2F%2Fmoodle.telt.unsw.edu.au%2F>.
Madhavaram, S., Hunt, S.D. & Bicen, P. 2021, ‘Building customisation capability in B2B
marketing: the role of organisational capital’, Journal of marketing management, vol.37,
no.13-14, pp.1409-1435.
Ngai, E.W.T. & Wu, Y. 2022, ‘Machine learning in marketing: A literature review, conceptual
framework, and research agenda’, Journal of business research, vol.145, pp.35-48.
Puntoni, S., Walker-Reczek, R., Giesler, M. & Botti, S. 2021, ‘Consumers and Artificial
Intelligence: An Experiential Perspective’, Journal of marketing, vol.85, no.1, pp.131-151.
Sapegina, A. & Weibel, A. 2017, ‘The Good, the Not So Bad, and the Ugly of Competitive
Human Resource Practices: A Multidisciplinary Conceptual Framework’, Group &
organization management, vol.42, no.5, pp.707-747.
Souder, W.E. 1970, ‘Budgeting for R&D A case for management science methods’, Business
Horizons, vol.13, no.3, pp.31-38.
Wang, C., Qureshi, I., Guo, F. & Zhang, Q. 2022, ‘Corporate social responsibility and
disruptive innovation: The moderating effects of environmental turbulence’, Journal of
Business Research, vol.139, pp.1435-1450, viewed 21 July 2022,
Group Consulting Report
目录
1. Introduction ............................................................................................................................................ 2
2. Organizational description ................................................................................................................... 2
3. Megatrends and drivers ........................................................................................................................ 3
3.1 Demographic and social change .............................................................................................................. 3
3.1.1Competition for talent ..................................................................................................................... 3
3.1.1Demand for customization ............................................................................................................ 3
3.2 Technological breakthroughs ................................................................................................................... 4
3.2.1Artificial intelligence ...................................................................................................................... 4
4. NBT........................................................................................................................................................... 4
5. Recommendation .................................................................................................................................... 5
6. Client Impact .......................................................................................................................................... 7
7. Conclusion ............................................................................................................................................... 8
8. Reference ................................................................................................................................................. 9
1. Introduction
This report giving Job Accelerator recommendations of increasing research and development
(R&D) funding and employees according to the megatrends of demographic and social change,
technological breakthroughs. Based on company’s strategy, we analysis the drivers which are
competition for talent, demand for customization and development of artificial intelligence to
give the Next Big Thing (NBT) is using Artificial Intelligence (AI) machine learning as the
base algorithms to build a customized platform which promote the highly matched
reemployment courses.
2. Organizational description
The organizational description uses the 7Ps marketing mix, including product, people, place,
price, promotion, process, and physical cues (Ngai & Wu 2022).
Product
The Job-Accelerator is a career transition and outplacement online platform based on AI
technology that provides CV building, career coaches, and other support services (Crawford &
Slezak 2022).
People
It targets people in Australia who have lost their jobs due to COVID-19, users who need a
career transition, and organizations who need management of former staff. According to
statistics of ABS (2020), about 140,000 people in Australia were passively looking for jobs
(only looked at job advertisements without applying) in April 2020, meaning they may be
confused about their careers and have no professional guidance to help them find jobs.
Place
It is an online platform that gives customers a convenient way to search for jobs online.
Price
Job-Accelerator sells professional development courses at a reasonable price as a source of
revenue.
Promotion
It promotes its product courses through mobile phones, mail, and other means.
Process
Users will create their own personalized, high-quality resumes through the platform's AI
technology online, and can access the support of experienced career coaches to improve their
efficiency in job hunting and reemployment success rate.
Physical cues
It can help unemployed people address their outplacement needs in a platform with a simple
design and clear guidelines.
3. Megatrends and drivers
3.1 Demographic and social change
3.1.1 Competition for talent
With the COVID-19 pandemic, unemployment in Australia has risen, leading to fierce
competition for talent in the job market. According to the statistics from ABS (2020), the
unemployment rate raised to 7.4%. This means that both unemployed and employed people
need to master flexible skills to adapt to the changes in society due to the serious situation.
First, for individuals looking for work, what they need is a reliable channel to quickly find a
new job through technical training, job matching, and counseling to help them get rid of anxiety
about being unemployed or about to be unemployed. The Job-Accelerator addresses the
primary needs of these individuals by providing them with a reemployment platform to help
them quickly find jobs and further meet their additional needs through course guidance. In
addition, organizations need a platform to provide comprehensive management services,
including psychological counseling and follow-up, to help unemployed people move to the
next stage. The Job-Accelerator provides a platform for enterprises to manage unemployed
employees, which can improve the efficiency of human resource management in organizations.
