Insights Summary: Nike + Colin Kaepernick

Survata conducted a study to determine consumer sentiment towards the Nike ad featuring Colin Kaepernick the week it aired. Metrics such as brand favorability, and purchase / viewing intent were included for both Nike and the NFL.

Summary
The sample was nationally representative of the US population on age and gender. Over one-third of respondents (35%) chose not to disclose their political affiliation, likely due to the sensitive nature of the survey topic.

Almost half of all respondents have purchased Nike in the past (48%). Ad recall for the Nike ad featuring Colin Kaepernick was 42% at the overall level. Those who reported having seen the Nike ad were more likely to view Nike favorably than those who had not seen the ad (29% to 16%).

Download the full Insights Summary Sheet here to get additional data broken down by age, gender, and political idealogy.

Survata interviewed 501 online respondents between September 7th–10th, 2018. The study was sampled within the United States, and was nationally representative of the US population on age and gender. The margin of error for this study at a 95% confidence level is 4.4%.

To learn about about Survata Market Research, please contact us.

Survata Talks High-Growth Startups with Scott Gorlick, Formerly Operations at Uber

Head of Operations at Survata, Katie Harper, sat down to chat with Scott Gorlick about his time at Uber, how to break into startups, and what’s got him excited about the future. Gorlick joined Uber in 2012 as one of the first 100 employees and spent six years scaling the company’s operations. After two years helping to run the Atlanta business, he moved to San Francisco to serve in a variety of business operations leadership roles. During his time at Uber, the ridesharing firm went from 10 cities to more than 500+ cities in over 70 countries. Since leaving Uber, Gorlick has moved back to his home state of Florida and is focused on investing in the next generation of startups.

Katie Harper: What led you to Uber?

Scott Gorlick: As a senior in college, I said my dream job would be at the intersection of business and public policy. After graduating, I started consulting for Deloitte, where I was focused on strategy and operations. One rainy night in Chicago, we were running late for a client dinner and couldn’t find a taxi anywhere. I had just read about Uber, so I downloaded the app, pressed a button, and a black car showed up to take us to dinner. And it was fifteen dollars. I was hooked and instantly knew that I wanted to be a part of this company. Very late that night, I shot over a cold email.

After going through a couple rounds of interviews, I flew out to San Francisco to meet with the team. When I got there, I think they were all a little surprised by how young I was. Barely twenty-three at the time, I blurted out, “I’m old enough.” One thing led to another, and I got the chance to join Uber and help start the business in Atlanta. So, in a circuitous and weird way, I ended up right at the intersection of business and public policy just as I had wanted.

What prepared you for the role?

Nothing I had done up until that point could have truly prepared me for Uber, but I do think there were a couple of things that I learned at Deloitte that were incredibly valuable. First, learning project management and how to structure my thoughts logically helped me move faster at Uber. I fully believe that when you’re organized, you can do three times more work. Second, I was also on the road for the vast majority of that year, and I learned to get comfortable being uncomfortable. It sounds crazy, but not knowing where I would be traveling that week, plus the last-minute booking of flights, hotels, and then changing everything all over again, left me oddly prepared me for rolling with the punches at a fast-growing startup.

How did your role at Uber evolve over time?

When I joined, I started and helped run the Atlanta market. Very few of my friends had any idea what Uber was at the time, and we heard over and over again that Atlanta was “too spread out” and a “driving city.” Our first goal was to make sure that riders could get a car whenever they needed one. It was an intense, operations-heavy role, but I loved every single second of it. We stayed incredibly busy hiring a team, pitching drivers to try out our platform, making sure we had enough cars out 24/7, running analyses to see where we could get better, and answering every driver question. In about 2 years, we had scaled Atlanta up to a very significant business.

In mid 2014, I moved to San Francisco to take what I had learned in Atlanta and use it to help scale our global teams. We found that 95% of cities were the same across the board, but that last 5% was very localized. To succeed in those markets, we needed to get there early and have a presence on the ground. That kept me occupied for a while, and then I led teams that worked on special projects, include pricing, operational efficiency, strategy, and expansion. I loved that role because we had a great team and were always working on ten different things at the same time.

