TikTok Is the Place To Go for Financial Advice If You’re a Young Adult
The short videos are ideal for many people. But is the advice any good?
6 min
TikTok is the place to go for new dances, viral taco recipes—and, now, financial advice.
The big benefit of TikTok is that it allows users to dole out and obtain information in short, easily digestible video bites, also called TikToks. And that can make unfamiliar, complex topics, such as those related to personal finance and investing, more palatable to a younger audience.
But can TikTok users, many of whom are in their teens, 20s or early 30s, trust the financial advice that is increasingly being offered on the social-media platform?
That advice runs the gamut, from general information about home buying or retirement savings to specific stock picks and investment ideas. Rob Shields, a 22-year-old, self-taught options trader who has more than 163,000 followers on TikTok, posts TikToks under the username stock_genius on topics such as popular stocks to watch, how to find good stocks and basic trading strategies.
Most times, TikTok users don’t even have to search for information that might appeal to them—it comes right to their feed based on factors such as their user profile and usage.
To be sure, TikTok isn’t the only social-media platform popular with young people that features financial advice. YouTube and Instagram carry videos with financial content as well. But TikTok is a hit with younger generations in part because of its quick-hit videos, easily navigated swiping functions and highly personalized content suggestions. And the numbers of young TikTok users viewing financial-related content on the platform of late have surged, a trend that many users and industry professionals expect to continue.
A survey conducted in late January by LendingTree’s MagnifyMoney unit shows about 41% of Gen Zers, those born roughly beginning in 1997 up until a few years ago, reported turning to TikTok for investment information within the past month, versus 15% of millennials, often categorized as those born between 1981 and 1996. Recent research from Greenlight, an allowance and debit-card app that recently launched a financial-education and trading arm, shows that 35% of respondents age 13 through 20 have turned to TikTok for personal-finance and investing advice.
“There are very few educational resources about personal finance that are accessible and compelling to young people,” says Tim Sheehan, co-founder and CEO of Greenlight. “So it isn’t surprising that kids are turning to social media. TikTok, in particular, provides quick, digestible content that can instantly capture your attention,” says Mr. Sheehan. However, he adds, “Misinformation dominates social media and it can be very difficult to discern the facts.”
Dana Eble, a 25-year-old public-relations professional in Detroit, says she likes the idea that she’s learning things on TikTok from people who are close to her age and don’t come across as judgmental or preachy about what she should be doing with her money. Many of the finance articles she sees online, she says, target people in their 40s and 50s and the advice isn’t always pertinent to her.
“A lot of people my age are living on a shoestring budget, and the advice on TikTok seems to match where younger people are in life,” says Ms. Eble. “TikTok doesn’t make me feel bad if I buy a Starbucks once a month.”
But some financial professionals and TikTok users themselves express concern about the accuracy of financial advice sometimes given on TikTok and a lack of transparency, in some cases, regarding the identities and qualifications of people giving the information. While some trained investment professionals post TikToks, there are other so-called social-media influencers who post about financial matters on TikTok who have little or no formal financial background. In some cases, it is hard to find a TikToker’s real name, and it can take legwork to figure out their qualifications or whether they have a personal financial motivation for promoting themselves on TikTok. What’s more, some TikToks contain misleading or wrong information, make overly rosy claims about investment potential or include overly broad statements that could lead to significant financial missteps, according to financial professionals and users who have come across these types of TikToks.
Content related to general budgeting, saving money, cutting expenses and making smarter purchasing decisions is pretty innocuous, says Brian Walsh, senior manager of financial planning at SoFi, an online personal-finance company that offers products like loans and investments as well as free financial advice. But Mr. Walsh says there are other TikToks that concern him, such as the handful he saw that claimed that a fail-proof way to invest is by mimicking the holdings of top-performing actively managed mutual funds. Such lists of holdings are only historical snapshots, Mr. Walsh says, and the technical factors that might have led a fund manager to purchase those stocks might have changed in the meantime.
Mr. Walsh says he also is bothered by TikToks he has seen that proffer advice about buying rental properties and leveraging the risk, and that encourage home buyers to put down as little as possible up front. While these strategies might be appropriate for some viewers, he says he is worried about the possibility of younger people—who might be more naive or trusting—blindly following overly broad advice and being harmed financially as a result.
