全过程工程咨询，是指在工程建设领域，由咨询服务单位提供贯通招标代理、勘察、设计、监理、造价、项目管理等整个建设过程的咨询服务。近年来，一方面，国家出台《指导意见》鼓励推广；另一方面，市场对综合性、跨阶段、一体化的咨询服务需求不断扩大，全过程工程咨询服务模式已成为建筑行业的新趋势。在这样的背景下，K公司提出，到“十四五”末，市场合同额占比和大客户合同额占比要有进一步提升。为实现市场目标，本文围绕K公司服务营销中的资源整合问题进行研究，寻求对策建议。

本文以“全过程工程咨询”为背景，以“服务营销”为主线，聚焦其中的资源整合问题，在现有理论的基础上，补充提出了全过程工程咨询服务营销（MCCB）资源整合模型；运用该模型，分析指出了K公司“业务筹划、项目服务、客户管理、品牌建设”四个维度的问题；同时，对K公司市场竞争内外环境进行分析；基于上述分析，从“加强全咨服务市场的战略筹划、提升服务营销核心能力、深化客户关系、优化品牌建设”四个方面提出对策、解决问题。

本文认为，K公司服务营销的问题，是伴随着行业转型升级的背景出现的，MCCB模型从“市场战略、服务能力、客户关系、品牌资源”四个维度，提供了分析和解决服务营销问题的工具，与全过程工程咨询服务模式是相契合的。这其中有三点需要重点把握：应该基于战略视角，从企业整体发展规划去分析营销问题；同时，只要抓住了资源整合的问题，也就抓住了服务营销的关键；就当前，最紧要的就是要找准目标市场，内部建立起相适应的组织架构。总的来说，本文对K公司所分析的问题、成因及对策，对行业内其他企业有一定借鉴意义，但在实际运用过程中，需要结合企业内外环境变化不断优化使用。

The whole process engineering consultation refers to the consultation service provided by the consulting service unit through bidding agency, survey, design, supervision, cost, project management and other whole construction process in the field of engineering construction. In recent years, on the one hand, the state issued "guidance" to encourage the promotion; On the other hand, the market demand for comprehensive, cross-stage and integrated consulting services is constantly expanding, and the whole-process engineering consulting service model has become a new trend in the construction industry. In this context, K company proposed that by the end of the "14th Five-year plan", the proportion of market contract amount and the proportion of major customer contract amount should be further increased. In order to achieve the market goal, this paper focuses on the resource integration in the service marketing of K Company and seeks countermeasures and suggestions.

Based on the background of "whole-process engineering consulting" and the main line of "service marketing", this paper puts forward a resource integration model of whole-process engineering consulting service marketing (MCCB). Using this model, the four dimensions of "business planning, project service, customer management, brand building" of K company are analyzed and pointed out. Meanwhile, the internal and external environment of K company's market competition is analyzed. Based on the above analysis, countermeasures are proposed to solve the problems from four aspects: strengthening strategic planning of the whole consulting market, enhancing the core ability of service marketing, deepening customer relations and optimizing brand building.

This paper argues that the service marketing problems of K Company arise with the background of industry transformation and upgrading. MCCB model provides tools to analyze and solve service marketing problems from four dimensions of "market strategy, service capability, customer relationship and brand resources", which is consistent with the whole-process engineering consulting service model. There are three points to grasp: marketing problems should be analyzed from the overall development plan of the enterprise based on the strategic perspective; At the same time, as long as the problem of resource integration is grasped, the key of service marketing is also grasped; At present, the most urgent is to find the target market, the internal establishment of the appropriate organizational structure. In general, the problems, causes and countermeasures analyzed by K Company in this paper have certain reference significance for other enterprises in the industry, but in the practical application process, it is necessary to constantly optimize the use according to the internal and external environment changes of enterprises.