{"id":25289,"date":"2021-02-12T11:24:12","date_gmt":"2021-02-12T11:24:12","guid":{"rendered":"https:\/\/www.elixirr.com\/?p=25289"},"modified":"2025-10-30T14:53:39","modified_gmt":"2025-10-30T14:53:39","slug":"starling-vs-monzo","status":"publish","type":"post","link":"https:\/\/www.elixirr.com\/en-gb\/starling-vs-monzo\/","title":{"rendered":"Starling vs. Monzo"},"content":{"rendered":"\n

For the past five years, Fintech fanatics have closely followed the unofficial competition between Starling<\/a> and Monzo<\/a> to be top in the new league of banks \u2013 the challenger banks. <\/p>\n\n\n\n

The topic has long been debated with respect to the end-user benefits which pit the two banks against each other on their app features, their customer service and even their card design. But how do the two banks compare as long-term, successful, financial institutions? What can businesses and banks alike learn from their differing strategies in their race to be number 1?<\/p>\n\n\n\n

1. Volume of customers alone will not necessarily drive revenue and make you profitable. Define your strategy to attract a certain type of customer.<\/strong><\/h2>\n\n\n\n

For a while, Monzo seemed to have a clear lead in the race against their top competitor, Starling. With its hot-coral debit card, matched with a sexy app with never-before-seen banking features, Monzo very quickly capitalised on the millennial market. And in 2018, they rapidly sailed past the 1m customer milestone. Starling didn\u2019t hit this milestone until over a year later (at which point Monzo had flown past 3 million). On the face of it, many Fintech enthusiasts thought the race was won.<\/p>\n\n\n\n

\n

It is no secret that putting a challenger brand through a period of rapid growth is a costly endeavour. But, yes \u2013 last year, despite the onslaught of challenges inflicted by the pandemic, Starling hit the ultimate impressive milestone – profitability.<\/strong><\/p>\n<\/blockquote>\n\n\n\n

But they would have been wrong. In 2020, Starling Bank answered the much-asked question by investors, enthusiasts and onlookers: Will the challenger banks ever be profitable? It is no secret that putting a challenger brand through a period of rapid growth is a costly endeavour. But, yes \u2013 last year, despite the onslaught of challenges inflicted by the pandemic, Starling hit the ultimate impressive milestone \u2013 profitability<\/a>. How can this be? With far fewer customers, how have the underdog won the ultimate race? The answer is simple. While Monzo celebrated their millions of customers and cult-following status within the millennial market, Starling had attracted a clientele which would actually<\/em> generate lucrative returns. While Monzo attracted hoards of London-based millennials, Starling\u2019s customer base as it passed 1 million had an average age of 35, with 75% of customers living outside of Greater London.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Know your customer<\/strong><\/h4>\n\n\n\n

This customer base went hand-in-hand with distinctly more positive spending insights. While evidence suggested that Monzo\u2019s millennials were topping their accounts up bit-by-bit<\/a>, the average balance in a Starling personal account at the end of 2019 was \u00a3932. This indicated that users were having their salary paid into their accounts and using it as their primary bank account, as opposed to an on-trend accessory. <\/p>\n\n\n\n

To quote Starling\u2019s CEO herself, Anne Boden<\/a>, at 2019\u2019s year-end, <\/p>\n\n\n\n

\n

“It doesn\u2019t matter how many customers you have if you haven\u2019t figured out how to be profitable and are spending huge amounts servicing unprofitable accounts. What matters is how people are using your bank.”<\/strong><\/p>\n<\/blockquote>\n\n\n\n

How right she was. <\/p>\n\n\n\n

This seemingly unattractive market turned out to be populated by those who would be more likely to use Starling\u2019s loan facilities; people who consistently hold deposits in their accounts and also open a Business or Sole Trader Account. Which brings us nicely to lesson #2.<\/p>\n\n\n\n