For its part, TikTok, on its financial-related hashtag pages, warns users to be careful of the financial advice they see on the platform and to report behavior that might fall short of community guidelines. On its #fintok page, with more than 296 million views, it states, “Before following any financial advice, keep in mind that all investments involve risks and consider doing your own research.” The company places similar notes of caution on pages for terms such as #stocktips, #cryptotrading and others. TikTok also has consumer guidelines against fraud and scams, including multilevel marketing operations. In addition, many TikTokers add disclaimers to their profiles saying things like “my opinions” and “not advice.”
“TikTok aims to promote a welcoming atmosphere for people to learn and find entertainment,” a company spokesperson says. “We’ve seen our community embrace a range of enriching ideas and content, and we’re focused on supporting that with both creative tools and safety features to help that authenticity thrive.”
Potential concerns aside, many young people in their 20s and 30s say they find TikTok’s medium appealing and use it to help educate themselves about pertinent financial-related topics that they often haven’t learned in school or from their parents.
“Many millennials don’t want to sit through a 30-minute or an hour or full-day seminar on finance,” says Amanda Israel, a 35-year-old certified pediatric sleep consultant in Philadelphia, who uses TikTok to learn about various financial topics she’s unfamiliar with, such as teaching children to be savers, buying investment properties and business financing.
The platform is a good starting-off point for learning about topics such as budgeting and retirement, says Lindsey Tayne, a 23-year-old senior at Northeastern University in Boston. If something catches her eye on TikTok, she says she makes sure to read posters’ bios and Google the topics to learn more.
“It’s a very fun, easy way to digest and eat all this content up,” says Taylor Price, a 21-year-old influencer with one million TikTok followers. Ms. Price is also chief executive at TAP Intuit, a financial-education platform that focuses on Gen Z. Ms. Price, who majored in finance and management in college, posts on a variety of basic investing topics that many young people aren’t learning in school; recent subjects include debunking common money myths, renting vs. leasing, summer side hustles, her current investment strategy and how taxes work.
Before posting a money-related video, Ms. Price says she does “extensive research” about the topics. “However, just because I do my own research does not mean viewers shouldn’t do their own due diligence, too,” she adds.
Several TikTok users also say they’ve made financial decisions based on TikToks they’ve watched.
Kim Bayle, a 30-year-old footwear-company sales director in San Juan Capistrano, Calif., says she was recently inundated with TikToks about cryptocurrency and she decided to invest $100.
“I have no idea why I bought what I bought,” she says. “They just said buy ethereum, so I did. It feels kind of stupid saying that. But I find myself getting influenced on TikTok all the time.” Still, she says she feels comfortable with her small purchase. “Anything more than that, I probably would have been uncomfortable with it,” she says. She has also bought a number of stocks based on investment strategies she has seen on TikTok.
The best thing to do when considering advice seen on TikTok, experts say, is to double-check everything with a reputable source, such as a financial adviser or accountant, before acting. “If it sounds too good to be true, it usually is,” says Ivan Knauer, a securities enforcement and litigation attorney in Ballard Spahr’s Washington, D.C., office. “When you hear someone spouting their personal opinions from the TikTok mountaintop, you should take whatever they say with a hefty grain of salt.”
Several TikTok influencers say that young people should be encouraged to educate themselves financially and that they should not take influencers’ recommendations blindly. “It’s hard to tell what is real since there are so many people out there,” says Mr. Shields, the options trader and TikToker. While Mr. Shields feels confident in his expertise, he says others need to do their own research to make sure they are making solid financial choices for their circumstances. “Wouldn’t you want to research it yourself because it’s your money?” he asks. “I’m still a dude on the internet.”
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Staff went undercover on Walmart, eBay and other marketplaces as a third-party seller called ‘Big River.’ The mission: to scoop up information on pricing, logistics and other business practices.
10 min
For nearly a decade, workers in a warehouse in Seattle’s Denny Triangle neighbourhood have shipped boxes of shoes, beach chairs, Marvel T-shirts and other items to online retail customers across the U.S.
The operation, called Big River Services International, sells around $1 million a year of goods through e-commerce marketplaces including eBay , Shopify , Walmart and Amazon .com under brand names such as Rapid Cascade and Svea Bliss. “We are entrepreneurs, thinkers, marketers and creators,” Big River says on its website. “We have a passion for customers and aren’t afraid to experiment.”
