1. Bringing the “Magic” to Humana through
the Disney Perfect Service Experience.
Measuring
Perfect Service
Experience
Humana Confidential - For Internal Use Only

2. Perfect Service Experience Key Elements
September 12-14 Session
Pre-Experience Orientation
 Establish Expectations
 Target metrics to impact via Action Plan
Measurement of  Determine baselines for comparison
Return On Orientation
Investment (ROI)
August 1 – September 9, 2011
 Four Levels of
Evaluation:
• Reaction 9/14
• Learning 8/29 and Disney Field Experience
9/28  Inspire adoption/
• Action & Disney adaptation of Disney
Measurement
Behavior 12/1 – Field best practices
of ROI
1/1/12 Experience  Network
 Create and commit to
• Business Impact Perfect Action Plans
3/1/2012 Service
Experience September 12 – 14,
2011
Bi-Weekly Roundtables
 Strengthen participant network
and ongoing support
 Share ideas, advice, best practice Bi-Weekly 1x1 Guide Meetings
 Discuss progress, challenge,  Provide ongoing discussion and
opportunity support on Action Plans
 Promote ongoing commitment to 1x1 Guide  Examine metrics
Roundtables
action plan Meetings  Discuss specific progress and/or
challenge
September 15 – March 31,
2012 September 15 – March 31,
2012
Humana Confidential - For Internal Use Only

3. Perfect Service Experience
Reward With Responsibility
 Unique opportunity to participate in an interactive
experience hosted onsite at Walt Disney World by the
Disney Institute
 Each Participant will be required to:
 Create an action plan
 Commit to execution of the action plan
 Commit to meeting biweekly with assigned guide
 Commit to meeting biweekly for roundtable discussions
 The biweekly meetings will occur on opposing weeks
 Commit to sharing progress on action plans, status of metrics and
barriers to executing action plans with assigned guide
Humana Confidential - For Internal Use Only

4. Why Evaluate?
 Determine the effectiveness of the program
 Determine how the program was received by the participants
 Understand ways to improve the program
 Determine if the program should be repeated
Humana Confidential - For Internal Use Only

5. Perfect Service Experience
Four Levels of Evaluation
Level 1 – Reaction
Level 2 – Learning
Return
Level 3 – Application/
On Investment*
Behavior Change
Level 4 – Business Impact
*Source: Kirkpatrick Model four levels of evaluation
Humana Confidential - For Internal Use Only

6. Humana Confidential – For Internal Use Only

7. Loyalty Profit Chain:
 Quality High>Employee satisfaction.
 Satisfied Employees stay longer.
Internal
 Retention saves replacement costs. Sharehold
Service
Quality
Employee
er
 Performance>build relationships. Value
satisfactio
n
 High Quality>Satisfied Customer.
Revenue
 Creating Superior Customer Value. Growth
Profitabilit
Employee
retention
y
 Superior Value>Exceeded Expectations.
 Loyalty =Complete Customer satisfaction.
Employee
 Revenue,Growth,Profitability:5%Increase Customer
Loyalty Performan
ce
 In Customer Loyalty can produce profit
 Increases from 25% to 85% Superior
Customer
External
Service
Quality

Value
Shareholder Value : When revenues and Customer
satisfactio
n
 profits create growth for the company
Humana Confidential - For Internal Use Only

8. Defining Success: The Success Formula
 Quality Cast Experience (Who will make it Happen)
 Quality Guest experience (Why we’re in Business)
 Quality Business Practices (How We’ll Be successful)
 Balanced Approach To Quality
Quality
Quality Cast Quality
Business FUTURE
Experience Guest Experience
Practices
Humana Confidential - For Internal Use Only

9. Disney’s Chain of Excellence
 Careful measurement of the Important aspects of the business
and its leadership have validated the relationship between
effective leadership and the continued success and
improvements of the business.
 Walt & Roy Disney set High Standards.
 Faced challenges, took risks , strive to improve
 Even as organization grows , true to values put in place.
Financial
Leadership Cast Guest Results/
Excellence Excellence Satisfaction Repeat Business
Humana Confidential - For Internal Use Only

10. The Power of Story & Vision
 Walt Disney is a story telling Company
 The Disney Product thrives on the ability to tell a story that
connects to people’s emotions.
 The “power of story” contributes to the Disney difference in
leadership.
 Every leader is telling a story about what he or she values.
 Vision is a picture of the future that is created in the
imagination and which motivates action.
 To do this effectively , a leader at any level must:
– Know and understand the vision of the organization.
– Create a vision that supports and contributes to the
overall vision of the organization.
– Communicate the organization’s vision in a way that is
compelling and inspirational.
Humana Confidential - For Internal Use Only