2. Be ready to not just respond to disruption, but to capitalise upon it.<\/strong><\/h2>\n\n\n\n

2020 rolled around and both of the digital banks seemed to be flying in their own right. Monzo had set sail to the United States and Starling\u2019s business bank offering had officially taken off. Hordes of new Marketplace offerings landed on the Starling app to provide SMEs with the ultimate business banking toolkit. Then COVID-19 hit the UK, and both banks had to quickly revise their strategies. The way the two banks handled this crisis can be put down to one differentiator: developing things the customer base needs, versus developing the nice-to-haves. <\/p>\n\n\n\n

Starling quickly responded to the pandemic, and what it meant to their customers. Most significantly, they were one of the first eight British lenders confirmed to be offering the Government-backed \u2018Bounce-Back\u2019 loans. Within 24 hours of announcing their involvement in the scheme, Starling attracted nearly 2,000 new business customers. This move also cemented the trust of their existing customers that they were a real, reliable business bank with access to offerings just as good as the legacy lenders.<\/p>\n\n\n\n

\n

The way Starling Bank and Monzo handled the COVID-19 crisis can be put down to one differentiator: developing things the customer base needs, versus developing the nice-to-haves.<\/strong><\/p>\n<\/blockquote>\n\n\n\n

On the retail banking side, Starling quickly rolled out the Connected Card. This allowed isolated customers to provide others with access to funds so they could pick up their groceries. They also launched the long-awaited cheque imaging proposition, allowing customers to cash in cheques without leaving their homes. These were not just attractive gimmicks, nor nice-to-haves, but essential tools and features that customers had quickly come to need. Perhaps thanks to this ability to be agile and willingness to reprioritise, Starling continued to grow throughout the pandemic. They furloughed no staff, made no redundancies and despite the unpredicted nature of 2020, hit the profitability milestone before year-end.<\/p>\n\n\n\n

<\/p>\n\n\n\n

A lesson in priorities<\/strong><\/h4>\n\n\n\n

Meanwhile, Monzo was hit hard by the pandemic<\/a>, with their key revenue streams slashed. This was down to the cut in Bank of England interest rates; the lack of overseas transaction fees; and the millennial market tightening their purse-strings for lockdown, not spending or sending money. Their Las Vegas support office shut up shop. Hundreds of staff were furloughed, and the Executive team took 25% salary cuts. In contrast to Starling\u2019s rapid roadmap re-prioritisation, Monzo kept their sights set on the not-so-must-haves, such as the launch of the Plus and Premium offerings. Both offerings costed their customers \u00a35 and \u00a315 per month respectively for the privilege of a limited-edition card design and other nice-to-haves such as advanced round-ups and custom categories. Perks featured unfortunately-timed fee-free cash withdrawals when abroad, free travel insurance and discounted airport lounge access.<\/em><\/p>\n\n\n\n

Come to the 2020 year-end, and Monzo still focus their efforts on the non-essential banking features. For example, providing their customers with the much loved year-in-review. Yes, these are things that some <\/em>customers love<\/em>. But how could these efforts have been repositioned to develop propositions their customers need<\/em>. Or more crucially, will actually use to manage their finances?<\/em><\/p>\n\n\n\n

Product roadmaps and rollout strategies are fundamental for any business looking to roll out cutting-edge new features to customers. However, a review of Starling vs. Monzo in 2020 provides us with the ultimate lesson in re-prioritisation, and not being afraid to diverge from the plan. It demonstrates that yes, an attractive in-app experience can drive excitement among customers. However, what really matters to your customers, and what business leaders must prioritise, are the best-in-class features which their customers need<\/em>. Simple and fast onboarding flows, seamless payments experiences, intuitive banking interfaces, propositions which solve your customers\u2019 real problems; this is where the money is.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Going for gold<\/strong><\/h4>\n\n\n\n

