Give A Day, Get A Disney Day

Give A Day, Get A Disney Day
Name	Give A Day, Get A Disney Day
Caption	Promotional campaign logo
Date	2010
Location	United States
Organizer	The Walt Disney Company
Type	Promotional campaign

Give A Day, Get A Disney Day

Give A Day, Get A Disney Day was a 2010 promotional campaign operated by The Walt Disney Company offering complimentary admission to Walt Disney World Resort, Disneyland Resort, and Disneyland Resort Paris for participants who completed a day of volunteer service with participating non-profit organizations. The initiative linked The Walt Disney Company marketing to civic engagement through partnerships with prominent charities and civic organizations, aiming to connect Disneyland, Walt Disney World, Disney Cruise Line, and affiliated properties to community service networks across the United States, Canada, and parts of Europe. The program combined elements familiar from corporate social responsibility strategies used by corporations such as Starbucks Corporation, Microsoft Corporation, and Google LLC.

Background and Concept

The concept emerged amid trends in corporate philanthropy exemplified by campaigns run by Ben & Jerry's, TOMS Shoes, and Patagonia, Inc., reflecting practices from the Bill & Melinda Gates Foundation era and the public engagement models of AmeriCorps and Peace Corps. Executives from The Walt Disney Company collaborated with non-profit intermediaries like Points of Light and volunteers networks such as VolunteerMatch to craft a program combining marketing incentives similar to initiatives by McDonald's Corporation and Coca-Cola Company with volunteer recruitment techniques from United Way Worldwide and Habitat for Humanity International. The scheme leveraged brand properties including Mickey Mouse, Walt Disney, Disney Princess, and film franchises such as Pirates of the Caribbean and Toy Story to draw participation.

Campaign Overview

The campaign invited individuals to register online through Disney’s promotional platform and then sign up for vetted volunteer projects run by organizations like American Red Cross, Boys & Girls Clubs of America, American Cancer Society, and Sierra Club. Upon completion of a service day, participants were awarded a voucher valid for admission during specified dates at Disneyland, Disney California Adventure Park, Magic Kingdom, Epcot, Disney's Hollywood Studios, and Disney's Animal Kingdom. Marketing efforts included tie-ins with broadcast partners such as ABC (American Broadcasting Company), print outlets like The New York Times, and social media platforms then dominated by Facebook, Twitter, and YouTube.

Participation and Eligibility

Eligibility required registration through Disney’s official registration portal and completion of approved service with organizations whose eligibility standards mirrored those of Internal Revenue Service-recognized 501(c)(3) charities and international equivalents like Charity Commission for England and Wales. Participants ranged from individuals affiliated with institutions such as Harvard University, Stanford University, and University of California, Los Angeles to employees of corporations including Amazon (company), Walmart, and Target Corporation who sought block volunteer opportunities. The program imposed blackout dates similar to seasonal access policies used by resorts including Universal Orlando Resort and SeaWorld Parks & Entertainment.

Promotional Activities and Partnerships

Disney partnered with national organizations including Habitat for Humanity, Big Brothers Big Sisters of America, Feeding America, and environmental groups such as The Nature Conservancy to provide a slate of volunteer projects. Promotional campaigns featured celebrity endorsements from entertainers associated with Disney properties and collaborators like Oprah Winfrey, Ellen DeGeneres, and musicians tied to Disney Channel alumni such as Hilary Duff and Miley Cyrus. The company coordinated with travel partners such as American Airlines, Delta Air Lines, and hospitality partners including Marriott International for package promotions, and worked with advertising agencies analogous to Wieden+Kennedy and BBDO for creative output.

Impact and Reception

Reactions combined praise from nonprofit leaders at Points of Light and VolunteerMatch for boosting volunteer recruitment with criticism from scholars affiliated with Columbia University, University of Pennsylvania, and Georgetown University who questioned the sustainability of short-term service models. Media coverage from outlets including The Wall Street Journal, Los Angeles Times, USA Today, and CNN highlighted both large volunteer turnout and logistical challenges similar to past issues encountered by events tied to Make-A-Wish Foundation and mass volunteer mobilizations. Evaluations compared outcomes to civic engagement metrics tracked by Independent Sector and research from National Center for Charitable Statistics.

Legacy and Subsequent Programs

The initiative influenced subsequent corporate-volunteer programs at major brands such as Starbucks, Target Corporation, and Microsoft Corporation, and informed Disney’s later campaigns including employee-focused volunteerism through Disney VoluntEARS and special initiatives connected to Make-A-Wish Foundation and disaster relief efforts coordinated with Federal Emergency Management Agency partners. Academic studies at institutions like Harvard Kennedy School and Johns Hopkins University referenced the campaign when analyzing incentive-based volunteer recruitment, and nonprofit coalitions including National Voluntary Organizations Active in Disaster incorporated lessons about capacity, scalability, and partnership verification into later practice. Category:Walt Disney Company campaigns