Don’t just take our word for it. Disney Institute has chronicled a range of case studies - true stories about groups like yours.
You’d probably like assurance that investing in a Disney Institute program will generate results. To help, here are just a few thoughts from companies who have sought Disney Institute expertise and reaped the benefits, some of which include:
- Doubling of customer satisfaction
- Reduction of employee turnover
- Tripling of operating margins
When one of the nation’s largest multi-family community management companies noticed a growing number of residents were dissatisfied with their homes and service, Joe Berry made a call. He called Disney Institute. Since working with Disney, AIMCO’s vice-president of learning and development reflects, "We’ve always been focused on our residents, but our approach really wasn’t formalized until we teamed up with Disney Institute. The relationship helped us springboard a theme that will now be woven throughout everything we do and embraced by every team member at AIMCO."
Arkansas Children’s Hospital
"Excellence in Healthcare Leadership" helps them become an Employer of Choice
In 2001, Arkansas Children’s Hospital was struggling with the recruitment of critical staff including nurses, respiratory therapists and patient information assistants, and the team was also dealing with high staff turnover rates. How did short-term fixes give way to a complete culture change?
It started with an outreach to Disney Institute. "Now that we have a Culture by Design," says Scott Gordon, COO of Arkansas Children’s Hospital, "we find that all of our efforts - fundraising, retention of team members, patient satisfaction and work with our physician partners - are more successful because we are more consistent and focused. We could not, in our wildest imagination, have predicted how powerful a change agent the Disney Institute training would be for our organization."
Humana, Inc.
Humana Reaches "Perfect Service" Goals
Humana’s self-diagnosis revealed that claims were being reworked in reaction to higher error rates. Customers complained service was unacceptable, and retention rates were reaching their lowest levels. With each revelation, Humana associates became more discouraged, complacent, and some
even left the company.
The prescription was Disney Institute. Arriving with a commitment of being more "consumer-centric," Humana began the first step in what would ultimately be a successful transformation. "Given the fact we were driving toward a consumer-centric approach," asked Humana’s senior vice-president and chief service and information officer Bruce Goodman, "what better company to look at than Disney?"
With customer satisfaction levels in the 90th percentile most companies would feel comfortable – not the MacDill Airforce Base 6th Medical Group. With relocation in their future and a desire to continue to provide excellent service, leaders called on Disney Institute to re-energize and inspire their team.
With 35,000 employees accommodating 32 million passengers annually, how did Miami International Airport manage to get a diverse mix of airline personnel, vendors, county employees, and federal employees on the same page? They began by taking a trip to meet with the Disney Institute team. "That’s one of the reasons why we turned to Disney," explains MIA’s director José Abreau. "I think that going to the best gives you the best results."
Siemens Medical
Focusing on the external customer relationship at an annual national meeting
As long as your employees are at Disney for a corporate retreat, why not give them an extra boost by introducing them to proven Disney business philosophies? Although Siemens focus is on the development and manufacturing of technologically advanced medical equipment, they were also smart enough to realize that Disney Institute could share with them lessons in quality service and leadership that could increase levels of external customer satisfaction. The results are in. They did.
Volvo
Focusing on their internal Brand
Around the world, respect for the Volvo brand was recognized by virtually everyone except… Volvo employees. Given little training in the company’s 80-year history, employees generally lacked a higher commitment to customer service or displayed an elevated sense of pride in the creation of their own product.
So, using a playbook developed by Disney Institute, the UK-based company created their own service-delivery system. Not only did frontline workers get on board, says Kevin Meeks, Network and Business Development Director for Volvo Car UK Limited, but the P.R.I.D.E. program (emphasizing Passion, Respect, Integrity, Drive, and Energy) "Helped us further leverage the service theme and make it actionable by everyone in dealerships."