Top 100

Editor’s note: This list was compiled by PCT Editor Jodi Dorsch, PCT Managing Editor Brad Harbison and PCT Publisher Dan Moreland. The profiles were written by Lisa McKenna, a frequent contributor to PCT, and PCT’s Brad Harbison. PCT made every effort to identify and contact companies that were likely to qualify for the list. Certain companies are absent because they elected not to disclose their 2002 revenues or PCT was unable to discern revenues through other means (i.e., Dun & Bradstreet, Internet searches, etc.). However, if you feel your company should be listed, contact jdorsch@pctonline.com or visit www.pctonline.com and click “Top 100.”

It’s only been about 18 months since PCT first published its "Top 100" list. Yet, PCT staff members are asked all the time: "When are you going to publish the Top 100 list again?" Well, here it is. PCT Magazine is proud to present its second annual Top 100, a comprehensive listing of the 100 largest companies in the structural pest control market, based on 2002 year-end revenues.

A few notes about this list:

PCT contacted companies throughout 2002 to be a part of this list. This included "tip covers" on most January 2003 issues. Those who did not receive a tip cover on the January issue were faxed a copy of the form in mid-January. In addition, a special PCT E-newsletter was sent to 11,000+ e-mail subscribers on March 5. In addition, a PCT "Top 100" form is posted on PCT’s Web site at www.pctonline.com, which was filled out by many company executives throughout the year.

Companies were asked to provide the following information: company name; address; 2002 revenues; percent increase/decrease over 2001 numbers; projected percent increase/decrease for 2003; percentage of general pest, termite, vertebrate, bird, mosquito, and turf and ornamental work; percent of residential vs. commercial work; number of offices; number of general pest and termite technicians; total number of employees; and names of company executives.

In the charts on the following pages, "general pest control" includes general pest, bird, mosquito, turf and ornamental, and vertebrate pest control services, as well as any "other" revenue sources (add-on services, etc.).

Companies in the PCT Top 100 earned a total of $3,376,674,194 in 2002.

There are 33 states represented in this list, with California leading the way with 13 companies.

While several companies on this list offer product distribution services, those revenues are not included here. PCT’s Top 100 list reflects service revenues only.

On the following pages are profiles of several companies in PCT’s Top 100. PCT interviewed officials from these companies in hopes that our readers would benefit from their "secrets of success." We selected companies of different sizes that focus on different kinds of accounts from around the U.S. When this list is compiled again next year, additional firms will be profiled.

PCT made every effort to identify and contact companies that should be included in the list. Certain companies are absent because they elected not to disclose their 2002 revenues. However, if your company should (or if you know of a company that should be) listed, contact Jodi Dorsch at 800/456-0707 or jdorsch@pctonline.com.

To view the Top 100, click the image below

Western Exterminator Company:  Famous For Its Legacy of Service

When it comes to customer service, few companies can rival Western Exterminator Company, (number 6) based in Anaheim, Calif.

The legacy of quality service began with Western’s founder Swedish immigrant Carl Strom. Strom had worked in the pest control industry for another company and decided to form his own company with the belief that he could do a better job. That led to the creation of Western in 1921, in Los Angeles. "He understood that this was a service industry," said Michael Katz, president of Western, "and that your success was ultimately dependent upon meeting the needs of the customer."

Although Strom passed away in 1961, the company’s commitment to quality and service remains strong, and likely explains Western’s history of success. The company now has revenues close to $82 million and expects to grow by about 7 percent in 2003. Although a professionally managed organization, Western remains family-owned. The company serves most of California, as well as the Reno and Las Vegas markets of Nevada, and the greater Phoenix and Tucson markets with its 33 offices.

The company has formed its business around the "meat and potatoes," as Katz calls it, of the pest control industry, serving a strong base of residential and commercial accounts, and offering a complete array of WDO services and bird management work. "When we’ve tried to get into the exotic side areas, we find it takes us away from the core area of our business," Katz says.

