pestworld magazine -- march/april 2011

For MEMBErS oNLY oF thE NatioNaL PESt MaNagEMENt aSSociatioN www.NPMaPEStworLd.org

March aPriL 2011

ALSO INSIDE:» Effective technician

training

» hire for attitude. train for Skill.

» Measuring Quality Service and customer retention

» Performance improvement

Tips for hiring—and keeping—the best

cultivating

I n s e r t

Library Update: Best Management Practices for Bed Bugs

The resurgence of bed bugs has created significant concern in the pest management industry. Controlling, let alone eradicating, this pest is extremely difficult, as bed bug resistance to insecticidal control measures to date is significant, and customers’ cooperation is often required for successful control. Earlier this year, NPMA released Best Management Practices for Bed Bugs. These guidelines are intended to help pest management professionals control bed bugs effectively, responsibly, and safely by presenting the practices that are effective in controlling bed bugs (Cimex lectularius). The complete set of guidelines is available in this issue’s Library Update.

For MEMBErS oNLY oF ThE NATioNAL PEST MANAgEMENT ASSoCiATioN

www.NPMAPESTworLd.org

d e pa r t m e n t s «2 Executive Vice

President’s Message24 Ask the Expert

26 Marketing Corner

30 operations Management

32 Calendar of Events

MArCh APriL 2011

contentsF e at u r e s «

8 HIrE fOr AttItUDE. trAIN fOr SkILL. By Jean L. Seawright, CMC No matter how much energy or talent you possess, after a certain point in order to grow your business, you need people. The fact is, ultimately, the success or failure of a business hinges on management’s ability (or inability) to recruit, hire, and retain talent.

4 EffEctIvE tEcHNIcIAN trAININg By Jim Fredericks How would you honestly rate the service your technicians and salespeople provide? How do you know that all of your customers consistently receive high-quality service? One of the most powerful ways to assure that quality service is provided by all of your associates is through effective training.

12 MEASUrINg QUALIty SErvIcE AND cUStOMEr rEtENtION By daniel S. gordon, CPA An increase in sales is usually an economic vote on behalf of our customers that we are providing quality service. Conversely, a decrease in sales indicates poor service. But how do you determine where your company’s service stands?

18 PErfOrMANcE IMPrOvEMENt By Jean L. Seawright, CMC With a new generation of workers who are skeptical, fun-seeking, and thirsty for praise, coaching and disciplining employees requires a much different approach: one that preserves respect, minimizes risk, and gets performance results, all while motivating the individual to excel.

2 PEStWOrLD mArCH/April 2011 www.npmapestworld.org

» e x e c u t I v e v I c e p r e s I d e n t ' s m e s s a g e

L ast year saw an unprecedented spike in the resurgence of bed bugs, with

one in five Americans reporting they have had an infestation or know

someone who has encountered bed bugs at home or in a hotel, according

to a survey that NPMA recently conducted.

Because there are multiple products, methods and technologies that may be

employed as part of a successful bed bug treatment plan, it is important that

pest management professionals are aware of the myriad factors that should be

considered when determining which products or methods are the best option

to control a given bed bug infestation. As a part of our continuing effort to

offer education and guidance as pest management professionals develop their

response to the bed bug pandemic, NPMA recently released the Best Manage-

ment Practices for Bed Bugs, offering guidelines to help PMPs control bed bugs

effectively, responsibly, and safely.

In what was one of the most transparent, stakeholder driven processes ever

employed by NPMA, the Best Management Practices for Bed Bugs was created

by the NPMA Blue Ribbon Bed Bug Task Force, a broad-based stakeholder

group whose goal is the development of an industry-wide, multi-faceted

response to the bed bug pandemic. Offering step-by-step practices for profes-

sionals in the areas of service agreements, recordkeeping, technician and sales

staff training, client education, disposal of beds, furniture, possessions, bed

bug detection, treatment methods, and health and safety concerns, the BMPs

are tough, credible and practical and will provide PMPs, facility managers and

consumers the tools they need to make informed decisions.

These guidelines will provide professionals with the tools needed to most

effectively service their customers and will offer consumers a much-needed re-

source in their education about proper management of bed bugs. Adherence to

the BMPs will be an important step in enabling us to get an edge on this elusive

pest. For your convenience, we've published the complete Best Management

Practices for Bed Bugs in this issue as the Library Update.

In addition to providing these best management practices to industry profes-

sionals, NPMA will encourage consumers to seek use of the BMPs in working

with PMPs. NPMA members can direct their customers to learn more about

the new guidance document at www.BedBugBMPs.org. Additionally, they are

posted on www.pestworld.org.

To download the NPMA Best Management Practices for Bed Bugs, please

visit www.npmapestworld.org/publicpolicy/BedBugs.cfm, and click on “NPMA

Best Management Practices for Bed Bugs.”

We are pleased to answer any questions or provide any additional informa-

tion you need and encourage you to distribute these to anybody you believe has

an interest. «

ExEcutivE vicE PrEsidEnt

rob Lederer

Editor

Janay rickwalder

GraPhic dEsiGn

Blue House

© 2011 national Pest

Management association

PestWorld is the bi-monthly publication

of the national Pest Management

association (nPMa).

Editorial offices:

10460 north street, Fairfax, va 22030

Phone: (703) 352-6762

or (800) 678-6722

Fax: (703) 352-3031

Professional and Member Web site:

www.npmapestworld.org

consumer Web site:

www.pestworld.org

For advertising information,

call Janay rickwalder at (571) 224-0384

or e-mail [email protected].

Less callbacks.More greenbacks.

Extinguish, Gentrol, Petcor, Precor, Precor 2000, Zoëcon and the Zoëcon logo are registered trademarks of Wellmark International. ©2009 Wellmark International. Always read and follow label directions.

There. Even when you’re not.

Pest prevention and business profitability with Zoëcon® IGRs.An Integrated Pest Management (IPM) program with the Zoëcon® family of Insect GrowthRegulators (IGRs) can help:

• reduce callbacks — decreased retreats with residuals of up to 210 days.• reduce reinfestations — IGRs help prevent future infestations.• reduce expenditures — less service time and mileage.

These reductions mean Zoëcon® IGRs put more green back in your wallet.

Green is in our nature.

It’s built into Zoëcon® IGRs from the start. As the first to manufacture and produceIGRs ((S)-Hydroprene and (S)-Methoprene), their efficacy remains reliable and theirlow environmental impact makes them a consistent favorite. You can have confidencethat they’re working while you’re growing your business elsewhere.

To learn more call 1.800.248.7763 or visit zoecon.com


effectivetechnician

training

5www.npmapestworld.org mArCH/April 2011 PEStWOrLD

by Jim fredericks

creating a successful learning environment for your team

effectivetechnician

training

as pest management professionals, the quality of service we offer

our clients is often the difference between customer retention and

cancellation, referral and complaint, growth and market loss, and

success and failure. service is a largely intangible offering, but your

clients will make decisions regarding your company’s performance

based largely on the quality of service your technicians provide.


h ow would you honestly rate the service your

technicians provide? How do you know that

all of your customers receive consistently

high-quality service? One of the most powerful ways

to assure that quality service is provided by all of your

associates is through effective training.

Training is an investment, not an expense. The

quality of training your organization provides your

employees should equal the quality of service you

want to provide for your customers.

When we analyze what a quality training program

actually involves, we need to examine the way trainees

and long-term employees learn and retain informa-

tion. In most cases, employees are adult learners and,

as such, require an adult learning format.

training adultsAn adult learning format offers both interactive training

and direct hands-on experience. To create an effective

adult learning environment, you must be prepared,

know your material, know the language, have effective

public speaking skills, and understand how adults learn.

Adult learners have different needs than child

learners. Your training will be more interesting, effec-

tive, and better retained if you incorporate the unique

learning needs of adults in your sessions. The most

effective training sessions are adapted to promote

active learning or an interactive learning environment

with engaging and fun activities which convey the key

concepts and allow immediate application.

Adult learning occurs most effectively when partici-

pants are actively involved rather than passive or one-

way recipients of information. Take the responsibility

for effective learning. Engage emotional and intellec-

tual based skills of learning. Utilize a variety of learn-

ing methods. Assure a positive, safe, and comfortable

learning environment. The trainer should facilitate or

guide training, and not dictate it.

creating a positive Learning environmentTo set the stage for your team’s learning experience, it is

important to provide a well-lit, comfortable room with

spacious seating and tables, and plenty of breaks and

refreshments that allow attendees to interact. The trainer

should have strong impression visual-aids and sound, a

motivational and enthusiastic tone, and encourage feed-

back by asking voluntary questions. Adults learn through

motivated and meaningful training content with clear

messages and hands-on activities.

choosing Your subjectTraining subjects for technicians are numerous and

can involve an urgent, seasonal, or routine frequency.