Although the race between Starling and Monzo to the eternal challenger bank top-spot is far from over, Starling did seem to take a clear lead in 2020. But, as we have seen over the past five years, this industry is heavily dynamic; both must continue to compete not only with one another and their other co-challengers, but also the incumbents who are slowly but surely taking note and catching-up (or at least trying to) with the challenger offerings. With significantly more resources (but in spite of clunky, legacy architecture), mainstream retail banks such as Barclays and HSBC are slowly showing signs of catching up with the innovation train. They are launching propositions such as cheque imaging, spending insights and in-app card management (features mostly debuted by the Challengers).<\/p>\n\n\n\n

That being said, there are lessons any business can learn from analysing what\u2019s gone right (and wrong) in the last year for the challenger banks. First, number of customers alone does not equal profitability or sustained success. You need your whole strategy to align in order to make a proposition profitable. Second, don\u2019t be afraid to prioritise and re-prioritise your roadmap. Sometimes putting a seemingly great idea on the back burner is the best way to get your most relevant propositions over the line, when it counts most. Finally, just because you seem to have nailed a brilliant proposition, don\u2019t take your foot off the gas. Equally, don’t lose sight of the end goal. Building from the ground up takes time. In order to guarantee sustained success for any business offering or proposition, leaders must have patience and keep their business\u2019 ultimate goals in mind.
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class=\"wp-component-card__preview-icon\">\n <span class='edwp-svg '><svg width=\"47\" height=\"47\" viewBox=\"0 0 47 47\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n<g>\n<path d=\"M23.4141 0.539062C36.1232 0.539183 46.4258 10.8416 46.4258 23.5508C46.4257 36.2599 36.1231 46.5624 23.4141 46.5625C10.7049 46.5625 0.402465 36.2599 0.402344 23.5508C0.402344 10.8415 10.7048 0.539062 23.4141 0.539062ZM23.4141 1.68945C11.3606 1.68945 1.55273 11.4974 1.55273 23.5508C1.55286 35.6041 11.3607 45.4111 23.4141 45.4111C35.4673 45.411 45.2743 35.604 45.2744 23.5508C45.2744 11.4974 35.4674 1.68957 23.4141 1.68945Z\" fill=\"currentColor\"\/>\n<path d=\"M19.2841 33.6992C18.9579 33.6986 18.6374 33.6111 18.3543 33.4454C17.7167 33.0759 17.3203 32.3585 17.3203 31.5797V15.8189C17.3203 15.0379 17.7167 14.3227 18.3543 13.9531C18.6442 13.7827 18.9735 13.6951 19.3078 13.6994C19.6421 13.7037 19.9692 13.7998 20.2548 13.9776L33.4237 22.0406C33.6981 22.2166 33.9244 22.461 34.0812 22.751C34.238 23.0409 34.3203 23.3668 34.3203 23.6982C34.3203 24.0295 34.238 24.3555 34.0812 24.6454C33.9244 24.9353 33.6981 25.1798 33.4237 25.3558L20.2527 33.421C19.9604 33.6017 19.6256 33.6979 19.2841 33.6992Z\" fill=\"currentColor\"\/>\n<\/g>\n<\/svg>\n<\/span> <\/div>\n <\/figure>\n <div class=\"wp-component-card__content edwp-row-load\">\n <p class=\"wp-component-card__eyebrow\">\n Articles <\/p>\n <a href='https:\/\/www.elixirr.com\/en-gb\/starling-vs-monzo\/' class='wp-component-card__title'>\n <h2>\n Starling vs. Monzo\n <\/h2>\n <\/a> <div class=\"wp-component-card__description\">\n For the past five years, Fintech fanatics have closely followed the unofficial competition between Starling and Monzo to be top in the new league of banks \u2013 the challenger banks.… <\/div>\n <div class=\"wp-component-card__meta\">\n <p class=\"wp-component-card__date\">\n 12 February 2021 <\/p>\n <div class=\"wp-component-card__terms\">\n <div class=\"wp-component-tags edwp-component\">\n <div 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