Over the years the company has grown via internal growth and through acquisitions, Katz says. Being a virtually debt-free organization has given the company great leverage in terms of being able to acquire companies, Katz added.

Katz remains hopeful about business prospects in 2003 despite the economy’s current slump. "We’ve always been able to grow in recessions," he said, "because we are strong residentially. If we continue to provide quality to people, the growth opportunities remain there, despite the recession."

Toward that end the company has recently embarked on implementing a company-wide tracking system "to help close the loop with customers," Katz explained. The system is designed to track every call that comes into the office to its completion. Every concern raised by a customer is recorded in the system, and each must be followed up with a series of phone calls and or visits, until customers are satisfied. "We’re trying to reach out more strongly to our customers to make sure we’re hitting the mark in every instance," Katz said. He said he is hopeful the system will improve customer retention as well as bring about new business opportunities via referrals from satisfied customers. "Nothing is more important to us than to be sure we’re hitting the mark with customers," Katz said. — Lisa McKenna

Dodson Bros. Exterminating:  A Reputable Regional Leader

Bert Dodson Jr. runs a pest control company that, while quite large by industry standards, may not always come to mind when thinking of the industry’s giants. Perhaps that’s because this industry leader is a family-owned regional company with a deliberate, steady strategy for growth.

Dodson Brothers Exterminating, (number 21) based in Lynchburg, Va., now operates 32 offices in the upper Southeast and mid-Atlantic area. It’s a region where Dodson’s bright yellow trucks are a familiar site to residents, and its reputation for quality service is well known.

Dodson Brothers was founded in 1944 by Dodson’s father, Bert F. Dodson and his brother Robert. Another brother, Arthur, was also a co-owner during the business’ early history. In the mid-60s, Bert bought his brothers out, becoming sole owner. The senior Dodson built his business on solid principles that remain with the company today: honesty, integrity and pride in its work.

Bert Jr. continues the tradition as president of Dodson Brothers. Dodson grew up in the business, starting out at the age of 14 as a summer termite technician. After graduating from the University of Richmond in 1976, Dodson joined the company full-time as a local office manager and quickly moved up the ranks. In 1988 he was named president. The elder Dodson passed away six months later, leaving his son to lead the business.

Dodson says while the company’s growth has been gradual over the years, much of it has occurred since 1985. At that time the company made a push to further develop its territories. Even so, Dodson notes, he has a deliberate approach to expansion. "We try to manage our growth," he said. "We don’t want to get to a point where we lose sight of our mission."

One major business change for Dodson has been a significant increase in radio advertising, designed to bring about even more market awareness. This year, Dodson will run 11,000 radio advertisements on 86 stations. Using radio helps the company effectively reach prospective customers spread throughout the service area. "It has proven very successful in the past," Dodson said. The radio ads are part of a campaign also involving Yellow Pages and billboard advertisements, he says. Using this combined approach, the company has experienced growth of about 8 percent annually for several years.

Today Dodson has annual revenues of more than $30 million, and currently operates in Virginia, West Virginia, North Carolina, South Carolina, eastern Tennessee, and the Washington, D.C. area. The company’s market specialties include commercial chain accounts and a full-service termite business that incorporates moisture control, borate services and home fumigation. — Lisa McKenna

J&J Exterminating: A Dedicated Team Of Professionals

J&J Exterminating, (number 42) based in Lafayette, La., has quietly grown to become the largest independent pest control company in the state of Louisiana. The company now serves the majority of the state, as well as some east Texas areas. It has been a leader in this part of the country for years, where Formosan termites are some of the most formidable pests. The company has maintained and improved its leadership position by keeping an eye on its market, listening to customers and developing its employees.

The company was founded in 1960, in Crowley, La., by Robert John Sr. and his brother Harry, an entomologist. Neither had experience in the pest control industry, and the two brothers got their start by knocking on doors and asking for business. Robert’s son, Robert Jr., now president of J&J, grew up in the business, working at the company summers, evenings and weekends. In 1984, after graduating from the University of Southwestern Louisiana, he joined the business full-time. Harry passed away in 1991, leaving the father-and-son team to take the company forward.