What the website doesn’t say is that Big River is an arm of Amazon that surreptitiously gathers intelligence on the tech giant’s competitors.
Born out of a 2015 plan code named “Project Curiosity,” Big River uses its sales across multiple countries to obtain pricing data, logistics information and other details about rival e-commerce marketplaces, logistics operations and payments services, according to people familiar with Big River and corporate documents viewed by The Wall Street Journal. The team then shared that information with Amazon to incorporate into decisions about its own business.
Amazon is the largest U.S. e-commerce company , accounting for nearly 40% of all online goods sold in the U.S., according to research firm eMarketer. It often says that it pays little attention to competitors , instead focusing all its energies on being “customer obsessed.” It is currently battling antitrust charges brought last year by the U.S. Federal Trade Commission and 17 states, which accused Amazon of a range of behaviour that harms sellers on its marketplace, including using anti-discounting measures that punished merchants for offering lower prices elsewhere.
The story of Big River offers new insight into Amazon’s elaborate efforts to stay ahead of rivals. Team members attended their rivals’ seller conferences and met with competitors identifying themselves only as employees of Big River Services, instead of disclosing that they worked for Amazon.
They were given non-Amazon email addresses to use externally—in emails with people at Amazon, they used Amazon email addresses—and took other extraordinary measures to keep the project secret. They disseminated their reports to Amazon executives using printed, numbered copies rather than email. Those who worked on the project weren’t even supposed to discuss the relationship internally with most teams at Amazon.
An internal crisis-management paper gave advice on what to say if discovered. The response to questions should be: “We make a variety of products available to customers through a number of subsidiaries and online channels.” In conversations, in the event of a leak they were told to focus on the group being formed to improve the seller experience on Amazon, and say that such research is normal, according to people familiar with the discussions.
Senior Amazon executives, including Doug Herrington , Amazon’s current CEO of Worldwide Amazon Stores, were regularly briefed on the Project Curiosity team’s work, according to one of the people familiar with Big River.
Some aspects were more Maxwell Smart than James Bond. The Big River website contains a glaring typo, and a so-called Japanese streetwear brand that the team concocted lists a Seattle address on its contacts page. Big River’s team members list Amazon as their employer on LinkedIn—potentially blowing their cover.
The LinkedIn page of Max Kless, a former eBay executive who led Big River in Germany before moving to a senior role on the team in the U.S., says that he “developed and led a research subsidiary for Amazon in Germany that prototyped and researched new experiences for Small Business sellers and developers.” Kless didn’t respond to requests for comment.
“Benchmarking is a common practice in business. Amazon, like many other retailers, has benchmarking and customer experience teams that conduct research into the experiences of customers, including our selling partners, in order to improve their experiences working with us,” an Amazon spokeswoman said. Amazon believes its rivals also carry out research on Amazon by selling on Amazon’s site, she said.
Focus on Walmart
Virtually all companies research their competitors, reading public documents for information, buying their products or shopping their stores. Lawyers say there is a difference between such corporate intelligence gathering of publicly available information, and what is known as corporate or industrial espionage.
Companies can get into legal trouble for actions such as hiring a rival’s former employee to obtain trade secrets or hacking a rival. Misrepresenting themselves to competitors to gain proprietary information can lead to suits on trade secret misappropriation, said Elizabeth Rowe, a professor at the University of Virginia School of Law who specialises in trade secret law.
Amazon for years has had what it calls a benchmarking team that sizes up rivals to ensure the best experience for people who shop on its site. The team has placed orders on websites such as Walmart.com for delivery around the U.S. to test things such as how long it takes competitors to ship. Other companies also have teams to compare themselves to rivals.
In late 2015, Amazon’s benchmarking team proposed a different sort of project. The business of hosting other merchants to sell their products on Amazon’s platform was becoming increasingly important. So-called third-party sellers on Amazon’s Marketplace, which the company started in 2000, surpassed half of the company’s total merchandise sales that year, and rival retailers had started similar marketplaces.
Amazon wanted to better understand and improve the experiences of those outside vendors. The team decided to create some brands to sell on Amazon to see what the pain points were for sellers—and to sell items on rival marketplaces to compare the experiences, according to the people familiar with the effort.
The benchmarking team pitched “Project Curiosity” to senior management and got the approval to buy inventory, use a shell company and find warehouses in the U.S., Germany, England, India and Japan so they could pose as sellers on competitors’ websites.
