Case Studies

Dont just take our word for it.

We have chronicled a few of our client stories and how our work together has changed their business strategy and corporate culture. This is your chance to appreciate and analyze the results of Disney Institute engagements and to understand how we can help you "D'Think your way to success."

Best Chevrolet - new!

To improve customer service and help maintain its new company culture, car dealership Best Chevrolet repeatedly sends staffers for Disney Institute training.

Best Chevrolet, a 100-person Chevrolet dealership in Hingham, Mass., has been regularly engaging Disney Institute from the mid-1990s to today, in an ongoing effort to improve their company culture and boost their customer satisfaction levels. By implementing and adapting many of Disney's best practices, the dealership has achieved industry-leading results in customer retention and dramatic jumps in customer satisfaction scores to more than 90 percent.

Gold Coast SUNS - new!

Before launching their inaugural season, the Australian Gold Coast SUNS football team enlisted the help of Disney Institute to develop ways to engage their fans and raise their level of customer service.

Faced with the prospect of launching a new football team in a new market, Australia's Gold Coast SUNS realized they needed a multi-faceted customer service and fan engagement program to help fill their seats and ensure return business. Adapting and using many Disney Institute best practices helped them boost revenues and rank first out of 17 teams in a fan engagement survey — even though they didn't win any of their home games in their first season.

Kavaliro Staffing Services - new!

A small, start-up company, Orlando-based Kavaliro Staffing Services, turned to Disney Institute to help it apply Disney best practices to its new operations.

As a start-up company, Kavaliro Staffing Services enlisted the aid of Disney Institute to help build its business foundations using Disney's time-tested best practices. At a custom-designed, multi-day engagement, the company's management and employees came together to decide how to apply and adapt Disney principles to their own operations. Management credits the company's soaring revenues, which have more than doubled in the last year, and its client- and employee-friendly company culture, in part to its work with Disney Institute.

Grant Regional Health Center

Looking to increase its patient and employee satisfaction levels, as well as improve its competitiveness, Grant Regional Health Center turns to Disney Institute for assistance.

Grant Regional Health Center, a 25-bed hospital in rural Wisconsin, had long neglected its customer care, employee satisfaction and even its physical plant. Faced with increasing competition from nearby hospitals, administrators realized they needed help in correcting these deficiencies and approached Disney Institute for help. After implementing many of the lessons learned during a three-day customized program at the Walt Disney World® Resort in Lake Buena Vista, Fla., the 164-employee hospital saw its customer satisfaction scores soar to more than 90 percent, its employee turnover drop nearly by half as well as increased revenues

Minto

Integrated real estate development, construction and management company, Minto, looked to Disney Institute for help with a company-wide customer service program.

Since its founding in 1955, Ottawa-based builder and developer Minto has grown to become one of North Americas most successful integrated real estate companies. But the company needed to transform its asset-based culture to one that is more customer-driven. Minto's leaders enlisted the help of Disney Institute and are now seeing promising improvements in customer satisfaction, employee engagement and more.

Orlando Magic

Disney Institute helps Orlando Magic launch new customer service program.

Faced with mediocre customer service results and a scheduled relocation to the newly-built Amway Center, the Orlando Magic basketball organization decided it was time to energize and re-train its current employees as well as the center's new service personnel. The well-respected NBA organization turned to Disney Institute to help introduce a new service-oriented culture to more than 700 employees. By implementing a wide range of Disney's best practices, the Orlando Magic saw employee morale soar and customer service results jump above the 90th percentile.

University of Tennessee Athletic Department

University of Tennessee Athletic Department improves leadership and customer service skills.

The University of Tennessees athletic department has a well-earned reputation as one of the nations most successful collegiate programs. Recognizing that even the best program can always improve, management turned to Disney Institute to learn how Disney's brand loyalty, creativity and outstanding customer service practices could boost their customer satisfaction results. After implementing many of the lessons learned at a one-day program, the department is well on its way to making a great operation even greater.

Parker Hannifin

Parker Hannifin works to improve customer experiences with 'I am Parker.'

With the aid of custom-designed Disney programs and presentations, international manufacturer Parker Hannifin instituted a company-wide customer experience initiative ("I am Parker") that is producing measurable improvements in the customer experience.

2010 FIFA World Cup

Disney Institute customer service training helps 15,000 South African workers prepare for World Cup visitors.

In an effort to boost customer service prior to the 2010 FIFA World Cup South Africa, the Federated Hospitality Association of Southern Africa (FEDHASA) retained Disney Institute to deliver hospitality training to approximately 15,000 of the country's front-line service workers.