When did you know you had joined a rocket ship?

I don’t remember if it was a single point in time, but there were definitely moments. From the early days, Uber was a product people loved. Every time someone tried to shut us down, our riders and drivers stood up in a way that inspired us to keep pushing. When UberX got better, faster and cheaper than a taxi, I knew that the market for our product was huge.

Which parts of the growth were most painful?

In the early days when we were just starting out, everything was scrappy. We had a hundred people at the company, and we were constantly outgrowing the processes we had built the week before. Fortunately, Ops and Engineering at Uber worked well together, and we were able to partner to build some amazing tools that made it easier to grow the business.

2017 was also incredibly painful for the company. Up until that point, Uber had grown quickly, but we were an 8-year-old company in a 60-year-old company’s body. We had optimized for growth and scale at the expense of our culture. A lot of things were broken, and it was a really tough year. While it was a rough time for us, I’ve seen a lot of change at Uber and I’m encouraged by the progress. We’ve still got ways to go, but the team is incredibly resilient. I think Dara and the team are doing a really great job moving Uber forward and are ultimately going to take the company to the next level.

If you were put in a similar position at a similar company now, what you would want to tackle first?

If I was starting at a company like Uber now that is focused on a particular marketplace with supply and demand, I would figure out which side is harder first and focus first on that. For Uber, our business does not exist without our driver partners. When we started in Atlanta, there were maybe a thousand limo drivers in the entire city. We were going to get a lot more riders than that, so for us to be able to scale, we needed some way to grow the number of limo drivers in the city. When you build any marketplace, you have to be creative about how you grow the business.

What advice do you have for someone trying to break into operations?

Read up and see what companies are interesting to you. [Here’s Scott’s recommended reading list.] When you find a company you like, you need to get your foot in the door. Odds are good that the founder’s email address is (first name)@company.com. Hit them up over email, Facebook, or Twitter and try to start a conversation there. These people are spending hundreds of hours building brands, so they truly want to hear from fans. If you like the company, you shouldn’t be afraid to show it.

Next, realize that the role that you want may not exist yet. You might have to create it. When you’re talking to founders of companies that are really small, your skillset might not match a job that’s posted; they’ll need engineers but not operations people. Find a way to be helpful. We had people drive for Uber who provided feedback on the experience. If you’re looking at a consumer product company, try their product. Showing that you’re willing to put that effort and sweat on the table goes a long way. Ultimately, what it comes down to is hustle.

Since leaving Uber this year, you mentioned here that investing is next for you. Why do you want to be an angel investor?

I like venture for a couple of reasons. First, I like solving interesting problems. I think the world fifteen years from now is going to look a lot different than it does today. A lot of that progress is going to be driven by the hard-charging entrepreneurs that create companies in the next several years. As an angel investor, I can invest in and advise companies that I think are going after some of the biggest opportunities. Second, I like helping people build companies. Working side by side with people to scale their businesses has always been fun for me. I think that a lot of the things we learned scaling Uber are applicable to other companies starting out. Third, working at Uber was a life changing experience and all it took was a few people taking a bet on me. And that’s what angel investing is. There are a lot of amazing founders out there and all it really takes is for someone to believe in them.

How’s that change going for you so far?

I’ve invested in several companies I’m very excited about already, and we’ll see how it goes. Venture is a long game, and it can take years to know if an investment will be successful. I’m most interested in companies that are in the marketplace, direct to consumer, eSports space, or operating out of Florida. I strongly believe that not all great tech companies have to be built in Silicon Valley, so I joined Florida Funders as an Operating Partner and will be a part of First Round Capital’s Angel Track this fall. If you’re working on a company in any of these spaces, would love to chat!

Questions or comments? Feel free to reach out to Katie Harper here.