The company has come a long way in its 43 years in business. Today the company employs 155 people in eight offices serving most of the state of Louisiana. While the majority of J&J’s customers are on the residential side, a significant portion, 40 percent, are in the commercial sector. Of those accounts, the company has carved a profitable niche market in serving offshore oil rigs, boats and other sea vessels. Other commercial accounts include restaurants, retailers, hospitals and health-care facilities.

Last year the company grew at a rate of close to 10 percent, and Robert Jr. expects to repeat that level in 2003. In the past decade the company has experienced somewhat of a growth spurt, due to both internal growth and acquisitions. "We want to continue to grow internally and look at any available acquisitions that make sense for us," says Robert Jr. Last year the company made its largest acquisition ever with the purchase of Couhig Environmental Services based in Metairie, La.

Robert Jr. says he hopes to continue growing the company with the main goal of eventually serving the entire state of Louisiana. To do that, he needs to fill in just two areas: Baton Rouge and Monroe, preferably via acquisition, Robert Jr. says. "What goes on in that decision process is waiting for the right company to come along and acting on it," he said.

The company’s long-standing dedication to its employees also remains evident. "We like to put our people first and I think we’ve done a good job of that," says Robert Sr. The company is implementing a management training program designed to focus on branch management, allowing more employees the opportunity to advance to middle and upper management positions. — Lisa McKenna

Springer Pest Solutions: A New Spin On Pest Protection

Springer Pest Solutions, (number 53) based in Cape Coral, Fla., is one pest control company that’s thinking outside the box. Owner and president Jeff Springer is a true entrepreneur with an innovative spirit, a passion for challenge and the will to succeed.

Springer founded his company in 1989, in Des Moines, Iowa, as a one-man operation. Through hard work and dedication he built the business, eventually opening five locations in Iowa, two in greater Kansas City, and one in Cape Coral, Fla. The company now serves the southern part of Iowa, as well as greater Kansas City, and the Fort Myers and Naples areas of Florida. With its eight offices and 72 employees the company is earning total revenues of $7.4 million, and this year expects a 10 percent increase in sales.

One major factor in the company’s recent growth is the unique TermaPest Monitoring and Elimination System Springer created three years ago. The proprietary system combines termite and pest protection all in one program, for one price. "It’s turned our company in a completely different direction from where we were heading," Springer says. "We developed a business plan around this and we offer a comprehensive home guarantee."

The company’s training and technical director, Stuart Mitchell, explains that the TermaPest System came about as the result of Springer’s desire to create a cumulative program involving household pest management, structural services, and wood damage protection all in one program. At the core of the system is the company’s terrestrial monitoring station for monitoring and baiting of insects and subterranean termites. "It invokes a number of logistical controls for us and credibility with our customers," Mitchell said.

The idea has apparently caught on: customer cancellations have been reduced, and employee productivity has increased, says Mitchell. And one major manufacturer, Syngenta Professional Products, recently struck a deal with Springer to represent and distribute the system under its own brand name, SecureChoice.

Springer recently relocated his corporate office to Cape Coral, Fla., and had some compelling reasons to do so. "We’re the dominant player in Iowa and I needed a new challenge," he says of the move to Florida.

One of Springer’s business principles has always been to offer service and peace of mind with a comprehensive pest management solution. And he believes customers will pay more for this type of service, even in the highly competitive Florida market. "People said it couldn’t be done," Springer says. "That was a challenge to me, so I took on the challenge." — Lisa McKenna

Royal Pest Management: A Fruitful Success Story

Talk about niche markets and Royal Pest Management, (number 65) based in New Castle, Del., comes to mind. Royal has developed a unique specialty in the business of fresh fruit fumigation, as well as the fumigation of other commodities and museums. The company also enjoys a strong pest control business and has entered the lawn care market.

Royal was founded in 1976 by Roy L. Richardson. Previously the manager of a chain of drug stores, Richardson was searching for a career change. He was introduced to entomology by Professor Dale Bray, head of the department at the University of Delaware. To his own surprise, Richardson became fascinated with the industry.

