Expect to lose a big chunk of your staff once you dive into the cultural-change process, warn executives of companies that have made the leap successfully. For example, during United Airlines’ reorganization and overhaul of airport services, many supervisors accustomed to the old ways of doing business were unsettled. Some initially fought the changes, eventually deciding to come onboard. Others, unable to make the leap, quit. Services-savvy PetSmart opened its own dog grooming school when it decided to provide the service in its stores but lacked the skilled manpower. IBM Global Services lost customer service reps who were unwilling or unable to cross-train in hardware/software. The cultural transition can be a rough and painful journey, the experts agree — but in the end it’s worth it.

PetSmart’s 15,000 employees, from executives to dog groomers, refer to customers as “pet parents.” The practice is grounded in the company’s belief that Americans treat their pets like furry family members — enough to spend almost $36 million on pet supplies and services this year. The key to success in this market, PetSmart has found, lies in services, which account for 20 percent of its growth annually. With clinics for grooming and training, as well as the PetsHotel and Doggie Day Camp, PetSmart truly understands pet owners. Just ask store employees, who enjoy an unusual perk: they can bring their own pets to work.

Companies like to implement self-service technologies because of the potential cost savings and the appeal of the cutting-edge. But a surprising number of managers fail to implement their own SSTs effectively, according to a study by several professors of marketing at the W. P. Carey School of Business. “The companies that plan their strategies well, and the ones that integrate their customers into the equation, are the ones that will succeed,” says Mary Jo Bitner, director of the school’s Center for Services Leadership.