Why fintech startups love advertising on the New York City subway

For the last two months, money transfer startup TransferWise has been trying to connect with people stuck on the train during the New York City subway’s “summer of hell.”

For a consumer fintech startup, it’s the perfect place to put some advertising dollars. TransferWise has built its business around the ability to let people send money overseas at a low cost. Sixty percent of its users are immigrants; 40 percent are American-born. Its employees represent more than 50 countries. Its user base and prospective customer pool looks a lot like the people of New York.

“We serve people who have a connection overseas,” said Kate Huyett, TransferWise’s North America growth lead. “New York has the densest population of foreign-born people.”

Even if they’re American-born, theres still a chance they moved to New York from someplace else. TransferWise wants to send the message that it celebrates that diversity.

“We wanted to show New Yorkers we understand them,” said Colby Brin, a senior writer at the company. “We had a message that resonated with people who weren’t native New Yorkers but had made themselves New Yorkers because they moved from a different state or different country.”

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The company didn’t specify the size of its marketing budget, but Huyett said it needs to stretch those dollars as wide as it can — and subway ads are the best way to do that. TransferWise bought the smallest package that the MTA offers, which gives the company 1,000 cards that are distributed across the trains. With that option, she said, the MTA doesn’t give the company any say in how the ads are placed or distributed.

TransferWise did, however, choose whether to run the ads on the trains or along the platform walls.

“We felt on the platform, the ad would be behind people,” Huyett said. “When you’re in the car you’re a captive audience for a longer time, so there’s the possibility that someone sees them and pays closer attention to them.”

The subway is a hot destination for startups in general, looking to stretch their marketing budgets. E-commerce startups like Thinx and Casper both love advertising on the subway, calling them “conversation starters” and a way to be in a city where “trends are set.” They’re also effective, say these companies: David Zhang, Casper’s CMO, told Tearsheet’s sister site, Digiday that subway ads are highly effective to target local audience because when riders get stuck on the train, they have nowhere to look except at those ads.

Three years ago Venmo ran an ad campaign around the New York subway featuring an everyday millennial called “Lucas” (who, it turns out, was a Venmo engineer). Venmo’s message to subway riders was the same (although less nostalgic and bittersweet): we do the same things you do, we understand you. The campaign sparked a lot of frustration and confusion for consumers — but the company was engaging with them. Venmo was unavailable to comment for this story.

Earlier this year SoFi, the financial everything provider for millennials, also ran an ad campaign on the New York subway for its SoFi at Work product.

“The subway is a really cost-efficient medium from a reach and frequency standpoint,” said Margi Brown, SoFi’s vp of marketing and media. “It has allowed us to amplify our message to a commuter audience with a very specific message — keeping it simple and easily consumable.”

TransferWise, based in London, has raised about $117 million in funding to date from VC heavy hitters like Andreessen Horowitz, Ballie Gifford and Peter Thiel. Earlier this year it launched its “Borderless” online bank account for businesses and freelancers.

TransferWise’s language and tone have changed a lot since it first launched its U.S. operations, in 2015. Back then, its subway ads were more combative against the banks.

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The change is in keeping with the broader shift among consumer fintech startups, which initially came out charging toward the legacy banks with the intention of disrupting them. That attitude has since calmed as both sides embrace a more collaborative approach bringing banks and fintechs together.

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When asked to comment about the change in tone, TransferWise highlighted the changing political environment in the U.S.

“Given what’s happening in the U.S. right now, we want to show immigrant communities that we empathize with their journeys,” Huyett said. “And more generally, we feel it’s important to begin communicating one of our core values, which is that we believe the world is a better place when people, money and ideas move freely. It’s something we will talk about more and more in the future.”

Inside SAP’s New York innovation community center

Old technology giant SAP is getting a newer, younger look.

Known for “enterprise resource planning” solutions and other boring software for business processing, SAP’s banking and insurance business has almost 20,000 customers (out of more than 350,000 total) across 150 countries that include 14,100 banks and 5,600 insurers. Its banking customers manage more than $70 trillion in assets and service more than 140 million active banking accounts globally.

About a month ago it moved 400 sales and marketing employees (of its global 84,000 total) into the top five floors of a shiny new 52-story commercial office tower on Manhattan’s far west side to show customers it’s not stuck in its old ways, it’s ready to fast forward into the future. There is also a small number of existing corporate functions, like investor relations and IT support.  SAP has added 60 jobs this year and plans to add headcount throughout 2018.

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Executive offices still reside in Times Square. The Hudson Yards offices are more of a show for customers, who are brought to the 52nd floor.

“We’re showing the outside world things you wouldn’t think first of us as a company, it shows where we stand today,” Toni Tomic, vp of insurance and global head of industry business development, said of the new facilities. “You can feel it, touch it, smell it. If we come here with customers they’ll recognize we’re a different animal than they thought.”

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But down on the 48th floor is the SAP Next Gen Lab, where the 45-year-old SAP wants to act as a “matchmaker” for those customers and new New York talent — students, startups, academics, researchers, accelerators, venture firms and other potential innovation partners. The space boasts floor-to-ceiling windows with panoramic views of the city with lounge areas and a Brooklyn Roastery cafe. There are designated work areas for designers, technology builders, entrepreneurs and researchers. It plans to foster a vibrant Meetup scene and host technology bootcamps for bankers.

SAP is sort of rebranding itself an international player that can foster an international ecosystem, instead of being merely a technology vendors to some big companies. For the last few years the story of fintech has been about the old versus the new, the banks versus the startups. (Incidentally, it’s not just the major corporations that use SAP’s technology. SAP has identified more than 5,000 startups, 850 of which have developed products using its technology, Tomic said. About 250 of them are active today, 60 are applicable to SAP’s customers and about 20 are “hardcore fintechs.”) Now SAP has made a real estate investment it hopes will foster innovation by creating a more cohesive environment for it, according to Falk Rieker, global head of industry business unit banking.

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“Banks have really been brought to accelerate their innovation efforts… change the way they interact with the customer,” he said. “In the world I grew up in, the banker waited in the bank until the customer came in. The banker would tell you what’s best for you. In the new world, the bank needs to come to the customer, the customer determines what the product looks like.”

That’s true whether the customer is a consumer or a business.

“Banks need to consider not just their own product, but giving their customers choice,” Rieker added. Hence, a new space for co-creation. “If banks get their act together, they have a bright future.”

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The company is running with various emerging themes that technology has brought to financial services: it understands it can’t not innovate and stay relevant, and it can’t innovate alone. And it’s not longer about big companies eating up small startups, it’s about fast companies beating out slow companies no matter the size or reputation.

“We don’t innovate just in a silo, we have to work and collaborate with the minds of startups, academia and young people,” said Ann Rosenberg, global head of SAP Next-Gen, nodding to the energy of New York City and its contrast to Silicon Valley.

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The tower is one of several planned for the $20 billion, 27-acre Hudson Yards redevelopment project, the city’s largest private real estate development since Rockefeller Center and the largest in U.S. history. SAP did not share how much money it’s investing, but asking rents for Hudson Yards office space average $90 per square foot, according to the commercial real estate agency Cogent Realty Advisors, which puts annual rent at about $13 million for the 144,000 square feet SAP now occupies.

“Don’t ask me about ROI,” Rieker joked, when asked what exactly SAP plans to get out of this multi-million dollar investment. “Three things: expertise — we have the skills of the financial services industry right here in the city; its excitement — the city of New York is fully committed to financial engineering and software; and the energy level — everyone speaks about Silicon Valley, I’m really pumped up about the energy in New York.”

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