Subjects can include basic biology, using pesticides

safely, plants, insects and insect orders, mammals, ro-

dents, bats, birds, and reptiles. Integrated pest manage-

ment (IPM), green techniques, and illusory parasitosis

are excellent training subjects. In addition, training

meetings can cover safety topics (especially PPE),

service vehicles, and inspection forms. Your organiza-

tion may choose to sponsor CPR, First-Aid, AED, and

Universal Precautions certifications as well.

designing Your training sessionWhen designing a training session, consider your

audience, determine the resources needed, get the

word out by invitation as soon as possible, and plan

for the unexpected. Use interactive training techniques

that include PowerPoint, videos, illustrations, discus-

sions, case studies, role-playing, and post-session

surveys. Relate personal experiences as well as conduct

educational games and hands-on learning activities.

Be sure to engage your audience, assure that material is

relevant, maintain focus, and make your point.

When using PowerPoint, use a variety of media and

have time for questions and discussion. Educational

games can be computer-generated and involve a team

concept with small prizes given to all teams for their

participation.

Hands-on learning can involve precertification

training, lecture with props, or a hands-on field

course. You can instruct by using case studies of

actual events as either a “do this” or “do not do this”

experience. You can use role playing techniques to al-

low participants to experience methods that are both

effective and ineffective within a safe environment.

Role playing also allows participants to learn from

their peers, understand areas of best practice, and

needs for improvement.

Training does not have to be a somber experi-

ence. Allow it to be fun and encourage people to

be comfortable. Provide colorful props to keep the

hands busy while the brain is active. Provide treats

to keep participants awake, focused, and engaged.

Laughter is a good sign that everyone is enjoying

the training experience.

Training is an investment, not an expense. Well-

trained employees assure the future success and

growth of your business! «

hire forattitude*

Train for Skill


attitude*Train for Skill

BY JEAN L. SEAwrighT, CMC

Let’s face it—you can’t do it on your own. No matter how much

energy or talent you possess, after a certain point in order to grow your

business or your department, you need people. And, it’s impossible to

manage people effectively without first hiring effectively. I know you’ve

heard a lot about hiring lately, but read on. This one is worth it.



throughout my consulting career I have

continually challenged the popular no-

tion that “a company’s greatest assets are its

employees.” Whenever I see this slogan, I remind the

owner that people, in general, are not a company’s

greatest asset; however, the right people are. The fact

is, ultimately, the success or failure of a business or

department hinges on management’s ability (or in-

ability) to recruit, hire, and retain talent.

In the world of human resources, we have a

motto that accurately sums up this reality. You’ve

probably heard the phrase coined by nutritionalists,

“You are what you eat.” Well, in HR we say, “You

are who you hire.” True, isn’t it? It stands to reason

then, if you hire employees from hell, you will soon

have a workplace from hell. What a concept! It’s

better to hire smart and avoid people in red suits

with horns.

Let me share a vital hiring secret. What we’ve

found in dealing with tens of thousands of employ-

ment challenges around this country is: people are

at their most productive when they’re in a position

that lets them draw on their natural strengths and

allows them to be themselves.

When people feel the need to act unnaturally,

they experience stress, which lowers productivity

and leads to job dissatisfaction. Example: people

who know me very quickly understand that I’m an

inpatient driver who is analytical, assertive, and

(unfortunately) low on the sensitivity scale. I’ve

faced the fact that I don’t make a very good shrink,

but my personality sure does suit consulting. Now,

if you were to tell me that I had to become a CPA or

a CFO of an organization, assuming I could learn

the trade, I would be flat-out miserable. There are

no two ways about it. I wasn’t made for that kind of

work and simply would not enjoy it. I could do it,

but it would cause a great deal of stress.

You see, you don’t need to know a lot about

people’s weaknesses, but you do need to know about

their strengths. Why? Because building on strengths

is much more productive than trying to correct

weaknesses.

One way to obtain information about people’s

strengths is personality testing. Another is through

in-depth questioning during the interview. I’ve said

it before and I’ll say it again: define the attributes

that are necessary for success in the position and

then search for these using a structured interview

process and good interview questions.

Too many interviewers make the mistake of over-

looking very basic traits that are essential for success

in any position. These traits go beyond experi-

ence and previous work history, and have become

increasingly important as the workforce makeup has

changed. Take a look:

■ work ethic. Work ethic is not something that

comes with a long employment history. What

we’ve found is that work ethic is developed at a

very early age and has more to do with feelings

about work that formed in childhood. To gauge

whether or not the candidate has a strong

work ethic, ask what type of chores he or she

was responsible for as a young adult. Did the

candidate work for an allowance? Did he or she

work through high school? Ask questions that

provide clues to an early development of a strong

work ethic.

■ LoyaLty. Does the candidate have any childhood

friends? Is there evidence of long-term

relationships that require loyalty?

■ sense of humor. This is not the ability to tell

a joke, but the ability to go through life’s ups and

downs and still keep a smile on your face. It’s the

concept of seeing the glass “half-full” instead of

“half-empty.” Talking with the candidate about

his her life and the different challenges he or she

faced will give you clues about this one.

■ respect. One of the best tests of respect is how

the candidate treated the receptionist. Some

companies have the receptionist complete a form

after meeting the candidate that zeros in on

things like how easily the candidate smiled and

whether or not the candidate was polite and easy

to talk with.

■ Judgment. There’s no replacement for an

employee who exercises good judgment in

decision-making. This one relates to common

sense. Ask the candidate to give you examples

of using his or her independent judgment and

thoughts in making important decisions.

■ fLexibiLity. A person who opposes change

can have difficulty growing with the company.

Look for clues in the candidate’s life and


personal development—evidence that he or she

has been open to change, both personally and

professionally.

■ integrity. The credibility of your company is at

stake with every new hire. Only hire people with

complete integrity. Crosscheck information from

the employment application, resume, reference

checks, and the interview. Conduct background

checks to verify integrity.

■ maturity. Contrary to popular belief, maturity

does not necessarily come with age! Again,

spending ample time with the candidate talking

about his or her past will give insight into

the maturity level. Also, it has been said that

maturity is the ability to delay self-gratification.

If this is true, look for signs that the candidate

has not given into every whim and fancy in his

or her life.

■ dependabiLity. This can be verified through

reference checking and talking with former

employees about the individual’s dependability.

■ inteLLigence. It’s no secret that intellect does

not necessarily come from a formal education.

My former tennis coach has a college degree and

can’t spell “lob.” You can test employees for a

general idea of intellect and the ability to learn

using formalized aptitude tests.

■ initiative. This one is very difficult to assess

during the interview, but easy to pick up on

shortly after hire. Ask reference sources about

initiative and look for signs within the first 90

days of hire. If you don’t see initiative then, it’s

not likely to develop.

■ enthusiasm. There’s a name for people at our

firm who are not enthusiastic—unemployed!

Only hire people who believe in your company

mission and philosophy. One way to gauge

genuine interest and

enthusiasm (aside from

conversation during the

interview) is to give the

candidate a tour. It’s one

thing to say you’re interested in

and excited about a job. It’s another

thing to show it.

The extent to which these traits exist can be

identified through personality profiles, proper ques-

tioning and, yes, quality time with the candidate.

There are no shortcuts. Proper interviewing and

hiring take time. The more time you invest with the

candidate, the more you will learn about him or her.

The reality today is that success in a job depends

on competencies that are intangible and rarely

found on a resume. Previous experience, which was

once the sacred cow in hiring, is almost meaning-

less. In any position, always choose the person with

the right attitude and the qualities outlined above

over the person with experience. Remember, you

can teach and train someone who is mature, intel-

ligent, respectful, and positive. Good luck with the

experienced candidate who is immature, undepend-

able, hostile, and inflexible.

Bottom line: what people know is less important

than who they are. If you hire for attitude and train

for skill, you’ll be better off in the long run. Trust

me on this one. «

Jean Seawright is NPMA’s human resources consul-

tant. She is president of Seawright & Associates, an

HR management consulting firm located in Winter

Park, Florida. Since 1987, she has provided human

resource management and compliance advice to

employers across the country. She can be contacted at

407-645-2433 or [email protected].

people are at their most productive*

when they’re in a position that lets them

draw on their natural strengths and allows

them to be themselves.

measuring


Quality Service & Customer Retentionmeasuring

BY dANiEL S. gordoN, CPA

Business today has become a race to efficiency.

Those companies who can become more

efficient in managing their businesses will grow

their bottom line. In this race to efficiency,

PCOs need to set bench marks in which to

measure improvement. When we consider the

measurement of sales, cost of sales and or profit,

our actual results can be extracted from our

profit and loss statement. Assuming that we have

an accurate accounting system in place, these

numbers can be compared to those set out in our

budget or benchmarks and judged accordingly.



W hile increases in sales or profits can be eas-

ily measured, they are usually the result of

how we are being judged by our custom-

ers. An increase in sales is usually an economic vote on

behalf of our customers that we are providing quality

service. Conversely, a fall in sales may be attributed

to a fall in the quality of service. However, in order to

measure the quality of our service, there is no readily

available report card such as a P/L statement that allows

us to draw quick conclusions unless we create one.

