Brooks Barnes recently wrote about an unlikely division of Disney in the New York Times. Called Disney Institute, the division operates as a management consulting firm that aims to help businesses better understand the correlation between happy customers and happy bottom lines.
Desperate for new ways to connect with consumers, an increasing array of industries and organizations are paying Disney to teach them how to become, well, more like Disney.
Revenue from the Disney Institute has doubled over the last three years, according to Disney, powered in part by its aggressive pursuit of new business. Over the last two years alone, 300 school systems across the country have sought its advice.
Other clients range from very large entities — Häagen-Dazs International, United Airlines, the country of South Africa — to small ones: three Subway restaurants in Maine, a Michigan hair salon, a Boston youth-counseling center.