The benchmarking team reported into the chief financial officer, Brian Olsavsky , for years, but this year changed to report to Herrington, the consumer chief. Olsavsky and Herrington didn’t respond to requests for comment made through Amazon.
Once launched, the focus of the project quickly started shifting to gathering information about rivals, the people said.
In the U.S., the Big River team started by scooping up merchandise from Seattle retailers holding “going out of business” sales. Some of its first products were Saucony sneakers from a local retailer that was closing. The company registered for a licensing agreement with the popular Marvel superhero franchise to sell Marvel-branded items, and bought items including Tommy Bahama beach chairs from Costco to resell.
In the pitch, Project Curiosity leaders identified online marketplaces that they wanted to sell on, including Best Buy and Overstock.
The top goal was Walmart, Amazon’s biggest rival. But Walmart had a high bar for sellers on its marketplace, accepting only vendors who sold large volumes on other marketplaces first. Big River initially couldn’t qualify to be a Walmart Marketplace seller, but it did sell on Jet.com, which Walmart acquired in 2016 and later closed in 2020. And in India, it sold on Flipkart, the giant Indian e-commerce marketplace in which Walmart owned a majority stake.
In order to meet Walmart’s revenue threshold, the Big River team focused on pumping products through Amazon.com to bolster its overall revenue, some of the people said. Big River’s goal wasn’t to do massive amounts of volume on the competing platforms, but to simply get on them and gain access, they said.
The Amazon spokeswoman said that in 2023, 69% of Big River revenue worldwide was on Amazon.com.
In 2019, Big River finally got onto Walmart’s website. This month, Big River had around 15 products listed on Walmart.com under the seller name Atlantic Lot, including Tommy Bahama beach chairs, cooking woks and industrial-size food containers. In 2023, Big River had more than $125,000 in revenue on Walmart.com alone, according to a person familiar with the matter.
Walmart wasn’t aware that Amazon ran the seller accounts on the Walmart and Flipkart sites before the Journal told it, according to a person familiar with the matter.
Rivals’ logistics services
Atlantic Lot is listed as a “Pro Seller”—a distinction Walmart says is for “top-performing Walmart Marketplace sellers.” Listings show that Walmart Logistics, another Amazon rival, handles storage and shipping for it.
Amazon at the time also was building up its logistics business to store and ship items for sellers for a fee to compete with FedEx and United Parcel Service . The business has boomed over the past decade. Amazon’s total revenue from what it calls third-party seller services has grown nearly twelvefold since 2014 to $140 billion last year, accounting for nearly a quarter of Amazon’s total.
To get information about rival logistics services, the Big River team stored inventory with companies including FedEx. Other targets, according to an internal document, included UPS, DHL, Deliverr and German logistics company Linther Spedition.
FedEx in 2017 launched FedEx Fulfillment, a competitor to Fulfillment by Amazon, for offering logistics to sellers. Big River was accepted into the FedEx Fulfillment program as an early customer, and the team received early details about pricing, rate cards and other terms as a result of the partnership, according to the people. FedEx had several phone calls and email exchanges with Big River team members who represented themselves as Big River employees and didn’t disclose their employment at Amazon, according to some of the people.
The team presented its findings from being part of the FedEx program to senior Amazon logistics leaders. They used the code name “OnTime Inc.” to refer to FedEx. Amazon made changes to its Fulfillment by Amazon service to make it more competitive with FedEx’s new product as a result of the information it learned from the partnership, according to one of the people.
For such meetings, the team avoided distributing presentations electronically to Amazon executives. Instead, they printed the presentations and numbered the documents. Executives could look at the reports and take notes, but at the end of the meeting, team members collected the papers to ensure that they had all copies, the people said.
Amazon took other measures to hide the connection with Big River. Staffers were instructed to use their second, non-Amazon email address—which had the domain @bigriverintl.com—when emailing other platforms to avoid outing their Amazon employment.
“We were encouraged to work off the grid as much as possible,” said one of the former team members, about using the outside email.
Amazon’s internal lawyers reminded Big River team members not to disclose their connection to Amazon in their conversations with FedEx, according to an email viewed by the Journal.
Staffers, who worked in private areas of Amazon offices, were told not to discuss their work with other Amazon employees who weren’t cleared to know about the project. In the early days, some Big River team members had to take time away from their Amazon desk jobs to go to the warehouses to fulfill orders and pack them in boxes to send out.