11. Continuous Improvement Process:
Listen
&
 “You can dream, create, Learn
design, and build the most
SHARE Measure
wonderful place in the world,
but it requires people to make Continuous
the dream a reality” Improvement
Process
 Walt Disney
Recognize
&
Celebrate
ACT
RE-
Measure
Humana Confidential - For Internal Use Only

12. What is the Corporate Culture?
 Operationalizing the Culture
 System of values and beliefs  Language and symbols: Affects
an organization holds and thinking and behavior
drives behaviors and  Heritage and traditions:
influences Relationships.  Friendly informal work
 Four Components of a environment.
Successful Corporate Culture:  Support Training & Education
 By Design  High Quality Products
 Well-Defined  Pride in Disney Image
 Clear to all  Shared Values: Honesty, integrity,
 Goal-oriented respect, courage, openness,
diversity, balance.
 Traits and Behaviors: Make guests
happy, work as a team, encourage
risk-taking and paying attention to
detail.
Humana Confidential - For Internal Use Only

13. External Casting Process:
TraditionsProgram
Applicant walks into
Casting/Visitsdisneycareers.c
om/Applicant calls Job-line
Applicant directed to
complete on-line application
Applicant listens to openings
Screened Applicant invited
to take on-line survey.
Applicant not right fit or opts
out.
Assessed applicant
invited to interview at
Casting
At Casting,
applicant:*Watches
film/*Completes
Interview
Offer
Extended or
not right fit
and opts out
Humana Confidential - For Internal Use Only

14. Developing Quality Standards:
Courtesy>Respect Safety>Provide for welfare of guests
Treat each guest like a VIP Environmental protection
Making resources available to all Emergency services
Meeting the needs of the individual Prevention and loss control
Providing for service recovery Security
Treat employees
like Guests Walt Disney World
Resort
Quality Standards
Show>Create seamless guest
Efficiency>Provide for smooth operation
experience
Capacity of facility
“Good show/bad show”
Guest flow patterns
Quality review
Operational readiness
Theming
Teamwork
“On stage/backstage”
Humana Confidential - For Internal Use Only

15. Disney Service Basics:
 I stay in Character and play the part  I project a positive image and
• Preserve and protect the magic energy
• Provide excellent Show Quality • Smile
and Safety • Look approachable
• Performs the role efficiently by • Look happy and interested
reducing hassles and • Model the Disney look
inconveniences • Keep conversations positive
 I go above and beyond  I am courteous and respectful to
• Anticipate needs and offer all guests including children
assistance
• Make eye contact and smile
• Create surprises and magical
• Engage in guest interaction
moments
• Treat guests as individuals
• Provide immediate service
recovery • Greet and welcome each guest
• Thank all guests and invite
them back
Humana Confidential - For Internal Use Only

16. Creating a Memorable Experience:
Experience Mapping
 A point of contact is any
representation of the company
that a consumer comes into
contact with. Brochure
Referral
 Experience mapping is a Billboard
method for analyzing the Provider
DMS
Call Center
effectiveness of the Contact
experience at each point of Humana
contact. Member
 See service through the
Humana
“eyes” of the customer Customer
Service
Agent
contact
Center
 Align ideas to your core Humana
Guidance
strengths Center
 What will it take to move from
meeting Expectations to
“Exceeding Expectations”?
Humana Confidential - For Internal Use Only

17. The Disney Care Philosophy
Recognition and Rewards
 Disney expects cast members  What Disney Recognizes
to treat each other the way we • Guest satisfaction
treat our guests. • Performance
 Disney Leaders show concern, • Behaviors
support, and empathy for cast
members. • Longevity
 Recognize accomplishments,  Types of Recognition
involve in guest relation • Global Programs
strategies, make best use of • Area recognition programs
talents and skills. • Day to day
 Disney believes the feeling of
care will be passed on to the
guests.
Humana Confidential - For Internal Use Only

18. Objective: Expand the Cincinnati HMO Foot Print
Year over Year with 25 days less time to do it in.
 Accomplished By :
 AEP lessons learned/Road-Map 4000
 Agent Time Management 3500
 Positioning the PCP in HMO
3000
 Tracking the Metrics Daily
2500
 Leveraging the Guidance Center Overall Sales
 Feedback and clear expectation 2000
HMO Sales
 Team Building/Inspiration 1500
 Recognition & Fun Rewards 1000 52%
500 34%
0
2011 AEP 2012 AEP
Continuous Memorable
Improvement Experience Story Telling
Process Oct - Nov. 15 –
Sept Ongoing Dec 7
Customer Disney Fun At Work
Loyalty Communication Dec, Af
Oct Principles ter AEP
Nov
Humana Confidential - For Internal Use Only

19. Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

20. Leadership Excellence
Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

21. Duckburg, Inc.
Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

22. Monorail
Challenge
Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

23. On Stage
Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

24. Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only

25. Humana Confidential - For Internal Use Only
Humana Confidential – For Internal Use Only