"When I found out that insects outweigh us twelve-and-a-half times I was hooked," he says. He soon brought his wife Donna, now vice president of administrative services, and his brother Roger, now vice president of operations, into the business. Robertson and his brother grew the business by knocking on the doors of potential commercial accounts. With the incredible base of commercial business in Delaware, the brothers found a receptive market. Opportunities in the residential market were soon to follow.

The company’s service area now includes a 70-mile radius encompassing all of Delaware, Southern New Jersey, southeast Pennsylvania and northeast Maryland. It’s a small yet populous area located smack dab in the middle of the Philadelphia-Baltimore corridor. "We’re right in the center of the hub of population," he says. "That’s why we picked this area." Today, two-thirds of the company’s business is residential. Its location has also allowed Royal to tap into the lucrative fresh fruit fumigation market, since the area is home to some of the largest ports for imported fresh fruits during the winter months.

The company entered the fumigation area 14 years ago. "When we got into it, it was 20 years behind the times," Richardson said. Over the years, Royal made its own little changes in the field. "We saw things we could do more efficiently and more safely," he said.

Richardson says his fumigation business has replaced the feast-or-famine situation many other companies face during the slower months since fresh fruit fumigation occurs during the winter months. "It’s made our company strong on both ends," he says. Richardson also attributes some of the company’s growth to his company’s phone number (800/Royal-Pest) and Web site (www.royalpest.com). "We’ve gotten so many calls that I attribute part of the growth to a play on the name," he says. "Everyone remembers their mother calling them a ‘royal pest.’"

Besides offering a full range of pest management services, Royal opened a lawn care division in 2002. Although the three divisions of Royal are three different operations, Richardson says to customers, the difference is seamless. "I think you’ll find a thread that is Royal through all three companies," he says. — Lisa McKenna

Batzner Pest Management: A Third-Generation Business

Under President Jerry Batzner, New Berlin, Wis.-based Batzner Pest Management has tripled in size, experiencing 12 percent compounded growth since 1990. Despite a down economy, the company grew its sales by 10 percent last year. More than 85 percent of Batzner’s (number 91) accounts are commercial. In addition to general pest control services, the company offers bird and nuisance wildlife control, as well as add-on services, such as bioremediation (drain cleaning) and building repairs.

Batzner Pest Management has prospered despite the fact that Wisconsin is not conducive to heavy pressures from certain economically significant pests (e.g., termites) and that most of if its service areas have not experienced significant population explosions recently. Batzner does not rely on acquisitions for growth; rather, the company focuses on retaining its existing customer base and steadily growing each branch office by offering "quality service delivered consistently."

Of course, it takes quality people to deliver quality service, which is why Batzner Pest Management places considerable emphasis on hiring top-notch employees and providing them with the support necessary to succeed.

"I think the big reason why a 15- to 20-employee company can’t become a 30-employee company is because they have a hard time realizing that you have to invest in people," Batzner says. "It costs money to give them benefits and other perks."

Batzner Pest Management offers competitive salaries, benefit packages and a number of awards/recognition programs to make it an attractive place to work. The company honors a salesperson of the month, client support person of the month, and service technician of the month. These individuals are recognized at various company functions and in the Batzner Pest Management monthly newsletter. This up-front investment in employees ultimately pays off down the road, Batzner says.

Another major reason for Batzner Pest Management’s growth has been an aggressive marketing campaign. The company reaches its markets with traditional advertising means such as direct mail and telemarketing, but it also uses a variety of "outside the box" methods. These include recording Public Service Announcements (PSAs), donating to local charities and giving pest presentations at places such as schools and community centers. In addition, Batzner uses the media to increase exposure. Jerry Batzner has developed a reputation with local newspapers and television and radio stations as a good, reliable source and the company actively seeks out media opportunities.

Batzner says he plans to continue seeking innovative offerings to provide his customers with cutting-edge solutions and raise his company’s profile in the communities it serves. — Brad Harbison