The problem with measuring qualitative attributes

such as quality of service is that it can be very subjec-

tive. So, we need a method to turn these qualitative

attributes into numbers that we can measure against

past, present and future results. We have to think

about what really matters to the customer regarding

our service. Having said that, let’s create a definition of

Quality Service as it pertains to pest control services:

definition: Quality service Quality service can be defined as the customer’s per-

ception that the pest management firm’s performance

meets or exceeds his or her expectations in addition

to solving his or her problem.

Important elements of quality service include:

■ Knowing what customer wants

■ Understanding customer expectations

■ Designing services to meet the customers’ needs

■ Setting service standards

■ Setting performance measurement indicators

■ Measuring performance

Indicators of Quality Service In the field include:

■ The technician being on time

■ The problem being taken care of with the

appropriate treatment

■ The technician being courteous

■ Call backs are held to a minimum

■ Customer retention

So with respect to the important elements of qual-

ity service as well as the indicators in the field, the

most practically measured would be rate of call backs

as well as retention of customers.

measuring Your rate of call Backs There are a number of ways to measure call backs. A

few I’ve described below:

1. Ratio of call backs to regular service calls under a

contract (i.e. call back ratio is 25%—this means that

for every 4 regular services, there is one call back)

2. Ratio of call back time taken to regular service time

taken under a contract (i.e. The initial work takes

two hours and over the next 6 months there were 2

call backs at ½ hour each—call back ratio is 50%)

3. By calculating dollars per hour received for work

on a particular customer over a period of time. If

the dollars received per hour is below your target,

your call back rate is too high.

Assumption: That our services are priced

properly for profit. Call backs will drive this

dollar per hour down.

measuring Your rate of retentionFor our purposes lets define customer retention as

those customers who extend their contract beyond the

initial period of service. They can extend by:

■ Renewal

■ Extension of route work service

Important measurement elements include:

First Year Retention—First year retention becomes

extremely important as this demonstrates a customer’s

willingness to employ a pest control service beyond

solving his initial problem. Whenever looking at

retention, measuring first year versus second year and

beyond becomes extremely important. For this reason,

first year retention is usually less than overall retention

Second Year and Beyond Retention—Once first

year retention is stripped out of the equation, we are

left with customers who have the propensity to spend

on pest control services. These folks:

■ Know they need it

■ Are willing to spend to get it

■ Are willing to purchase those services from your

company


Here again, there are several ways to measure

customer retention:

1. Ratio of number of customers who stop using our

service versus the number of customers we start

with at the beginning of the period. (i.e. Retention

rate is 85%—this means that for every 100 custom-

ers, 15 will leave during a given period). Using this

method we focus on just the number of accounts.

2. Ratio of dollars of route work of those who stop

using our service versus the total dollars of route

work that we had routed at the beginning of the

period (i.e. Retention rate is 90%—this means that

for a $15,000 route we lost $1,500 dollars worth

of recurring work during the period). Using this

method we focus on the importance of the ac-

counts lost in terms of dollars.

Both techniques are important as we obviously

want to know the number of customers who are leav-

ing us but also if key accounts are getting away.

Here is an interesting way of measuring retention

that also considers effectiveness of advertising: Total

Advertising Spend percentage. This measurement tool

is not used often by too many PCOs, but is key to a

pest control company’s success.

Example:

Year One

■ A brand new company with no clients

■ Spends $20,000 on advertising

■ That $20,000 yields $100,000 of new service

contract work

■ Year One advertising is 20% of revenues

Year Two

■ At the end of year one either retention is 80%

or there is $80,000 of business from prior year

customers during year two

■ The same $20,000 is spent on advertising

■ Again, that $20,000 yields $100,000 of new service

contract work

■ Year two advertising is 11.11% of revenues

Figured: $20,000 of advertising divided by $80,000

of prior year customer revenue plus $100,000 of

current year customer revenue

$20,000 = 11.11%

$180,000

As long as advertising as a percentage of revenue is

falling, we are experiencing positive customer retention.

Benchmarking callBacks and customer retention while

consistently raising the bar goes a long

way in your firm’s ability to grow.


This is why many smaller companies experience higher

advertising percentages then larger companies. When the

larger companies indicate on industry surveys that they

spend 6% of revenues on advertising, that 6 % is on total

revenues. This percentage includes retained customers

where there is no advertising dollars spent to retain these

repeat customers as well as money spent on bringing in

new customers. Smaller companies spend a greater per-

centage on advertising because they don’t have as many

retained customers to spread the cost of advertising.

A better way to think about advertising is the

total spend divided by the revenue of the actual new

customers derived from that spend.

What happens when we increase or decrease the

dollar amount spent on advertising in the year of

measurement? In this case it skews our retention

percentage. For the purpose of our example, we

need to substitute the actual spend in year two with

the same spend as in year one to perform a consis-

tent calculation.

conclusionAs business becomes more complicated and success-

ful companies strive to become more efficient, there

will always be room for those that provide quality

service. Maintaining and improving the quality of

service is key. Benchmarking callbacks and customer

retention while consistently raising the bar goes a

long way in your firm’s ability to grow. «

Daniel S. Gordon is a CPA in New Jersey and owns

an accounting firm that caters to PCOs throughout

the United States. Visit www.pcobookkeepers.com for

information about his firm, PCO Bookkeepers. He can

be reached at [email protected]

I

BesT mANAgemeNT prACTiCes fOr

Bed Bugsm a r / a p r2 0 1 1

N p m A l iBrary update

TABle Of CONTeNTs 1. Introduction and purpose .................................................................. II

2. Business practices .............................................................................. II

3. service agreements ........................................................................... II

4. recordkeeping ................................................................................... III

5. technician and sales staff training ................................................. III

6. client education ............................................................................... Iv

7. disposal of Beds, Furniture, possessions ........................................ v

8. client cooperation and treatment preparations............................ v

9. Bed Bug detection ............................................................................ vI

10. Bed Bug scent detection canine teams ...................................... vIII

11. Integrated pest management and methods of control ................ Ix

12. Insecticides ....................................................................................... xII

13. surrounding units .......................................................................... xIII

14. post-treatment evaluation ............................................................ xIII

15. Health and safety of technicians .................................................. xIII

16. Health and safety of customers ...................................................xIv


II

1. Introduction and purposeThe resurgence of bed bugs has created significant concern in the pest management industry and in

society overall. Controlling, let alone eradicating, this pest is extremely difficult, as bed bug resistance

to insecticidal control measures to date is significant, and customers’ cooperation is often required for

successful control. Depending on the treatment strategy, it is often critical that the occupants of the infested

site cooperate with pest management professionals by reducing clutter, washing clothes, and/or performing

other activities.

Multiple products, methods and technologies may be employed as part of a successful bed bug treatment

plan. There are many factors that should be considered when determining which products or methods are

the best option to control a given bed bug infestation.

These guidelines are intended to help pest management professionals control bed bugs effectively,

responsibly, and safely. This document has been prepared by the National Pest Management Association

(NPMA) to present the practices that are effective in controlling bed bugs (Cimex lectularius). These

guidelines are intended to reflect the best practices at the time of publication and it is acknowledged that

novel research and innovations in pest management techniques may provide additional effective methods

in the future which will be incorporated into the document upon revision.

2. Business practices2.1. When providing bed bug service, pest management firms must:

2.1.1. Practice fairness and honesty in all advertising and transactions with customers and the

general public.

2.1.2. Maintain a high level of moral responsibility, character, and business integrity.

2.2. Pest management firms shall provide bed bug services safely and efficiently in keeping with NPMA’s

best management practices.

2.3. Pest management firms shall strive to remain current on the rapidly evolving technology of

managing bed bugs.

2.4. Pest management firms should only initiate treatment when evidence of bed bug infestation has

been confirmed, unless in the opinion of a trained and qualified pest management professional,

treatment is warranted due to circumstances such as proximity to an infested room, complaints

about bites, or other customer requests.

2.5. Pest management firms should confirm the location and extent of the infestation and provide the

following information to the client before beginning service:

2.5.1. The cost of service, including fees for additional services if necessary.

2.5.2. The kind of service to expect (number of visits, length of time until successful control).

2.5.3. Details of the service, including information about tools, methods and tactics to be used.

2.5.4. The preparation required by the client or tenant.

2.5.5. Realistic expectations, including obstacles to success such as lack of client cooperation, the

potential for bed bug reintroduction following treatment, etc.

3. service agreements3.1. A pest management firm should use a service agreement designed specifically for bed bugs, or attach

an addendum to a standard service agreement that addresses specific bed bug issues.

3.2. In addition to the typical wording found in standard service agreements, the bed bug service

agreement should include the following information:

3.2.1. A proposed schedule for completion of services.

3.2.2. A description of the service that will be provided and the specific areas to be serviced.

3.2.3. A description of the customer’s responsibilities, including preparations for service

and obligations to keep the site in a condition that does not promote future bed bug

infestations.


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3.2.4. Limitations of liability (except for gross negligence) for damages from bed bug bites,

disease, injuries, contamination, property damage, loss of income, etc.

3.2.5. Exclusions for damages for replacement of mattresses, furniture, bedding, clothing, and

other infested items.

