Almost half (41%) were referred a project because they were certified and one-fourth (26%) won at least one project from the referrals. One in six (17%) won more than two projects from the referrals. About 70% demonstrated ethical and responsible behavior by using the Code of Ethics as a guide to refuse a project or step aside from a project when a potential ethics breech was anticipated. Nearly the same number (67%) said they explained to clients and prospects the importance of the Code and the Body of Knowledge.

CMC members were diverse in their use of CMC branded material, such as pins and literature in marketing their practices. By their use of the CMC mark, sixty‐one percent considered the CMC a mark of distinction or a point of differentiation from others. Forty percent felt the CMC gave them competitive advantage over a comparable (non‐CMC) consultant. Our data gathering uncovered a wealth of handouts and marketing materials useful for informing clients and prospects about the CMC.

Finally, there were three sets of recommendations to help sustain the value of the CMC for members. It was suggested that it would be advantageous to set up a CMC Network to serve as a focal ‘gathering' place for CMCs. The CMC Network could be involved in 1) Working together on a project that required the breadth that only a team of CMCs can provide, 2) Giving back to the community on probono projects, or 3) Responding to current events by writing articles, Optional Editorials, and e‐papers. We conclude that at the individual level, nearly all respondents helped themselves in self‐branding the CMC.

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