Do You Qualify As A "Good" Company

What makes a good pest control company? Some time ago I wrote a column that raised this very question, prompting a number of heated discussions among my friends and colleagues. Of course, everyone has their own idea about what constitutes a good company, but it’s difficult to place a concise definition on paper.

As many of you know, throughout the year I attend many meetings and discuss many pest management topics with PCOs throughout the country. I also meet owners, operators and family members of what are commonly described as “mom and pop” companies — small pest control businesses that are the backbone of the industry. They are people to be commended for operating successful businesses in one of the most highly regulated industries in the nation. Do “mom and pop” operations — despite their lower public profile — constitute “good” companies? I think so. Some of the finest pest control companies in the country, providing the highest quality service, are one- and two-person operations generating less than $500,000 in annual revenues.

This raises another issue. Has anyone noticed that every time there are surveys done on this industry the same questions are always asked and the same responses are always given? How many times do we need to know that employee turnover or intrusive government regulations are the industry’s most serious problems? Wouldn’t we be better served by research highlighting the benefits of pest control to the American public? Unfortunately, this data is not readily available.

The reason I raise these questions is because it’s important. We are constantly under attack by anti-industry special interest groups and we have no data readily available to defend ourselves. Unfortunately, most of the facts and figures commonly used to defend our position are merely conjecture. (If you disagree, then back it up with the appropriate statistics!)

IPM IN SCHOOLS. Let’s look at a specific example. We have been discussing IPM in schools for more than 10 years. There is currently a move afoot to implement a national program for IPM in schools, spurred in large part by anti-industry special interest groups. There are also committees formed within EPA to address health concerns as it relates to children. While no one would question the importance of protecting children, as an industry we have never addressed the costs associated with IPM programs and the effectiveness of those programs. The only data that has been published is from the General Services Administration and that data basically reports that pesticide use has been reduced and that monitoring has increased. Not to trivialize this dis-cussion, but we need more conclusive data regarding the actual effectiveness of IPM programs.

On the heels of the IPM in schools debate, a number of special interest groups have stepped up their lobbying efforts in an attempt to implement IPM programs in all kinds of public settings, some with rather dubious IPM recommendations. Data on the benefits of such programs, as well as the costs to the public, is sorely needed. Do we have any data from Texas? After all, they have the longest running IPM in schools program in the country. What have been their successes and failures, and what have been the costs associated with the program? These questions need to be answered before an honest appraisal of IPM in schools and other public settings can be addressed.

MY POINT? Now, back to our discussion of what exactly constitutes a “good” company. In my previous article I listed the following characteristics as key components of a good company: a tireless commitment to customer satisfaction, solid employee retention and broad-based training. Put simply, a “good” company — regardless of its size — retains its best employees and cultivates a customer-oriented culture.

Although you may disagree, it’s my opinion that small companies are only in competition with other small companies. They are really not in competition with the larger companies. To compete, small companies aggressively manage their overhead, frequently offer lower prices, provide free inspections and warranty some treatments that perhaps other companies wouldn’t. Does this make them “bad” companies? In my estimation the answer is no. They’re simply doing whatever it takes to survive in a highly competitive industry. To a large degree, they operate within their own world — not on a national scale — and many times, national politics or developments have little impact on their business.

Put simply, small companies that succeed provide service with a smile. They create business by practicing good public relations and handling their customers’ problems quickly and efficiently. Customers aren’t classified as troublesome or crazy because they complain. Instead, they are nurtured. As an industry we would do well to follow the lead of these companies. Many of these companies incorporate IPM practices into their treatment programs, but they do it with little fanfare and a genuine desire to provide the highest quality service possible. They don’t view IPM as a way to garner public support; they’re simply interested in providing a quality service that protects the health and well-being of their customers.

It’s really very simple. As a consumer I want to be treated fairly. I want to see a technician that isn’t bored with his or her work and I want to see the same technician throughout a long period of time. If you have something additional to offer me, including the latest IPM techniques, that’s great but let me hear about it from someone who will understand how the work will be done and who will actually be doing the work. I don’t like being offered more services for less money (I’m skeptical that way) and I’m interested in receiving a quality service. I want to know that you care for more than just my checkbook. I want to know that you care about my property, pets, plants and my well being. Is that too much to ask?

Do you provide these things? If you do, then you have met my criteria for being a “good” company. If you don’t, then there is room for improvement. Start working on it. There’s no doubt that IPM is the wave of the future, but always remember that customer relations and a commitment to excellence will ultimately determine if your company is a succe

PCT contributing editor George Rambo is president of George Rambo Consulting Services, 1004 Van Buren St., Herndon VA 22070, 703/709-6364.