3.2.6. Exclusions for damages expenses for bed bug bites and other health-related issues.

3.3. Many service agreement issues are unique to bed bug service (difficult pest to control, probability of

reinfestation, need for cooperation, etc.).

3.3.1. All service agreement wording related to bed bugs should be prepared or reviewed by an

attorney familiar with the critical factors associated with bed bug service.

3.3.2. All documents should be consistent with best management practices and in compliance

with any state and local laws and regulations specific to structural pest control and bed

bugs.

4. recordkeeping4.1. A pest management firm providing bed bug service needs to maintain good records in order to:

4.1.1. Document actions taken by the pest management firm to control bed bugs at the site.

4.1.2. Document the location of bed bugs at the site.

4.1.3. Protect the pest management firm from liability and billing disputes.

4.1.4. Document other information that may contribute to successful control. Additional

documentation may include:

4.1.4.1. The extent of infestations

4.1.4.2. The level of client cooperation

4.1.4.3. The environmental or living conditions that may contribute to lack of

treatment success (clutter, structural deficiencies, etc).

4.2. Various types of records may be used for bed bug service, depending on the site, and may include,

but are not limited to:

4.2.1. Inspection reports

4.2.1.1. Service reports, including product usage, methods and nonchemical

technologies

4.2.2. Pesticide application records

4.2.3. Specialized treatment records

4.2.4. Some specialized treatment methods require additional documentation including but not

limited to:

4.2.4.1. Fumigant concentration levels over time

4.2.4.2. Temperature readings and location of sensors for whole room heat treatments

4.2.5. Integrated Pest Management (IPM) recommendations for reduction of clutter, improved

sanitation, and habitat modification (exclusion)

4.2.6. Lack of customer cooperation (if any)

4.2.7. Customer education records

4.2.8. Staff training records

5. technician and sales staff training5.1. All pest management firm representatives who may encounter bed bugs or be asked about bed bugs

need basic training in bed bug biology and habits, elements of control, signs of bed bug infestation,

the detailed and labor intensive nature of bed bug work, and how to inspect for bed bugs.

5.2. Technicians and sales personnel regularly involved in bed bug control or sales need advanced

training in all aspects of bed bug control.


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5.2.1. Technicians need to be knowledgeable enough to address typical bed bug problems

encountered within his or her scope of work, or know how to find additional resources to

help solve the problem.

5.2.2. Sales personnel need enough training to accurately bid jobs, set reasonable expectations,

accurately describe to the prospective client the service that will be provided, and

communicate any client cooperation that is required.

5.3. At a minimum, advanced bed bug training should include the following:

5.3.1. Biology and habits

5.3.2. Methods of dispersal and spread

5.3.3. Bites and other medical issues including:

5.3.3.1. Bed bugs are not known to transmit disease.

5.3.3.2. Reaction to bed bug bites varies from person to person, including the fact that

some people do not react to bites.

5.3.3.3. Bug bites are not a reliable way to identify infestations.

5.3.4. How to inspect for bed bugs and the limitations of visual inspections.

5.3.5. Specific terms included in the pest management firm’s bed bug service agreement.

5.3.6. Customer preparations and responsibilities, including what steps to take if a client is

unwilling or unable to prepare for service.

5.3.7. Bed bug control methods used by the pest management firm.

5.3.8. How to determine the treatment options and best control strategy for each situation.

5.3.9. Safety precautions needed for bed bug service.

5.3.10. Strategies for bed bug prevention and minimizing spread (for communication to

customers).

5.3.11. How to evaluate success and recognize failure.

5.3.12. Local, State, or Federal laws, ordinances, and regulations related to bed bugs that may

impact the technician or the pest management firm.

6. client education 6.1. A pest management firm providing bed bug service should educate their clients and prospects to

ensure that expectations are reasonable.

6.2. A pest management firm providing bed bug service should educate its customers and prospects on

the following issues:

6.2.1. Basic identification, biology and habits of bed bugs.

6.2.2. Why bed bug infestations are difficult to detect and to eliminate.

6.2.3. Techniques for bed bug prevention.

6.2.4. Specific actions that might be required from the customer or resident such as:

6.2.4.1. Providing access and authorization for service.

6.2.4.2. Reducing clutter, laundering clothing, making repairs, etc.

6.3. Education should start during the initial contact with a customer about bed bugs, and should

continue throughout the process using tools such as:

6.3.1. Verbal communications

6.3.2. Handouts, including videos

6.3.3. Website information

6.3.4. Meetings

6.3.5. Staff training sessions

6.3.6. Status reports on services performed and next steps

6.4. PMPs should recommend that property managers:

6.4.1. Inform occupants of the surrounding units that a neighboring unit has bed bugs.


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6.4.2. Educate the occupants about bed bugs, including recognition and prevention.

6.4.3. Install mattress and box spring encasements.

6.4.4. Allow follow-up inspections of surrounding units until bed bugs have been eliminated.

7. disposal of Beds, Furniture, possessions7.1. Disposal of beds, furniture, clothing, and other items because they are infested with bed bugs

should generally be discouraged in residential situations and should be evaluated on a case-by-

case basis.

7.1.1. Disposal of infested items does not guarantee bed bug control.

7.1.2. Disposal of these items can result in a serious financial burden for residents,

particularly in lower income areas.

7.1.3. Replacement items may become infested if brought into a room prior to control of the

infestation.

7.1.4. Disposal may result in spread of bed bugs to new locations.

7.2. Mattress, box spring and furniture encasements can be a cost-effective alternative to disposal.

7.3. Some customers will prefer to dispose of infested items even after assurance that they can be

successfully treated.

7.4. Hotels and other sensitive sites may prefer to dispose of all bed bug-infested furniture to avoid

negative public relations.

7.5. When disposal of infested materials is necessary, steps should be taken to minimize the likelihood

of spreading bed bugs in accordance with applicable laws or ordinances for discarding bed bug-

infested items.

7.5.1. Items that are badly damaged and deteriorated may not justify the effort and expense to

treat them and should be discarded.

7.5.2. Visible or readily accessible bed bugs should be eliminated by vacuuming, steaming,

freezing, insecticide treatment or other methods.

7.5.3. Prior to removal from the infested area, mattresses, box springs, and furniture should

be sealed in plastic to trap bed bugs inside.

7.5.4. If left for pick-up, furniture should be labeled as bed-bug infested, and then damaged to

render it unsalvageable.

7.5.5. Disposal should be coordinated with trash pick-up, or items should be taken directly to

a disposal site.

8. client cooperation and treatment preparations8.1. Cooperation from residents, their guests, staff, and management is critical for success when

controlling bed bugs.

8.2. Typical failures of cooperation include lack of preparation or lack of access to infested and

adjacent rooms, or failure to follow IPM recommendations to eliminate conditions conducive to

infestation.

8.3. When agreeing to provide a bed bug service, a pest management firm should clearly delineate the

preparations that the customer must make and the preparations that the pest management firm

will perform.

8.3.1. Preparation recommendations vary based on company protocol and treatment type or

methods.

8.3.1.1. Some pest management firms require the client or resident to prepare

infested rooms by performing tasks such as: stripping the bed, emptying

closets, dressers and nightstands, bagging and cleaning clothes and linens,

vacuuming and reducing clutter. The client should be educated about how to

avoid translocating bed bugs during the preparation process.


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8.3.1.2. Some pest management firms have determined that their technicians should do

some or all of the preparation to minimize the risk of translocating bed bugs or

disturbing populations prior to treatment.

8.3.1.3. Whole-room heat and fumigation treatments require all belongings and

furnishings to be left in place, however additional treatment-specific

preparation is required.

8.4. Any treatment preparations should be appropriate to the type of site being treated (single family

home, multi-family housing, hotel/motel, office, etc.).

8.5. Treatment preparation instructions should be communicated before the technician arrives to

perform the service.

8.6. Involvement from property owners, hotel managers, office managers, and other responsible parties

is essential and includes:

8.6.1. Communicating with tenants, clients, employees, etc.

8.6.2. Allowing inspection and treatment (as needed) of adjoining sites.

8.6.3. Permitting adequate follow-up services.

8.6.4. Correcting structural deficiencies that may contribute to bed bug problems such as loose

molding, peeling wallpaper, etc.

8.6.5. Instituting housekeeping practices to prevent or reduce the spread of bed bugs.

8.6.6. Educating staff on prevention and control of bed bugs.

9. Bed Bug detection9.1. Before providing bed bug control service, a pest management firm should determine whether

treatment is necessary based on a careful inspection and the needs and concerns of the client.

9.2. Live bed bugs are evidence of an infestation, but sometimes are difficult to observe in low-level

infestations.

9.3. Intact, unhatched, or viable bed bug eggs are evidence of an active bed bug infestation.

9.4. Bed bug cast skins, bed bug fecal staining on sheets, and fecal staining near typical harborage

sites may be considered evidence of an active infestation if the area has not been previously

treated.

9.5. When a live bed bug or viable eggs cannot be located during an inspection, the technician should

make further effort to confirm the infestation through a more aggressive inspection or other

methods that have proven effective for bed bug detection.

