Old campaigns (2004 - 2014)

  • Digital and social technologies (2013-14) - MPF and Elephant Creative suspected, that although marketing ‘got’ social media, the same was not true of management, so organised a major survey into attitudes towards digital and social technologies in 2013 and 2014. 
  • Managing client relationships (2009-2013) - MPF and The Thriving Company surveyed CRM activities and results specific to professional firms for five years, with well over 1,000 contributions from firms during the life of the study
  • Listed professional firm index (2009) - The success of the MPF campaign to encourage investors to appreciate the profitability, growth and resilience of professional firms can be judged when the MPF Professional Services Index compiled by Noble, consistently outperformed superficially comparable indices.
  • Carbon Footprint (2008) - Far too often (and in many cases wrongly) professional firms are perceived to be commercial laggards – slow to adapt to change, conservative in their behaviours and unlikely innovators. In joining the MPF Carbon Footprint campaign, professional firms were the first major industry group to join together to tackle what is surely one of the greatest challenges facing our society.
  • Best Professional Firm to Work For (2008) - MPF partnered with Best Companies to compile the first-ever  listing of the UK's best professional firms to work for in the eyes of their own people
  • The Global 500 (2007 - 2010) - MPF compiled the first ever ranking of the world's largest professional firms. The real achievements of professionals are not that widely known - partly because caricatures are easier to present in the press than flesh and blood. Without professionals and the infrastructure they have created, the world would be a much sorrier place. What is most surprising, perhaps, is not the extent of their contribution - but the fact that it is so little known. 
  • Unsung heroes (2004) - In theory, a partnership stands for collaboration and team work; in practice many partners are highly competitive animals, focusing on client-based financial measures to determine relative status and reward. If partners see success in these terms, it is hardly surprising that those who neither directly bring in fees nor deliver services to clients are referred to in pejorative terms, for example 'non-fee earner'.