AGF, Trust and Advisors’ W2S

Credo’s data cube enables us to map the trajectory of advisors’ trust in various supplier brands.  AGF over the last number of years provides an interesting case study.  The results are presented in exhibit 1 below.

We’re present measured levels of trust in the east-west dimension in the map and advisors’ willingness to sell (W2S) the company’s products in the north-south dimension.

Exhibit 1. AGF’s brand migration over time (2012 to 2018) with respect to trust and advisors’ willingness to sell the company’s offerings to clients.

In 2012, AGF was in a weak place with respect to its advisor supporters’ willingness to use the company’s offerings with investment clients.  It had a sub-standard level of advisor support and this is seen in the fact that the brand’s position in the map is substantially below the horizontal X-axis.  It was also slightly to the left of the vertical Y-axis, which indicates that AGF, at that point in time, also had substandard levels of trust, even among the advisor who were the brand’s supporters.  (Note that the origin of this map represents industry midpoint scores with respect to the dimensions we’re considering here.)

Between 2012 and 2014, AGF’s position actually deteriorated substantially.  The company moved lower in the map and further to the left.  But between 2014 and 2016, a number of constructive strategic and tactical initiatives were made by the company and AGF began to regain its supporters’ trust and corresponding support.  This continued through 2018 as the company’s trajectory has been highly favorable for the brand since 2014.

Currently, AGF sits in a favorable position with respect to both the support it garners from its supporters and with respect to the level of trust it has earned with these same advisors.  It occupies space in the top right quadrant of our map where companies like Fidelity, EdgePoint and Mackenzie can also be found.  It took AGF four years to migrate from being in the industry dog-house to the solid competitive position that it holds currently.  So, when Credo is asked how long it takes to climb out of the dog house, here is reasonable quantification of a case study; four years for a real and quantifiable brand turnaround.

(Note that The Credo Data Cube can produce similar trajectory maps for most major competitors in the Canadian investment funds industry for the time period between 2012 and the current year.  To see other, similar maps, call Credo at 905.919.1926.)

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