[Problems & Solutions]

Selling the right job right

Q What should we look for when we evaluate an account for a pest management program? It seems that everyone is cutting prices and looking for the quick resolution. Is that feasible today?

A The industry tries to pigeonhole situations, making them pest control "events" rather than ongoing programs. In many programs, these "events" occur quarterly. When performing IPM, ongoing services like monitoring and inspection sanitation reports, are the essence of the program.

Quick solutions have always been the backbone of the industry. Customers call with a problem and they want that problem gone ASAP. Do they want to be told that it may take time? Usually not. But in some cases, like termite baiting, they do not seem to mind waiting, do they? They want that feeling that something is happening. But sooner or later something has to happen that resolves the issue. We have many products that can remedy situations quickly. And when continued service is regular, prompt and cordial, customers keep us for a long time. And a dependable customer is worth its weight in new customers.

Today, PCOs have to find ways of standing out from the competition, demonstrating our expertise that separates us from the next guy (the low-balling competitor).

Let’s consider thermal imaging. This technology can spot small openings in buildings where insects and rodents may enter and, even more interestingly, where they may be attracted to because of heat or odor release. In summer, when it is warmer outside, air may reverse flow into the building. If air from a crack can carry the aromas of food and maybe pheromones of other insects and rodents, wouldn’t that be attractive to those on the outside? We can now literally show not only that there is an opening, but also what that opening provides to our little six- and four-legged friends. It means more time on the job, it means more inclusive reporting, it means more money.

Designing and prescribing such pest control programs also has to be part of a training program for sales and technicians. They have to understand what they are responsible for, and how their actions and decisions may affect a contract. Enabling them to be a part of the process is a step many have not taken.

The author is president of George Rambo Consulting Services, Central, S.C. Fax questions to him at 864/654-2447 or via e-mail at grambo@pctonline.com.