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BUSINESS NEWS GOLDMAN COPELAND CELEBRATES 50 YEARS OF ENGINEERING EXCELLENCE TRANSFORMING SOME OF NEW YORK CITY’S MOST ICONIC BUILDINGS Playing a leading role in bringing New York City’s buildings into the 21st century, consulting engineering firm Goldman Copeland celebrated its 50th anniversary on May 8th at the iconic Ziegfeld Ballroom, which they recently helped transform into one of the city’s most spectacular event spaces. Founded in 1968, the firm has always focused on sustainability and preservation. Goldman Copelandhas created innovative mechanical/ electrical infrastructure upgrades for many of New York City’s historic buildings, healthcare facilities, museums, theaters, houses of worship, and offices. Some milestones include: Installing one of New York City’s earliest thermal solar collectors on a residential building in 1974; upgrading Grand Central Terminal over a 15-year period starting in 1988. As the primary MEP consultant, Goldman Copeland implemented essential improvements; updating the St. James Theatre for Disney’s Frozen: The Broadway Musical ; consulting on infrastructure upgrades for real estate owners, including Vornado, ESRT and Feil;

don’t have the right people or tools in place to measure ROI in anything other than proposal amounts or accepted contracts. And in marketing, one-to-one conversions are rare (although they do happen). This lack of measuring leads to a feeling of failure. A better way to spend your marketing dollars is to have a marketing department with a budget, goals, and a few different metrics for measures of success, such as new leads, number of contacts, website traffic, and proposals sent out. Firms with a marketing department were more likely to have proposals shortlisted than firms without a department – 50 percent to 42 percent. Firms with a marketing department also have more names in their CRM database, with the client/customer list size per full-time employee at 411, compared to an average of 276 for those without. In an industry that is built on warm connections and repeat clients, contacts are critical to success. Have I convinced you of the importance of a good marketing department yet? CHRISTINA ZWEIG NIEHUES is Zweig Group’s director of marketing. Contact her at christinaz@ zweiggroup.com. managing New York City’s Energy Conservation Capital Program, the largest of its kind, until the early 1990s; transforming the Alexander Hamilton United States Custom House building into offices and The National Museum of the American Indian, employing a “cocooning” approach to protect the original Beaux Arts interior and exterior; designing an award-winning method of providing air-conditioning to the Fifth Avenue Presbyterian Church through the 1870s footrests, maintaining the historic interior; consulting with the City of New York to help determine the cause of the 2007 steam pipe explosion at 41 St and Lexington Ave.; developing an innovative web-based geothermal tool for the New York City Mayor’s Office of Sustainability and DDC, winning the 2018 ACEC New York Engineering Excellence Award; working with the Administration for Children’s Services to find and update facilities for the relocation of the Rikers Island teenagers. Goldman Copeland has received many awards for its innovative projects over the past 50 years, and upgrading the energy efficiency of the city’s buildings is perhaps the firm’s most important legacy.

2017 MARKETING SURVEY Zweig Group’s 2017 Marketing Survey is a benchmarking and advisory guide to industry firm marketing activities, budgets, marketing department organization, staffing levels, compensation, and investments in marketing systems and infrastructure. This report also has statistics on proposal activity, hit rates, and other useful analytics. The topics covered in this comprehensive report are: ❚ ❚ Marketing staff: This section presents data on marketing departments at firms of different sizes/types, along with experience, education, compensation, and expectations and sales goals for various marketing related job roles. ❚ ❚ Proposals and sales: A full breakdown of proposal actives and hit rates by firm type, size, location, and other factors. ❚ ❚ Marketing systems: This section has data on the prevalence of various marketing systems and data relating to their use. ❚ ❚ Promotion: See what most firms in the industry are doing to promote themselves, along with a full report on statistics of what is working and what is not working. ❚ ❚ Marketing expenditures: Data on marketing related expenses including actual figures from the previous year and budgeting for the future. ❚ ❚ Strategies: See data on the use and effectiveness of a variety of marketing approaches. ❚ ❚ Challenges: Data on what respondents feel have been marketing challenges and victories for their firms over the past year. For more information, call 800-466- 6275 or visit bit.ly/2GQShO7.

CHRISTINA ZWEIG NIEHUES, from page 3

of the overall marketing budget! That’s a huge difference! “A better way to spend your marketing dollars is to have a marketing department with a budget, goals, and a few different metrics for measures of success, such as new leads, number of contacts, website traffic, and proposals sent out.” Firms with no marketing staff may also have more expensive people spending more time on marketing. These people also might be more inefficient and be mired in the quicksand of multi- tasking. Furthermore, a lack of dedicated marketing personnel is also often correlated with a lack of a marketing budget, marketing plan, and the absence of a person who ensures marketing expenditures are effective in driving revenue. Here’s the harsh reality: Firms that don’t have dedicated marketing staff often

THE ZWEIG LETTER June 25, 2018, ISSUE 1254

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