9.6. Some clients may elect to have an area treated based on reports of bites or the proximity of other

infested areas, even if visual evidence of infestation cannot be confirmed.

9.7. The presence of bites or assurances by residents that bed bugs are present should be considered

carefully.

9.7.1. It is not possible to tell from an apparent bite if it was caused by a bed bug because bite

reactions vary, and bites from other insects may have similar appearance to those of bed

bugs.

9.7.2. Skin infections and conditions can also look like insect bites.

9.7.3. Confirm that the pest is the bed bug, Cimex lectularius, and not any of the closely related

bugs that infest bats and birds, which require different control tactics.

9.8. In addition to visual inspection, supplemental information may be useful including:

9.8.1. Reviewing pest control records for a building to track previous bed bug complaints,

confirmed infestations and prior bed bug treatments or services.

9.8.2. Speaking with building owners, occupants, and staff about the history of bed bug

problems at the site.

9.8.3. In residential accounts, determining where people sleep and rest outside of the bedrooms.


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9.8.4. In large buildings, mapping infested rooms to identify trends and determine the extent of

the infestation.

9.9. A powerful flashlight is an important inspection tool. Other inspection tools may be useful to allow

the pest management professional to access hidden or partially inaccessible critical areas. Optional

tools may include:

9.9.1. Screwdrivers, pliers, pry bar, multi-tool, crescent wrench, staple gun

9.9.2. Hand lens or other magnifier

9.9.3. An inspection (mechanic’s) mirror

9.9.4. Gloves and knee pads

9.9.5. Forceps, 70% alcohol and containers or vials for specimen collection

9.10. Bed bug inspections will vary in complexity depending on:

9.10.1. The site (private home, apartment unit, hotel, office, etc.)

9.10.2. The purpose of the inspection:

9.10.2.1. Confirming an infestation

9.10.2.2. Identifying all infested areas to determine treatment tactics

9.10.2.3. Verifying that an infestation has been eliminated

9.10.3. The extent of the infestation (low-level infestations are typically more difficult and time

consuming to inspect than are widespread, heavy infestations).

9.11. An initial bed bug inspection should include at a minimum:

9.11.1. Carefully inspecting sheets, pillowcases, and other bed linens, mattresses, box springs, bed

frames and headboards by checking all seams, piping, straps, and other hiding places for

live bed bugs, cast skins, fecal staining, and eggs.

9.11.2. Looking for evidence of bed bugs in cracks, crevices, and other typical bed bug hiding

places near the beds, and areas where people have reported seeing bed bugs or being

bitten.

9.12. In addition to the tasks above, inspections may include, depending on the site, and if necessary, such

things as:

9.12.1. Inspecting inside and underneath furniture, including the removal of drawers from

dressers and other items.

9.12.2. Inspecting behind pictures, wall hangings, and drapes.

9.12.3. Lifting the edge of carpeting and inspecting behind baseboards in suspected areas.

9.12.4. Inspecting for bed bugs on, under, and inside upholstered furniture.

9.12.5. Further investigation of any site where bed bug fecal material is observed.

9.13. Bed bug inspection should include areas outside of bedrooms where people spend time resting.

9.13.1. In commercial settings, depending on the extent of the infestation, inspections may be

expanded to other areas which may include:

9.13.1.1. Laundry carts, laundry rooms, janitorial closets, and storage areas.

9.13.1.2. Common areas such as recreation rooms, break rooms, social centers, lounges,

and waiting rooms where people congregate.

9.13.2. Obtain authorization to inspect rooms or apartment units next door, above, and below,

the infested room(s).

9.13.3. In residential settings:

9.13.3.1. Inspect hallways, closets, storage boxes, pet beds/cages, desks, and other areas

that may harbor bed bugs.

9.13.3.2. Inspect the living room, family room, and other non-sleeping areas.

9.14. The goals of a comprehensive bed bug inspection should be:

9.14.1. To determine if treatment is necessary or warranted.


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9.14.2. To identify special considerations such as the presence of ill residents, pets, or young

children.

9.14.3. To determine the best methods of control and estimate the amount of labor that will be

needed.

9.15. The use of bed bug monitoring devices may not be practical in all situations.

9.15.0.1. Monitoring tools detect bed bug activity over time (days or weeks).

9.15.0.2. Monitoring tools may be useful for confirming that a site has bed bugs, but the

failure to trap a bed bug does not mean that there is not an infestation.

9.15.0.3. The type of site, room or configuration of bed frames and other furniture may

limit the usefulness of monitoring devices

9.16. Monitoring devices may include passive, active or moat style traps:

9.16.1. Moat-style traps intercept bed bugs between their harborage areas and their host. Moat-

style traps are typically placed under the legs of beds and other furniture to capture bed

bugs moving up or down the legs and can also be placed adjacent to furniture where

infestations are suspected.

9.16.1.1. Because moat traps only capture bed bugs traveling in their immediate area; a

lack of bed bugs in these devices should not be construed to mean that there is

not an infestation.

9.16.1.2. Effectiveness of moat-style traps may be limited by the architecture of the

furniture or other factors.

9.16.2. Active monitoring devices typically use heat, carbon dioxide, or chemical attractants to

lure and capture bed bugs.

9.16.2.1. Use of most of these devices is limited by their cost and service requirements,

and is typically restricted to high-risk sites.

9.16.3. Passive traps catch insects that accidentally encounter the trap and include traditional

sticky traps as well as other traps specifically designed for bed bug monitoring.

9.16.3.1. Sticky traps have a low level of effectiveness but may catch bed bugs if placed in

enough locations.

9.16.3.2. Because of their low efficiency, a lack of bed bugs in sticky traps should not be

construed to mean that there is not an infestation.

9.17. Monitoring devices should be inspected periodically to evaluate bed bug populations.

10. Bed Bug scent detection canine teams10.1. Bed bug infestations can be detected by specially trained bed bug scent detection canine teams.

Because of their abilities, bed bug detection canine teams can be particularly useful in the following

circumstances:

10.1.1. When bed bugs are suspected but no live bugs or viable eggs can be found through visual

inspection.

10.1.2. For building-wide comprehensive inspections to locate all infested rooms.

10.1.3. In non-bedroom sites such as offices, theaters, schools, public transportation and other

unconventional areas.

10.1.4. As an additional method to confirm that bed bugs have been successfully controlled or

are not present.

10.2. At a minimum, bed bug detection canine teams must be able to detect live bed bugs and viable eggs.

10.3. Canine detection teams should be certified.

10.3.1. Certification demonstrates the canine team’s competence by an independent, third-party.

10.3.2. Certification confirms the ability of the team to locate live bed bugs and viable eggs in real

world environments.


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10.3.3. Certification confirms the canine team’s ability to differentiate live bed bugs and eggs

from other odors in structures.

10.4. Canine handlers should inform the client of the canine team’s certification status.

10.5. Canine handlers should be trained in bed bug biology, behavior, inspection methods and

identification.

10.6. Effective bed bug detection canine teams must be well trained and their training must be kept up-

to-date.

10.7. Distractors should be employed as part of the canine teams’ ongoing training program.

10.8. Prior to making a treatment, the canine handler or a pest management professional should attempt

to confirm the canine alert by:

10.8.1. Visually inspecting the area to confirm the presence of an active infestation, or

10.8.2. Utilizing a second canine team, or,

10.8.3. In some situations, the client may elect to have the room(s) treated without secondary

confirmation.

10.9. When a scent detection canine team is used for bed bug detection, it shall be performed by a canine

team that holds a current, independent, third party certification in accordance with the guidelines

outlined in the Minimum Standards for Canine Bed Bug Detection Team Certification. The

Minimum Standards for Canine Bed Bug Detection Team Certification is contained in Appendix A

of these best practices.

11. Integrated pest management and methods of control11.1. Integrated Pest Management (IPM) as it relates to bed bugs includes all or most of the following:

11.1.1. Educating and communicating with all affected parties on the biology and habits of bed

bugs, their prevention and control.

11.1.2. Making recommendations to residents about reducing clutter, laundering of clothing and

bed linens, and other tasks.

11.1.3. Making recommendations to property managers about sealing cracks and crevices,

correcting structural deficiencies, making mechanical alterations or modifying

architecture to prevent or reduce the likelihood of infestation.

11.1.4. Emphasizing inspection as part of the management program,.

11.1.4.1. The use of nonchemical tools, strategies and technologies as well as insecticides

to kill bed bugs where they hide and travel.

11.2. A bed bug management program should—

11.2.1. Physically remove or kill visible and accessible bed bugs and their eggs, either immediately

or though residual effects.

11.2.2. Continue the service plan until the infestation is controlled.

11.3. Multiple methods of control are available to the pest management professional, multiple methods

may be combined to achieve control including:

11.3.1. Vacuuming

11.3.1.1. Physical removal of a large numbers of bed bugs can quickly reduce population

in heavy infestations.

11.3.1.2. Vacuuming will cause the area to appear less infested when bed bug debris has

been removed and it will be easier to identify new activity.

