Disney, which employs 64,000 people in Orlando alone, has its own employee difficulties, of course. Union spats arise, and some cast members — Disney-speak for employees — chafe at the company’s strict rules, although it recently lifted a facial-hair ban and now allows women to forgo pantyhose. Disney’s sugary customer service can also startle visitors who aren’t used to such uniform cheerfulness.

But vast numbers of consumers love it, and the company is routinely showcased in business books, like “The Disney Way: Harnessing the Management Secrets of Disney in Your Company,” for its hospitality and efficiency. For instance, the company has spent so much time studying its park customers — more than 120 million of them globally last year — that it places trash cans every 27 paces, the average distance a visitor carries a candy wrapper before discarding it.

That attention to detail is what compelled Frank Supovitz, the National Football League’s senior vice president for events, to hire Disney to help with this year’s Super Bowl, following a seating debacle at the 2011 game. Disney devised and executed a training program for the game’s 20,000 staff members and helped coordinate crowd control.

“We wanted those 20,000 people to internalize a sense of pride in their part to play,” Mr. Supovitz said, adding that he planned to hire Disney again next year.

Sometimes the Disney influence is more noticeable. Florida Hospital, a 22-campus chain, now employs that ukulele-playing greeter and exhibits what Tim Burrill, a vice president of the chain, called “calming video art” elsewhere. The hospital installed recessed lighting in hallways after Disney researchers found that patients on gurneys didn’t like staring at fluorescent bulbs.

Disney has been marketing its services to hospitals in advance of a new government requirement that patient satisfaction surveys be reported online; starting in October, billions of dollars in Medicare reimbursements will be linked to the scores.

In 2009 Florida Hospital’s children’s unit had patient satisfaction scores in the bottom 10 percent of the country. It hired Disney and by the end of 2010 ranked in the top 10 percent. (Last year, the hospital opened a new $75 million expansion; Disney’s philanthropic arm contributed $10 million and was given naming rights of the children’s wing.)