When gaining access to rival seller systems, Big River members were instructed to take screenshots of competitor pricing, ad systems, cataloging and listing pages, according to the people. They weren’t allowed to email the screenshots to Amazon employees, but instead showed the screenshots to the Amazon employees on the Marketplace side of the business in person so they didn’t create a paper trail, some of the people said. Amazon then made changes it believed improved the seller experience on its site based on the information.
The Amazon spokeswoman said the team was secretive so that it wouldn’t get any special treatment as a seller on Amazon.com.
Still, there were telltales. Registration documents filed with the Washington Office of the Secretary of State for Big River Services, while not mentioning Amazon, list a management team made up of current and former Amazon employees, including lawyers. The management team lists its address as 410 Terry Ave. in Seattle, which is Amazon’s headquarters.
Corporate filings for Big River in the United Kingdom and other foreign countries also named officials who are senior Amazon employees and lawyers. In one U.K. disclosure, Amazon is named as owning more than 75% of the company.
Amazon officials felt confident that competitors wouldn’t look up filings to see who was behind the company, some of the people said.
A Las Vegas conference
Some team members were uncomfortable with the work they were doing, according to some of the people.
Among the anxiety-inducing activities was representing themselves as employees of Big River in person while attending conferences thrown by rivals. For instance, team members attended eBay’s Las Vegas conference for sellers, according to some of the people. EBay describes the event as a way for sellers to meet with eBay management and learn of planned big changes coming for sellers and “exclusive information.”
Benchmarking-team leadership ordered up what Amazon calls a PRFAQ that would outline what to do if competitors or the press discovered the project. In the event of a leak, leadership was to say that the group was formed to improve the seller experience on Amazon.com, and that Amazon pays attention to competition but doesn’t “obsess” over it. They were also told to act like this was normal business behavior in the event of a leak, according to one of the people.
In 2017, Amazon formally changed the name of Project Curiosity to the Small Business Insights team to make it sound less cryptic, some of the people said.
The Big River team invented its own brands to sell on the competing sites, including “Torque Challenge” and “Crimson Knot.”
Teams often changed the brand name once they sold out its inventory, creating new brands when they received new products.
In India, Amazon gained access to e-commerce giant Flipkart in March 2018 with the Crimson Knot brand, around the time rumors of a Walmart acquisition swirled in local media. Walmart bought a majority stake in Flipkart in May of that year.
Crimson Knot makes wooden home goods, with its website’s “About Us” page saying: “Based in a small wood workshop in Bangalore, our dedicated team of 8 skilled craftsmen work consistently to handcraft each piece from scratch, transforming them into stunning showstoppers.”
Crimson Knot still lists products on Flipkart and stores them with Flipkart’s logistics services.
The endeavour wasn’t designed to make money. In 2019, for instance, the Indian Big River team projected revenue of $165,000 while it expected costs of $463,000, according to an internal company document.
Each of the five countries operated a little differently to better test different programs. Globally, in total, Big River gained access to rival marketplaces including Alibaba, Etsy, Real.de, Wish and Rakuten, among many other platforms. In 2019, the team set a goal to get onto 13 additional new marketplaces, according to an internal company document.
The Amazon spokeswoman declined to comment on the number of rival websites Big River operates on.
The Japanese team went so far as to create a streetwear brand with its own website and custom-designed products. They called it Not So Ape, saying it was founded in Tokyo in 2017 and “inspired by the street style we see everyday.”
Not So Ape—which isn’t related to an upscale Japanese streetwear brand called A Bathing Ape—says on its website: “Our name stems from our belief that creative expression is what truly separates us from primates.” Not So Ape has Instagram and TikTok accounts, and its site continues to offer products such as $50 knit beanies and $95 hoodies.
Not So Ape is sold on Yahoo Japan’s marketplace, Zozotown, and uses rival payment services from Shopify, Google and Meta platforms. Its U.S. website is hosted by Shopify—which was the target of a previous effort by Amazon, code named “Project Santos,” to replicate parts of its business model, the Journal has reported.
Not So Ape’s English-language site’s terms of service says it is operated by Big River and lists a Seattle contact address of “2300 7th Ave, Ste B100, Back Entrance”—a building adjacent to a main Amazon campus.
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This stylish family home combines a classic palette and finishes with a flexible floorplan
