Listen to this content
As a seasoned pest management professional (PMP) of more than 39 years, I have seen our industry change significantly over the past four decades. While the idea of integrated pest management (IPM) has been around for nearly 70 years, in my experience, companies that claim to offer these services are still using the chemical-first, schedule-driven service model.
We can all agree that chemical treatments have their place and purpose. However, I’m advocating for a more balanced approach that recognizes there’s a time and place for chemicals, but certainly not for every account.
Problematic business model
Experience suggests too many pest control companies emphasize recurring revenue, tight routing and production quotas that demand speed, consistency and predictability. Effective IPM requires sufficient time, critical thinking and the use of multiple service strategies. These priorities do not naturally align.
Historically, the industry has focused on training technicians to identify basic pest issues and apply standard treatments. All too often, though, rookie technicians are trained by veterans who have picked up bad habits and shortcuts over the years.
As a result, while management may believe true IPM services are being delivered, the reality may be the opposite. A technician with 10 to 14 stops per day is likely repeating the same routine at each account — following standard protocols, applying products that may or may not fit the client’s specific needs, and focusing on staying on schedule.
Instead, imagine arriving at a client’s home or business and, after a thorough inspection, telling them, “Everything looks good, so no treatment is needed today.” It’s natural for the client to question the value of the service and ask, “Then what am I paying for?”
This is where clear, proactive communication becomes essential.
Start with SOPs
As owners, supervisors and stewards of the industry, we must ensure our entire staff understands what true IPM entails and, just as importantly, that our clients understand it, too.
This requires establishing clear written standard operating procedures (SOPs) for not only our service team, but our front-facing sales and office teams. We must clearly communicate that services are being performed according to protocol, that more chemical application does not mean better results and that IPM is an effective approach — one that benefits the client, their properties, our staff, the industry and the environment.
From the very first interaction through the pitch, sale and close, it is critical clients understand that not every service will require a treatment. By taking the time to explain what IPM is and how our approach differs from the traditional “spray-based” model, we set the foundation for trust, transparency and long-term value.
Now is the time
I am writing with some urgency because we continue to see increasing regulatory pressure on our industry. For example, California recently banned certain rodenticides; the Department of Defense (DOD) mandated more than 25 years ago a 50 percent reduction in pesticide use on all DOD properties, and at press time, New York City is moving to ban glue traps.
These regulations are driving a wider adoption of true IPM practices and methodologies. From my experience in government contracting, it’s clear that IPM is being actively championed at all levels — from school districts banning all pesticides on their properties to insurance companies declining coverage for businesses that use certain pesticides or herbicides in daily operations.
Real IPM requires discipline, training and a willingness to break away from “the way we have always done things.” Is it harder? Sometimes. Is it slower? Sometimes. Long-term, however, managing client expectations will save time with the same effective results and less chemical usage. Train your staff to sell results, not treatments. As a wise mentor of mine once said, “We don’t get paid by the gallon.”