11.3.1.3. Vacuum recommendations:

11.3.1.3.1. Consider using a high-powered vacuum designed for pest

control, outfitted with a HEPA filter.

11.3.1.3.2. Use a crevice tool for corners, edges, seams, cracks, and crevices.

11.3.1.3.3. Scrape the tool along the surface to dislodge bed bugs and eggs.


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11.3.1.3.4. Vacuum upholstered furniture, the floor under and around the

bed and furniture, along the baseboards, and anywhere fecal

material is observed.

11.3.1.4. Be careful not to accidentally spread bugs to other sites or locations via the

vacuum.

11.3.1.4.1. Discard vacuum bags inside a sealed plastic bag.

11.3.1.4.2. Check brushes and filters for live bugs or eggs.

11.3.1.5. Vacuums alone will not eliminate every bed bug.

11.3.1.5.1. Bed bugs will be located in inaccessible sites.

11.3.1.5.2. Bed bugs can hold tight to rough surfaces and resist vacuuming.

11.3.1.5.3. Vacuuming provides no residual effect.

11.3.2. Steam treatment

11.3.2.1. Steam can kill all stages of bed bugs when temperatures reach critical levels as

outlined in Appendix B

11.3.2.2. The use of a commercial-grade “dry steam” unit can be a useful tool for bed

bug control.

11.3.2.3. When steaming, follow these procedures:

11.3.2.3.1. Place the steamer head in direct contact with the surface.

11.3.2.3.2. Move the head slowly across the surface (about 1 foot every 10-

15 seconds).

11.3.2.3.3. Apply steam treatments to areas where live bed bugs or eggs have

been observed and critical areas where bed bugs are suspected.

11.3.2.3.4. Pull out furniture drawers and steam inside, then turn over and

steam underneath.

11.3.2.3.5. Steam potential harborage sites where you see bed bug fecal

material.

11.3.2.4. When in doubt about the risk of heat or moisture damage, first steam an

inconspicuous area and then check for damage. Avoid steaming heat-sensitive

items such as:

11.3.2.4.1. Leather, acrylic, vinyl, linen

11.3.2.4.2. Painted surfaces

11.3.2.4.3. Finished wood, laminated wood, or simulated wood veneers

11.3.2.4.4. Plastic

11.3.2.4.5. Wallpaper and other glued surfaces

11.3.2.4.6. Electronics

11.3.2.5. Instruct the customer to allow mattresses and furniture to completely dry

before covering with linens or encasements.

11.3.3. Heat Treatments

11.3.3.1. Heat treatment can be used to treat and control bed bugs in:

11.3.3.1.1. A whole structure.

11.3.3.1.2. An apartment unit, a room, or a portion of a room.

11.3.3.1.3. A compartment containing furniture and possessions.

11.3.3.2. Heat treatments typically have a higher tolerance for cluttered environments

than traditional pesticide applications

11.3.3.3. When conducting whole-room heat treatment ensure that the equipment has

the capacity to raise and hold the temperature in the treated area to a bed bug

lethal level.


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11.3.3.3.1. Ensure, through the use of heat sensors, that bed bug harborage

areas are raised to a lethal temperature and held for a sufficient

period of time to kill all bed bugs and eggs.

11.3.3.3.2. Because some areas are insulated, or slower to heat,

sensors should be placed in areas that ensure that the core

temperature of the treated item reaches lethal levels for a

sufficient period of time.

11.3.3.3.3. Recommended temperature and exposure periods are provided

in Appendix B.

11.3.3.4. Heat treatment can be limited by these factors:

11.3.3.4.1. Insulated areas where it is difficult to raise the temperature to

levels sufficient to achieve complete kill.

11.3.3.4.2. Poor air flow in a room or container resulting in cool spots.

11.3.3.4.3. Poorly insulated rooms or containers during cold weather

11.3.3.4.4. Construction features that may contribute to heat loss or

insulated cold spots.

11.3.3.4.5. The possible ability of bed bugs to move out of heated areas in

whole-room treatments.

11.3.3.4.6. Potential heat damage to certain materials, including

the risk of activating automatic fire suppression systems

(sprinklers). Care should be taken to safeguard these

materials and systems.

11.3.3.5. For whole-room heat treatment, the preventive use of insecticide in walls and

under carpet edges, prior to treatment, may complement treatment by killing

bugs attempting to move away from the heat.

11.3.3.6. Containerized heat treatment can be used to supplement traditional bed bug

service by killing bed bugs and eggs in items that are difficult to treat using

other methods.

11.3.3.6.1. Typical items to be heat treated include beds, furniture, personal

possessions, clothing, shoes, appliances, and equipment.

11.3.3.6.2. Various enclosures can be used including trucks, trailers,

shipping containers, storage pods, specially designed self-

contained heating units, or tarps.

11.3.4. Mattress and Box Spring Encasements

11.3.4.1. Mattress and box spring encasements can be a useful tool for bed bug control.

11.3.4.2. Encasements create a barrier to bed bug movement in and out of the mattress,

box spring, and pillows, by trapping and starving bed bugs inside.

11.3.4.3. Encasements make subsequent inspection easier because bed bugs are more

visible on the encasement by eliminating harborage areas in the box spring and

mattress.

11.3.4.4. Not all encasements protect against bed bugs; only use those demonstrated as

being “bed bug-proof,” “bite-proof,” and “escape-proof.”

11.3.4.5. Encasements allow residents to salvage an infested bed rather than dispose of it.

11.3.4.6. Before encasements are installed, a pest control professional should vacuum,

steam or treat the mattress and box spring to remove and kill as many bugs as

possible.


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11.3.5. Cold “Freeze” Treatments

11.3.5.1. Freeze treatments use extreme low temperatures to kill bed bugs and eggs on

contact.

11.3.5.2. Freeze treatments can be applied to most surfaces and may be beneficial in

treating bed bug-infested items that otherwise are difficult to treat including toys,

plastics, books, and other items.

11.3.5.3. This technology leaves no residual and is used primarily for killing bed bugs and

eggs on contact.

11.3.6. Fumigation

11.3.6.1. Both whole structure and chamber fumigation are effective methods of

controlling all bed bug life stages.

11.3.6.2. Fumigation is a specialized treatment method, not all pest management firms

perform fumigation services.

12. Insecticides12.1. Always read and follow all label instructions when applying insecticides and follow all instructions on

the label including:

12.1.1. Special instructions related to bed bugs, including whether and how the product can be

applied to beds and furniture and in living areas.

12.1.2. Specific instructions as to how much time must pass before reapplication, keeping in mind

that alternative products may be used, if necessary, in the interim.

12.2. Choose products that have been shown to be effective in published research, as discussed in pest

control meetings, from your own experiences, and that of other pest management professionals.

12.3. Choose products labeled for the target site.

12.4. If acceptable results are not obtained, consider using alternative products, formulations or non-

chemical methods.

12.5. Apply insecticides to places where bed bugs hide, travel and deposit eggs, carefully adhering to all label

instructions.

12.6. Typical treatment sites are places where bed bugs hide, or are suspected including, but not limited to

the following:

12.6.1. Bed frames, particularly cracks, crevices, holes, and wherever two surfaces join together.

12.6.2. Mattresses and box springs.

12.6.2.1. Some pest management firms have policies that prohibit the treatment of

mattresses and/or box springs

12.6.3. Other furniture

12.6.3.1. Treat cracks, crevices, voids, drawer slides, and the undersides of horizontal

surfaces.

12.6.3.2. Treat under cushions, behind skirting, in seams, underneath and inside voids in

upholstered furniture.

12.6.4. Cracks and crevices near infested areas along baseboards, crown moldings,

window and door frames, as well as nail holes, damaged walls, chipped paint, etc.

12.6.5. Under carpet edges, tack strips of wall-to-wall carpeting, cracks and seams in

hardwood floors, etc. near infested areas.

12.6.6. Inside receptacles and switch plates, light fixtures, wire runs and pipe runs near infested

areas.

12.6.7. In severe infestations, treatment sites may include inside wall voids of infested rooms, drapes,

ceiling/wall intersections, drop ceilings over beds, and many sites too numerous to list.

12.6.8. In hotels, treatment sites often include service carts, laundry carts, and luggage racks.


XIII

12.7. Access to treatment sites may require removing carpets, molding, baseboards, wallpaper, and other

major actions.

13. surrounding units13.1. Bed bugs commonly spread from infested areas into new locations by moving from room to room,

through pipe runs and wall voids, along electrical wires, and through other connections between

rooms.

13.2. In apartments, condominiums, hotels, and other multi-unit buildings, when a unit is discovered to

have bed bugs, the surrounding units should be included in the service or inspection area.

13.2.1. One or more of these surrounding units—

13.2.1.1. May have been infested by bed bugs that have traveled from the unit with a

confirmed bed bug infestation.