The training, which was delivered across nine provinces over 34 days, focused on Disney best practices as they relate to quality service, leadership and training. The programs for front-line workers focused primarily on delivering great service; a series of train-the-trainer sessions also included the leadership and training content.

Florida Hospital for Children

Patient satisfaction scores soar at Florida Hospital for Children, thanks to help from Disney Institute.

Orlando-based Florida Hospital for Children, a 1200-bed facility, has a solid reputation as a first-class, well-respected health care organization. But after measuring patient and family satisfaction scores two years in a row, administrators were shocked to find that their facility ranked in the bottom 10 percent of hospitals nationwide. A massive change of culture was needed to boost the hospital's ratings.

After implementing many of the lessons learned in Disney Institute seminars and presentations at the Walt Disney World® Resort in Lake Buena Vista, Fla., the 1,000-employee hospital's satisfaction ratings are now in the high 90th percentile — among the highest in the nation. Employee morale and retention rates have also increased.

Barton Memorial Hospital

Barton Memorial Hospital chose to enlist Disney Institute's help, resulting in a boost in satisfaction scores and slashing employee turnover.

California's Barton Memorial Hospital suffered from higher than average employee turnover, low-to-average patient satisfaction scores and the threat of a new competitor. Management enlisted Disney Institute to help create a new employee and customer service program to address these problems. After attending training seminars at the Walt Disney World® Resort in Lake Buena Vista, Fla., and implementing a new company-wide employee and patient excellence program, the hospital reported a jump in both patient and staff satisfaction scores and enjoyed annual savings of more than $200,000 due to a drop in employee turnover."

Häagen-Dazs

Häagen–Dazs turned to Disney Institute to breathe new life into employee training.

International ice cream manufacturer and marketer Häagen–Dazs needed help implementing and introducing a new training and brand–awareness program. Members of the company's marketing and operations teams as well as international franchisees, experienced tailored Disney Institute programs that explored the links between employee satisfaction, guest satisfaction and operational results. After implementing many of the lessons learned, franchisees report increases in sales revenue, growth, customer approval and employee satisfaction.

Humana, Inc.

Humana, Inc. chose Disney Institute to help reach 'Perfect Service' goals.

Health insurance and health services provider Humana was challenged with a variety of customer and employee problems that were costing the company time and money. Executives turned to Disney Institute for guidance on how to make theirs a more customer-focused business that would also be a great place to work for the company's 25,000 associates. After the work with Disney Institute, Humana realized a $50 million savings thanks to improvements in customer service as well as reduced employee turnover rates.

MacDill Air Force Base

The 6th Medical Group looked to Disney Institute to take their mission to the next level.

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.

Runza Restaurants

Runza restaurants turned to Disney Institute for help, resulting in improved customer satisfaction and reduced employee turnover.

Runza Restaurants, a successful and well-respected chain of 79 quick-serve restaurants, had good customer satisfaction scores but wanted to push them even higher. The company's management team turned to Disney Institute to re-launch a chain-wide customer service program. After implementing many of the lessons learned, Runza saw dramatic jumps in customer satisfaction, as well as drops in customer complaints and employee turnover.

Siemens Medical

A yearly educational conference improves the patient experience.

Medical equipment manufacturer Siemens Healthcare enlisted the help of Disney Institute to assist in creating and presenting a three-day educational conference for a select group of clients. The conference helped Siemens Healthcare position itself as a manufacturer committed to helping its clients improve patient care while offering the latest in innovative medical equipment. The event was so well-received by Siemens Healthcare clients that it is now held annually.

Volvo

Volvo Car U.K. Limited considered employee perceptions and experiences and built commitment through an internal brand.

Volvo automotive company was experiencing a brand identity crisis following its acquisition by The Ford Motor Company. Inconsistency with training for Volvo employees between the United States and the United Kingdom motivated Volvo Car U.K. Limited executives to take action. Working with Disney Institute, Volvo's U.K. leaders attended programs at the Walt Disney World® Resort in Lake Buena Vista, Fla., before bringing Disney Institute professionals to the U.K. to work directly with Volvo frontline operations. By developing new hiring techniques, communicating their company's heritage to employees and benchmarking Disney quality service practices, Volvo Car U.K. Limited has been able to increase employee retention and boost overall morale.

Arkansas Children's Hospital

Arkansas Children's Hospital improves turnover rates and remains an employer of choice.

Arkansas Children's Hospital (ACH) was on a quest to deter high employee and nurse turnover rates and improve patient satisfaction scores. The hospital's leadership team pursued the help of Disney Institute to help make the necessary changes within their organization. After nearly 10 years and a variety of follow-up sessions with Disney Institute, including additional training for physicians and nurses, ACH was recently named one of FORTUNE 100 Best Companies to Work For® – the third year in a row.