Industry Observer

You have heard and read about product stewardship from many manufacturers. The policies that surround the marketing of a product are intertwined among the technical, marketing and legal departments within these corporations. The reasoning behind product stewardship is to anticipate potential misuse of a product, and to attempt to prevent misuse from occurring.

In The Environmental Corporate Counsel Report, published by Business Development Associates, I recently read an extensive article about product stewardship. In general, the article stated that the undertaking is unappealing. It means a lot of work on everyone's part. It includes product safety, risk management, and total quality management. The bottom line is that the program encourages companies to provide information, service and guidance beyond what may be legally required. It is based on good business.

You may say, "That's what I expect from manufacturers service with a capital S." But I started thinking: What if we applied this to companies rather than products? Let's call it something simple like "company stewardship." It will take a commitment, and will have to become a part of your company's infrastructure. You already have commitments to safety, quality, customer service, training, and continuous improvement of your company, don't you? Then this should be easy.

WHAT YOU FACE. You, more than anyone else, understand your product. Customer service in this case, pest control is the product. You have to have an understanding of the health, safety and environmental perspectives of the service you offer. You have to develop and convey accurate information about your service and company. And you have to live up to it. This means you will have to face some hard facts and some difficult decisions during the development of your company stewardship program. You will have to forecast the future not only financially, which many of us are very poor at doing, but in terms of what is going on around you.

What are the issues facing this industry? Are there rule changes coming that will make life in business more complicated? What are your customers feeling about your "product"? Do you offer or keep your technicians and staff up to date on industry developments and training? If you need help or assistance, who can you turn to? Are there legal issues you are afraid to ask about? I saw a quote in the newspaper today: "Advice is what we ask for when we already know the answer and wish we didn't." I think many of us can identify with that.

The questions and discussions that surround the issue of company steward ship are sometimes difficult to deal with. For example: If a label states that a respirator must be worn to avoid breathing vapors of the insecticide, when do we advise the technician to wear it? The potential conflict here between salespeople selling the service and maintaining that the treatment will be "appropriate" (remember, we can't say "safe") around humans may be directly compromised by the technician showing up wearing a respirator. However, if it is communicated to the customer that certain regulations require us to wear a respirator and why, the impact probably will be lessened. Communication is a key element of company stewardship.

THE BENEFITS. Through a company stewardship program, the benefits to customers and employees are many. There are reduced concerns about the likelihood of employees jumping ship because they will view the company as more dependable. You are showing commitment and are taking steps to reduce the risks and face the issues with employees.

Another benefit is enhanced customer relations. A company stewardship program will put you closer to the customer. You are showing that you are willing to share information with the customer, and they therefore will be more willing to share information with you.

Additional benefits of a company stewardship program include protection of your company's reputation; enhancement of your company's credibility; and increased employee productivity and goodwill.

These benefits, however, do not come easily. There are so many other things competing for your time and attention. But the reputation of this industry is based on what? How we kill bugs? What would you rather it be based on? Stewardship of the pest control industry lies in the marketing of an industry that is respondent to customer needs. Whether the "customer" is the private citizen or the environment, we all need to be involved in the process.

Every step individuals take in enhancing their company's reputation will enhance the reputation of the entire industry. The involvement of the manufacturers and distributors is intertwined with the PCO, no matter what size the company is. As pest management programs proceed in the future, company stewardship programs will be an integral part of the picture. Be more, know more to serve better.

AN IPM NOTE. In the March 7 edition of The Washington Post, an article appeared reporting the results of a survey conducted by the National Coalition Against the Misuse of Pesticides (NCAMP). The survey concluded that many federal properties around the country flunked NCAMP's integrated pest management (IPM) test, which created an IPM scale to rate the properties. Even the Government Services Administration, the avowed bastion of IPM programs, received failing grades.

The survey rated the facilities on their use of IPM principles and, of course, their use of pesticides. Interestingly, it seems that the NCAMP people have now turned against boric acid they state that IPM consists of adopting sanitary practices and using only nonchemical techniques if pests are found. They also maintain that the program "saves money," and therefore Republicans should favor such programs, because there are no "expensive chemicals" used. When is someone going to talk to these people? Or rather, will they ever listen? Also, when will we as an industry provide the proper perspective to IPM programs time, procedure and costs?

I would hope the basis of this cost issue is not companies offering IPM programs at prices below current amounts. This only muddies the waters. IPM costs are higher because of the demands on the physical facilities, which goes beyond merely inspection and monitoring.

The final note in the Post article was comical, though. One facility, a post office located in Auburn, Wash., received a flunking grade of zero for not having a pest control program even though it didn't have any pests. Go figure. PCT

George Rambo, a contributing editor to PCT magazine, can be contacted at George Rambo Consulting Services, 1004 Van Buren St., Herndon VA 22070, 703/709-6364.