13.2.1.2. May be the originating source of the bed bugs.

13.2.2. Surrounding units include adjacent units beside and directly above and below.

13.2.3. Failure to inspect surrounding units, and to service any surrounding units found to have

bed bugs, increases the risk of—

13.2.3.1. Reinfestation of the original unit.

13.2.3.2. The bed bug infestation spreading further through the building.

14. post-treatment evaluation14.1. Multiple service visits may be required to eliminate bed bug infestations. The reasons include, but

are not limited to:

14.1.1. Some bed bug harborage areas may be missed during initial service.

14.1.2. Any eggs not destroyed may hatch and subsequent nymphs may not be controlled by

residual material.

14.1.3. Bed bugs may escape treatment inside protected harborages.

14.1.4. Insecticide resistance.

14.1.5. Insecticides with poor residual effects.

14.2. Success in bed bug service is generally declared when no new evidence of bed bugs can be found and

verified.

14.3. Because of the cryptic nature of bed bugs, it is difficult to be 100% sure that all bed bugs and eggs

have been eliminated.

14.4. PMPs should base their schedule of follow-up inspections on the treatment process they use.

Follow-up services may include:

14.4.1. Interviewing occupants and staff to see if there has been any recent activity (bites, new

bed bug fecal stains on sheets, visual sightings, etc.).

14.4.2. Inspection of treated rooms and adjacent areas

14.5. The appearance of new evidence of bed bugs after a series of service visits does not necessarily

indicate a service failure: the new bed bugs might be re-introductions from other infested locations.

14.6. Document all actions to demonstrate that the pest management firm has taken reasonable steps to

ensure that the bed bugs have been eliminated, and highlight any problems encountered (lack of

cooperation, structural problems, conducive conditions that have not been corrected).

15. Health and safety of technicians15.1. Technicians should be trained in recognizing the health and safety concerns associated with

inspecting and treating for bed bugs.

15.2. When working in bed bug-infested sites, technicians run the risk of carrying bed bugs in their

clothes and equipment to their homes, office, vehicles, or to other sites. To prevent this they should

be trained to:

15.2.1. Assume beds and other items are infested and act accordingly.


XIv

15.2.2. Avoid leaning across or sitting on infested beds or furniture; minimize contact between

their clothes and equipment and infested items.

15.2.3. Bring a minimum of equipment into an infested room and place it in an open area.

15.2.4. Perform an inspection of their clothes and equipment before leaving an infested site.

15.2.5. Launder all clothing immediately upon returning home from work. Footwear can often

be heated in a dryer to kill all bed bug stages.

15.2.6. Consider carrying an extra set of clothes to change into after working in a badly infested

location.

15.3. Strains and back injuries are a risk in bed bug work because technicians must move mattresses, box

springs, furniture, etc.

15.3.1. Technicians should be trained in proper lifting techniques for beds and furniture.

15.4. Bed bug work in residential settings involves handling other people’s bed linens, dirty clothes, shoes,

and other most personal possessions, which exposes technicians to human pathogens, particularly

blood-borne pathogens. Special precautions may need to be taken including, but not limited to:

15.4.1. Wearing appropriate personal protective equipment.

15.4.2. Using caution when reaching into or behind furniture to avoid injury.

16. Health and safety of customers16.1. Bed bug service often involves the use of insecticides. Before any insecticide application, speak to

the occupants to determine if anyone might have health concerns that would be cause for concern if

pesticides were used.

16.1.1. If the client has specific health concerns with regard to insecticide treatment, recommend

that they consult with a physician prior to treatment. In these cases, it is advised that

treatments be made in accordance with a physician’s recommendation.

16.2. Reduce all occupants’ risk of insecticide exposure by advising them which areas have been treated

and by informing them when they can re-enter the treated room and what special precautions

should be followed.

16.3. Technicians should reduce the risk of insecticide exposure to pets by advising occupants to keep pets

out of treatment areas as directed by pesticide label directions.

appendix a—minimum standards for canine Bed Bug scent detection team certification1. definitions

1.1. Alert—A characteristic change in canine behavior in response to an odor, as interpreted by the handler.

1.2. Canine Team—A human and working canine that train and work together as an operational unit.

1.3. Distractor—Non-target odor sources placed within a search area.

1.4. Extract—odor extracted from an actual insect.

1.5. Handler—The trained person who works with the canine.

1.6. Hide—A container that allows free movement of air containing no more than five (5) live bed bugs

or viable eggs.

1.7. Pseudo-scent—Man-made compound that mimics the target odor.

2. purpose of certification2.1. To demonstrate the canine team’s ability to perform an accurate search for live bed bugs and

viable eggs.

2.2. To demonstrate the handler’s ability to accurately interpret the canine’s changes in behavior and

final response associated with bed bug odor.

3. general guidelines3.1. Only canine teams are certified under these guidelines, canines or handlers alone do not qualify for

certification.


Xv

3.2. Canine team certifications are valid for one year, at which time certification is required again.

3.3. Certification does not relieve the canine team from the obligation to perform and document regular

maintenance training and conduct periodic assessments to maintain high levels of operational

proficiency.

3.4. Handler is responsible for describing to the evaluator the specific kind of passive or active alert that

is expected from the canine.

3.5. Pseudo-scents and extracts are prohibited for certification purposes.

4. testing guidelines4.1. Certification tests should be designed to accurately evaluate the ability of a canine team to perform

as trained.

4.2. Testing must take place under field conditions where bed bugs may be found.

4.3. Tests should consist of a minimum of four (4) areas designed to restrict odors from moving

between areas.

4.4. Each area described in 4.3 should contain at least one distractor or hide.

4.4.1. Evaluator must place hides in the testing rooms at least thirty (30) minutes before testing

begins.

4.4.2. Distractors should represent of the typical odors encountered (under field conditions) by

canine teams in the region(s) the team operates.

4.4.3. When dead bedbugs are used as a distractor, the bugs must have been dead for at least

forty-eight (48) hours.

4.5. Time Limit

4.5.1. Time limit for completion of test (all rooms) is twenty (20) minutes of total search time.

4.5.2. Time spent between rooms is not counted toward total time.

4.6. Evaluation

4.6.1. Certification tests will result in a grade of pass or fail.

4.6.1.1. Handler will interpret the canine’s response by identifying the specific location

of the hide.

4.6.1.2. There are multiple combinations of outcomes that may result from the

certification test. These are described in Section 4.6.2

4.6.2.

odorcanine

response handler response test result

Live Bed Bug or Viable Eggs

AlertInterprets Live Bed Bugs

or Viable EggsPASS


AlertDoes Not Confirm Presence of Live

Bed Bugs or Viable EggsFAIL


No AlertInterprets Live Bed Bugs or Viable

EggsFAIL


No AlertDoes Not Confirm Presence of Live

Bed Bugs or Viable EggsFAIL

Other Odor Alert Interprets Odor as Other Odor PASS

Other Odor AlertIncorrectly Identifies Live Bed Bugs or

Viable EggsFAIL

Other Odor No AlertIncorrectly Identifies Live Bed Bugs or

Viable EggsFAIL

Other Odor No Alert Interprets Odor as Other Odor PASS


XvI

4.6.3. To achieve a passing grade for certification:

4.6.3.1. Test outcome must result in pass (as described in Section 4.6.2) in all

rooms.

4.6.4. Mistreatment of canines during the testing process will result in failing score.

5. evaluators5.1. A minimum of two (2) people must conduct each certification test, one of whom shall meet

the credentials outlined in Section 5.2.

5.2. Each evaluator will have a minimum of five (5) years experience (total) in scent canine

handling and evaluation in one or more of the following fields:

5.2.1. Law enforcement

5.2.2. Government agency

5.2.3. Military

5.2.4. Other comparable and verifiable experience in canine scent detection training or

evaluation.

5.3. Evaluators may not be the canine’s current or former trainer.

5.4. Evaluators may not have any conflict of interest with regard to the canine, handler or

handler’s business.

6. certification Organizations6.0.1. Pest management firms should avoid conflict of interest when choosing a

certification organization.

6.0.2. Certification organizations may have requirements that are stricter than those

outlined in these standards.

appendix B—recommended temperature and exposure periods for Bed Bug control

temperature/ exposure time required to Kill all Bed Bug stages

temperature Exposure time

113 F (45 C) 7 hours

118 F (48 C) 90 minutes

122 F (50 C) < 1 minute

For steam treatments surface temperatures should reach 160 – 180 F (71 – 82 C) to ensure that surface

temperatures rapidly exceed 122 F (50 C). «

Reference: 2010. Kells, S.A. Control of Bed Bugs in Residences: Information for Pest Control Companies. University of Minnesota Fact Sheet, St. Paul, MN. www.bedbugs.umn.edu


Over the years I’ve learned that every business problem stems from

a human resource problem. It takes the right people to be successful in busi-

ness today, which is quite a challenge considering that the workplace has be-

come the stage for acting out much of life’s drama. Oftentimes, managers are

faced with having to play the role of a counselor rather than a coach. Show

me any business today and I’ll guarantee that managers at every level have

dealt with the interconnected challenges of low trust, negativity, poor perfor-

mance, and lack of accountability. Leaders, of course, are right in the middle

of this. And, to a large extent, the success of a given organization is based on

management’s ability or inability to deal with performance challenges.

i m p r o v e m e n t


i m p r o v e m e n tWith a new generation of workers who

are skeptical, fun-seeking, and thirsty for praise, coaching and disciplining

employees requires a much different approach: one that preserves respect, minimizes risk, and gets per-formance results, all while motivating the individual to excel. Gone are the days of “I’m going to write you up” threats.

