Kolenda said Finsure
had achieved most of its growth through simple word of mouth referrals.
doesn’t see the need to invest heavily in advertising to brokers. We choose to invest as much as possible back into our organisation to continuously improve our offering. We simply rely on executing to our business partners and by delivering on our promises we hope to attract brokers that want greater value from their current aggregator.”
Quin-Conroy said PLAN sought growth through helping its existing brokers grow their businesses.
“One particular area of growth for us is in supporting groups who either write significant volumes or who want to leverage their size and scale to write more significant volumes. We are the only aggregator with a dedicated group for larger businesses, and we will continue to focus on engaging and recruiting this sort of business over the next 12 months,” he said.
McKeon pointed to AFG
’s place in the market as a draw card for brokers. He said the company had a strong balance sheet, which provided business security, and could also supply income generating solutions to raise its members’ revenues. In addition, he pointed to the aggregator’s investment in technology and its BDM and support team, as well as its tier one infrastructure. Ultimately, though, said AFG
’s draw came down to its track record.
“We have been in business for more than 21 years and are still number one. We have a stable management team and experienced teams in each state to support our brokers.”
Lees said Connective
prided itself on its cloud-based Mercury IT platform as a selling point to new members.
“Mercury has been developed so it can evolve continually in order to always place our brokers ahead of the curve,” Lees said.
Of equal importance, though, is simply listening to brokers, Lees said.