3.1.2 Demand for customization
Another social change is the increase in customer demand for customization. According to
Madhavaram, Hunt and Bicen (2021), customized services are a source of competitive
advantage for B2C businesses, as consumers expect customized goods and services. For the
unemployed and those who are about to lose their jobs, their core needs are to quickly start
their next career by highlighting their abilities. Customized resumes and courses can help them
gain competitive advantages in the talent competition, to obtain satisfactory jobs. Job-
accelerator understands users' tendencies and advantages through personality insight driven by
advanced AI technology, provides users with more suitable jobs through matching algorithms,
and can customize career learning content according to users' needs. These customized
functions can better meet the needs of users who are looking for jobs.
3.2 Technological breakthroughs
3.2.1 Artificial intelligence
Technological breakthroughs, especially the development of artificial intelligence, have
promoted a large number of online platforms to increase their investment in artificial
intelligence and develop ai-based businesses. Based on the AI algorithm, Job-Accelerator can
understand users' preferences through advance research, categorize people with the same
characteristics, and push relevant courses, resume templates and other employment-related
services for people of different categories. This AI classification experience often has a positive
impact on consumers, which can satisfy their need for self-affirmation and easy to resonate
with the recommended products (Puntoni et al. 2021). This means that consumers will make
consumption decisions more quickly thanks to the precise push of AI, which will help Job-
Accelerator better sell their career guidance courses and generate income. Although the
development of AI brings a lot of benefits to the organization, it may also have some negative
effects, as consumers may misunderstand the classification and think that AI makes biased
predictions about them (Puntoni et al. 2021).
4. NBT
By analyzing the company's strategic direction and two major megatrends, this report believes
that job accelerator's NBT is to build a platform which based on AI algorithms to recommend
personalized career transfer courses and reemployment counseling to customers.
In the current era of the pandemic, the economic situation is not optimistic, according to the
ABS (2022), the number of people who have lost their jobs due to the epidemic in Australia
continues to rise with more than 8.6% of Australians unemployed or underemployed. Helping
these unemployed people achieve re-employment is not only helping reduce the unemployment
rate, but also helping the government reduce the pressure on the budget.
Ordinary re-employment is difficult to achieve without new skills and knowledge and the
longer the period is, the harder for unemployed people to find a new job. The reemployment
courses and psychological counseling provided by our company can effectively help the
unemployed to regain their strength and realize their own value.
Due to the huge impact digitization has on business and society, artificial intelligence in HR
recruitment has gradually become mainstream (Black& van Esch 2020). The AI algorithm is
used to accurately promote the courses that they are interested in and have a high degree of
matching with the target customers, to greatly shorten the customer's trial and error time, to
achieve reemployment as soon as possible.
5. Recommendation
In response to the company's NBT, we will provide some recommendations for the company.
The first goal is that over the next 10 years, the company should aim to increase the percentage
of employees with over 15 years of AI research experience by 10%. These experienced
employees will help the company achieve disruptive innovation, develop more advanced AI
technologies, and mentor junior employees (Wang, Qureshi, Guo & Zhang 2022). More
advanced AI technology can enable the AI platform to more accurately push appropriate
courses and services to outplaced employees, thereby continuously enhancing the core
competitiveness of the company.
We recommend taking the following action steps for the company to recruit 6 AI researchers
with over 15 years of AI research experience over the next 10 years. The company can recruit
AI researchers through headhunting companies and through online recruitment. The company
can post the recruitment information on its official website and cooperate with professional
recruitment websites.
The second goal is that over the next 10 years, the company should aim to increase the budget
for research and development of AI technologies by 15%. The increase in budget will help
support AI researchers to develop more advanced AI technologies (Souder 1970). More
advanced AI technologies can enable the AI platform to more accurately push suitable courses
and services to outplaced employees.
We recommend that the increase in the budget (15%) be shared by the company itself and the
new investors. We recommend a two-step plan. The first step is that over the next 10 years, the
company will increase its capital investment in the research and development of AI
technologies, and the company will undertake 8% of the increased budget. The second step is
that over the next 10 years, the company will look for new investors and find two suitable
investors. These new investors will invest in the company’s AI technology research and
development, and these two new investors will undertake 7% of the budget increase. Because
the company should be responsible to its stakeholders, in order to find the most suitable
investors, the company needs to make some preparations first (Carroll 1991). The company
should objectively, truthfully, and accurately introduce and reflect the actual situation of the
company to these investors and avoid misleading investors due to excessive publicity (Carroll
1991). We recommend that the company first formulate a set of schemes related to attracting
investors, the contents of the scheme mainly include two aspects. One aspect is to indicate to
investors what specific research and development projects their investments will be used for
and how long it may take to complete the research and development of these projects. The other
aspect is to truthfully state to investors the progress of these research and development projects
(for example, the progress of the project is in the early, middle, or late stage) and the possible
risks, as well as the possible consequences and desired results of these research and
development projects.