Trends in Ad Measurement: Panel & Happy Hour – NYC 9/18/18

Join the NYC ad measurement community for a discussion addressing the challenges and opportunities with the current state of the ad industry on Tuesday, September 18th. Don’t miss an evening of networking and a panel of experts sharing their insights complemented by food, drinks, and conversation. Come prepared to learn about and discuss industry hot topics with a digital-forward focus including cross-channel measurement, attribution, brand impact, social, and sentiment analysis.

Our Panelists:

- Paul Gelb, Head of Programmatic @ Bayer
- Margo Arton, Sr. Director, Ad Effectiveness @ BuzzFeed
- And more to come!

Agenda:

6:00 – 7:00 PM: Registration and networking
7:00 – 8:00 PM: Panel discussion
8:00 – 9:00 PM: Continued networking

Location:

NoMad Loft
135 Madison Avenue 8th Floor
New York, NY, 10016

Register here >>

Survata Snags Serial Entrepreneur and Market Research Veteran as First President

Read Dyna’s profile piece on MediaPost’s Data & Programmatic Insider.

Former UBMobile Founder and CEO Dyna Boen Will Lead Survata Market Research

SAN FRANCISCO — Leading Advertising Measurement and Market Research technology company Survata today announced it hired market research guru and former UBMobile co-founder and COO Dyna Boen as president of Market Research, the first appointment of its kind for the company. The announcement follows Survata recently closing its Series B funding round of $14 million.

Boen has spent her entire career in market-research technology and has been a part of multiple successful exits. Recognized as a well-respected influencer, educator and mentor in the brand marketing and research arenas, she successfully steered her most-recent endeavor UBMobile to a June 2018 acquisition by top market-insights firm CriticalMix. At UBMobile, Boen helped build its LifeTap mobile community and app, which included gesture-based surveys, video and image capture, GPS location and device-usage data, into what became known as the “Tinder” of market research. In less than two years, UBMobile assembled a client roster of many blue-chip brands, including Verizon, NBCUniversal, Sephora, Taco Bell and Pizza Hut.

Prior to UBMobile, Boen was co-founder and CRO of TrueSample, a research technology startup that was acquired by Imperium in 2017. In addition, Boen also was an early employee and executive at MarketTools and Zoomerang (the first online survey company), which were both acquired by SurveyMonkey.

“We couldn’t be more excited to have Dyna take the helm of our fast-growing market research business, which has amassed more than 2,500 customers in the last six years,” said Chris Kelly, co-founder and CEO of Survata. “ While we’ve had a successful journey so far, we recognized that Dyna’s deep experience, innovative approach and technology expertise in Market Research would allow Survata to more quickly become a complete platform for brand intelligence.”

Boen will lead all aspects of Survata’s Market Research business and plans her early focus on leveraging Survata’s unique tech-driven approach to conducting research, its Publisher Network, to build the company into a comprehensive brand-intelligence platform. Specifically, she plans to re-prioritize and deploy Survata’s existing technology assets, while also strengthening its mobile, geolocation and respondent-targeting capabilities. Pioneered at UBMobile, Boen also plans to integrate her signature ”3D Insights” approach into Survata, where stated and behavioral data are captured and combined with geolocation and real-time data.

“Technology has reshaped how marketing uses market research and how brands evaluate which companies to work with, and Survata is an example of how market research is expanding outside of just a niche function,” said Boen. “Survata will be the central hub of market intelligence for brands, and this appointment not only allows me to help them achieve this vision, but also to return to my entrepreneurial roots by building a team and a complete product.”

Boen also serves as a leader within the Women in Research organization, often mentoring up-and-coming stars within Market Research.

ABOUT SURVATA
Survata is a fast-growing measurement technology company that provides Advertising Measurement and Market Research to the world’s leading brands and agencies. The Survata platform provides the world’s fastest way to measure the branding impact of advertising, and measure the behaviors and opinions of consumers. The company is headquartered in San Francisco and backed by leading Silicon Valley venture capital investors. Learn more at www.survata.com