本人完全了解西北大学关于收集、保存、使用学位论文的规定。学校
有权保留并向国家有关部门或机构送交论文的复印件和电子版。本人允许
论文被查阅和借阅。本人授权西北大学可以将本学位论文的全部或部分内
容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存
和汇编本学位论文。同时授权中国科学技术信息研究所等机构将本学位论
文收录到《中国学位论文全文数据库》或其它相关数据库。
保密论文待解密后适用本声明。
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西北大学学位论文独创性声明
本人声明：所呈交的学位论文是本人在导师指导下进行的研究工作及
取得的研究成果。据我所知，除了文中特别加以标注和致谢的地方外，本
论文不包含其他人已经发表或撰写过的研究成果，也不包含为获得西北大
学或其它教育机构的学位或证书而使用过的材料。与我一同工作的同志对
本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意。
学位论文作者签名：
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摘要
摘要
由于市场经济飞速发展，且全国各级政府给予大力支持，我国人力资源服务行业
被社会和百姓高度认可，人力资源行业面临着多样丰富又无限巨大的机遇，同时也面
临着不容小觑的营销竞争压力。截至 2020年底，我国各类人力资源服务机构 4.58万
家，建成国家级人力资源服务产业园 22家，从业人员 84.33万人，营业收入突破 2万
亿元。越来越多的中小型企业涌入人力资源外包服务行业，企业间的营销竞争越来越
激烈。
现阶段人力资源外包机构服务项目和服务质量大多相似，中小型人力资源外包公
司很难在众多机构中崭露头角，凸显出竞争优势，同行间竞争激烈且残酷，导致外包
公司议价时非常被动。由于社会各界和客户对人力资源外包企业的要求更高，企业所
要面临的挑战和冲击也更大。小型人力资源外包公司想要在这场战役中脱颖而出，打
响品牌声誉，站稳市场脚跟，增加市场占有率，就要紧跟市场动向，及时调整营销策
略。本文以小型人力资源公司 P公司为研究对象，通过企业资料分析研究，对其在市
场竞争中存在的问题进行剖析，提出营销策略优化设计，探索其可持续发展的道路。
本文在阅读大量国内外研究文献的前提下，结合营销理论和人力资源外包理论，
从企业营销现状展开分析，发现营销中存在的问题，分析出公司应该以客户为中心展
开服务营销，确定贴合企业实际的市场定位，优化产品结构和产品定价，重视人员管
理、完善培训体系，加强品牌影响力。同时，公司要搭建技术、信息化平台，创建标
准化优质服务流程，全面提高营销质量和服务质量，通过差异化定价和差异化服务，
创建全新的高价值品牌形象。最后本文对营销策略优化设计进行总结，并对企业未来
发展提出个人展望。希望对外包企业乃至人力资源服务行业提供一定支持和借鉴作用，
对建设统一开放、竞争有序的人力资源市场贡献自己的力量。
关键词：人力资源，外包，营销策略

西北大学硕士学位论文
ABSTRACT
Due to the rapid development of the market economy and the strong support from
governments at all levels across the country, China's human resources service industry is
highly recognized by the society and the people. The human resources industry is facing
diverse, rich and infinitely huge opportunities, as well as marketing competition that cannot
be underestimated. Stress. By the end of 2020, there were 45,800 human resource service
organizations of various types in our country, 22 national-level human resource service
industrial parks had been established, with 844,300 employees and operating income
exceeding 2 trillion yuan. More and more small and medium-sized enterprises are pouring
into the human resource outsourcing service industry, and the marketing competition among
enterprises is becoming more and more fierce.
At this stage, the service items and service quality of human resource outsourcing agencies
are mostly similar. It is difficult for small and medium-sized human resource outsourcing
companies to stand out among many agencies, highlighting their competitive advantages,
and fierce and cruel competition among peers makes outsourcing companies very passive in
bargaining. Because all sectors of society and customers have higher requirements for
human resource outsourcing companies, the challenges and impacts that companies must
face are also greater. If small human resources outsourcing companies want to stand out in
this battle, build brand reputation, gain a firm foothold in the market, and increase market
share, they must keep up with market trends and adjust their marketing strategies in time.
This article takes the small human resources company P company as the research object,
analyzes its problems in market competition through the analysis of corporate data,
proposes the optimization design of marketing strategies, and explores its sustainable
development path.
Under the premise of reading a large number of domestic and foreign research documents,
this article combines marketing theory and human resource outsourcing theory, analyzes the
status quo of enterprise marketing, finds problems in marketing, and analyzes that the
company should focus on customer-centric service marketing and determine the fit The
actual market positioning of the enterprise, the optimization of product structure, the
emphasis on personnel management, the improvement of the training system, and the
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