The third goal is that over the next 5 years, the company should aim to increase the proportion
of senior psychologists by 5%. These experienced and professional psychologists will help the
company provide better psychological counseling services to clients and mentor the junior
psychological counselors.
We recommend taking the following action steps. Over the next five years, the company will
recruit 3 senior psychological consultants and train existing junior psychological consultants
to help them improve their professional level and become senior psychological consultants.
The company needs to design a series of training programs for junior psychological counselors,
and junior psychological counselors participate in training at least 3 times a month.
6. Client Impact
Many of our current clients have been laid off by companies they have worked for decades,
and they have experienced an unprecedented pressure because of the unemployment. Through
the implementation of the recommendations, customers can experience high-quality
psychological counseling courses, adjusting their mentality in a timely and effective manner,
and restore their confidence in job hunting. At the same time, through AI simulation, it is
possible to analyze the current psychological state of customers and promote corresponding
psychological counseling courses to clients more accurately.
This report uses AI algorithms to accurately push various tutoring courses suitable for
customers, which can reduce the time for customers to browse, analyze and select. Since
customers may not know all kind of course information, so that information asymmetry leads
to a waste of time in choosing the wrong course. The simulation of customer behavior
prediction through AI machine learning can reduce the cost of trial and error for customers and
obtain the courses they want accurately and effectively. With the right course training,
customers gain maximum skill and knowledge enhancement in a few short weeks. For most
clients, they gain a valuable product from job accelerator through a convenient process. This
customized service is in line with the company's NBT.
7. Conclusion
The three goals listed in this report are suggested based on our NBT of building a platform that
based on AI algorithms to recommend personalized career transfer courses and reemployment
counseling to customers which using the SMART approach. We recommend that the company
should increase the employment of AI researchers and the fund invested in the AI technology
field. By applying our recommendations, companies can quickly break down technical barriers.
The customized recommendation of courses that realizes the AI matching mechanism allows
customers to learn new knowledge and improve their reemployment ability in a shorter time.
8. Reference
ABS 21 May 2020, ‘Labour Force’, Australia, viewed 19 July 2022,
ABS 07 Jul 2022, ‘Labour Force’, Australia, viewed 20 July 2022,
ABS 21 May 2020, ‘Reasons people are not in the labour force’, viewed 19 July 2022,
Black, J.S. & van Esch, P. 2020, ‘AI-enabled recruiting: What is it and how should a manager
use it?’, Business horizons, vol.63, no.2, pp.215-226.
Carroll, A.B. 1991, ‘The pyramid of corporate social responsibility: Toward the moral
management of organizational stakeholders’, Business horizons, vol.34, no.4, pp.39-48.
Crawford, H. & Slezak, P. 2022, 'Corporate challenge - client interview', COMM5010,
University of New South Wales, available at:
Madhavaram, S., Hunt, S.D. & Bicen, P. 2021, ‘Building customisation capability in B2B
marketing: the role of organisational capital’, Journal of marketing management, vol.37,
no.13-14, pp.1409-1435.
Ngai, E.W.T. & Wu, Y. 2022, ‘Machine learning in marketing: A literature review, conceptual
framework, and research agenda’, Journal of business research, vol.145, pp.35-48.
Puntoni, S., Walker-Reczek, R., Giesler, M. & Botti, S. 2021, ‘Consumers and Artificial
Intelligence: An Experiential Perspective’, Journal of marketing, vol.85, no.1, pp.131-151.
Sapegina, A. & Weibel, A. 2017, ‘The Good, the Not So Bad, and the Ugly of Competitive
Human Resource Practices: A Multidisciplinary Conceptual Framework’, Group &
organization management, vol.42, no.5, pp.707-747.
Souder, W.E. 1970, ‘Budgeting for R&D A case for management science methods’, Business
Horizons, vol.13, no.3, pp.31-38.
Wang, C., Qureshi, I., Guo, F. & Zhang, Q. 2022, ‘Corporate social responsibility and
disruptive innovation: The moderating effects of environmental turbulence’, Journal of
Business Research, vol.139, pp.1435-1450, viewed 21 July 2022,