In many organizations, rather than focusing on performance improvement, employee development has centered on building a trail of documentation to justify a termination. In fact, in many cultures, it is commonly known that once you receive a verbal warning, you are on the path to termination. There

is no escaping the wrath of “progressive discipline!” Sadly, the entire process has not lived up to its original purpose and intent to develop productive, effective employees. What’s needed today to ad-dress employee performance problems is a whole new approach that includes an “art” and a “sci-ence.” Consider the following five strategies (The “Art”) and four tips (The “Science”) for effectively enhancing performance . . .

the artStrategy #1: Focus on the ultimate goal of any coaching session. Sounds simple, but first you have to know what the goal is. Assuming you

BY JEAN L. SEAwrighT, CMC


truly want to develop the employee, the goal is NOT

to alienate or demotivate the employee. Rather, the

goal of any coaching session is to solve the problem

AND maintain the relationship. Always keep this

in mind.

Strategy #2: Before coaching the employ-

ee, frame the situation using the willing and

able matrix. Ask yourself, “Is the employee willing

but UNABLE?” If so, this is really a training issue

(that is, YOUR problem, vs. the employee’s). If, on the

other hand, the employee is UNWILLING but able,

you should coach the employee. Of course, if the

employee is UNWILLING and UNABLE, he or she

should be UN-EMPLOYED in my book. The ultimate

goal is for all of your employees to be both WILLING

and ABLE.

Strategy #3: Consider the personality of

the person you’re coaching and prepare

your discussion accordingly. Personality can

impact behavior. Resolving performance problems

starts with understanding the employee who has the

problem.

This doesn’t mean you need to be a degreed

psychologist; but, if you can begin to learn and

understand some fundamental personality traits of

the people you manage, you’ll be in a better position

to meet them where they’re at in their understanding

and enhance their learning and development.

Why? Because in some cases, performance prob-

lems stem from a misfit between the person and the

position—a square peg in a round hole. When peo-

ple feel the need to act unnaturally, they experience

stress, which lowers productivity and, in turn, leads

to job dissatisfaction and performance problems.

You don’t need to know a lot about people’s

weaknesses; but, you do need to know about their

strengths. Building on strengths is more productive

than trying to correct weaknesses. (Hint: You can

and should obtain this type of information during the

interview process by in-depth questioning or personal-

ity profiling. This way, you reduce the risk of a mishire

and performance problems down the road.)

Strategy #4: Coach vs. Punish. Over the years

I’ve watched traditional forms of punishment (pro-

gressive discipline) in the workplace fail. The reason

for this is that managers have not yet learned how

to effectively coach employees. Managers must learn

how to turn the disciplinary process into a behavior-

changing event. What’s needed is positive coaching—

a two-way conversation that is mutual and that

communicates respect—one that is problem-focused,

change-oriented, and disciplined.

Remember, you don’t have to make a person feel

bad in order to get him or her to act good. It doesn’t

work with the younger generation. Today, if the boss

is viewed as a jerk, employees simply walk. Punitive

punishment is no longer an effective strategy for

disciplining employees.

Strategy #5: Obtain agreement and a

commitment to change. This is perhaps the

most overlooked, yet critical ingredient in devel-

oping performance. When a manager confronts

an employee about a problem, it’s imperative that

the employee actually agrees to solve the problem

and takes responsibility for it. This can only occur

when the manager is prepared to provide detailed

examples of the problem and the tangible outcomes

of the behavior. A “broad brush” approach will not

lead to an agreement and commitment. Before you can

gain agreement and get a commitment to improve,

the employee must believe and accept that there is a

problem to correct.

What’s also good about the commitment piece is,

if the problem persists, the next time you can focus

on the employee’s failure to live up to the agreement;

that is, their ownership of the problem and their

personal choice not to improve.

the scienceNow for the “science” . . . In the world of govern-

ment regulations, the burden of proof rests with the

employer. Think of it as being “guilty until proven

innocent.” Because government agencies operate un-

der this principle, employers must take very definite

measures to ensure their policies, procedures and

work practices are consistent and compliant. Here

are a few tips to manage this important aspect of

coaching . . .

Tip #1: Define Expectations. When you

define the specific expectations, you eliminate the

opportunity for employees to make excuses for their

performance problems—that blame-game thing.

You can define expectations by means of a properly

written and compliant hand-book, comprehensive

training programs, and job descriptions that specify

the accountabilities.


Tip #2: Properly document coaching ses-

sions. Include only conduct that is observable,

measurable, and tangible. Document the “who, what,

where, and when” details. And don’t use the word

“attitude!” What in the world is a “bad attitude?”

Instead, describe the tangible outcome: the behavior

that you actually see, hear, or measure. Don’t get

hung up on the type of form to use; if it’s properly

worded, it can be equally effective if you use a memo

format or a common “warning” form. Also, remem-

ber, the employee’s signature only verifies that he or

she received the document—it does not and will not

bring about a change in performance or a commit-

ment to improve. You should always gain agreement

and get a commitment BEFORE the employee signs.

An employee who disagrees with the coaching

notice or who refuses to sign it is not an employee

who agrees or commits to changes. (Note: Monthly

service clients can use our firm for assistance drafting

documentation!)

Tip #3: Utilize an effective performance ap-

praisal program. An effective performance appraisal

program includes position-specific performance review

forms administered by managers who are willing and

able to confront performance realistically. Review forms

should state only the facts and should not sugar coat

problems, use discriminatory language, promise pro-

motions, or guarantee increases.

Tip #4: Ensure consistency in your coach-

ing. Watch out for favoritism. When managers allow

bad behavior by one employee (perhaps because he

or she is the star sales person), credibility is lost and

morale is affected.

When all else FailsWith all this talk about coaching, gaining agreements,

and getting commitments—don’t misunderstand.

You should never hang on to a poor performer who

cannot or will not improve. In fact, the number one

problem with terminations is—you guessed it—they

don’t happen often enough.

Leaders who avoid conflict because they feel sorry

for poor performers, hate confrontations or have

overstepped the boundaries of a work relationship

will ultimately suffer a loss of credibility. Why?

Because the good performers are watching and when

they see the leader FAIL to take action, they lose faith

and trust in the leader’s ability to solve problems.

Leaders who find themselves in this position

have, what we call, “misdirected compassion.”

They fail to miss the point that they cannot always

provide what a person needs to grow. Plus, people

who aren’t performing well know it. The longer

they are allowed to under-perform, the worse they

feel about themselves. Misdirected compassion

can do more harm than good. So, sometimes the

best choice is the tough one—to let the employee

go. If you coach and document effectively and you

give an employee the opportunity to improve, if the

employee chooses not to change, it’s time to part

ways. There=s no reason to hang on to (or transfer)

a problem. Remember . . . it’s not “employment

for life,” it’s “employment at will.” You don’t adopt

employees, you hire them.

At the end of the day, the number one responsibil-

ity of any leader is to develop people . . . and this, of

course, begins with attracting talent. Once you have

talent lined up at the door, you can hire smart and

coach employees who are willing and able to grow

with your organization. Easier said than done . . . «

Jean Seawright is NPMA’s HR Consultant. She is

president of Seawright & Associates, an HR manage-

ment consulting firm located in Winter Park, Florida.

Since 1987, she has provided human resource man-

agement and compliance advice to employers across

the country. She can be contacted at 407-645-2433 or

[email protected].

How Do AttituDes CHAnge? There are only ways:

Deep psychotherapy

a religious conversion

a lobotomy

Point: Live with who the person is and change what the person does through proper coaching.


BY JiM FrEdEriCkS Q i’ve read that pavement ants have a stinger, but i’ve never been stung by one. can they sting and should my customer’s

be concerned about it?

A It’s true, pavement ants (Tetramorium

caespitum) have a stinger, but they rarely

use it. Found throughout most of the

United States, the pavement ant is one of the most

common nuisance ant species in the Northeast and

Midwest. Winged reproductive ants are often seen

during their mating flights in the spring and are

sometimes confused with termites by consumers.

Pavement ants often nest under slabs, patios or

landscaping features. Pavement ant stingers are so

small that they generally cannot penetrate human

skin and are not considered a threat to human

health, so your customers don’t need to worry

about getting stung by these pests.

Q i have a ground floor apartment unit that has an infestation of small flies, they seemed to be concentrated around the

diaper pail, but even after the customer removed it, the problem persisted. the flies look similar to fruit flies, but they don’t have red eyes. what can i do to control this pest?

A The fly you are encountering is probably

a phorid fly, also known as a scuttle,

or humpbacked fly; both are common

names for flies in the family Phoridae. These flies

are sometimes confused with fruit flies because

of their size and coloration, but there are a few

simple identifying characteristics that can be easily

recognized in the field to help you determine the

difference. First, eye color can be tricky. Most people

commonly associate red eyes with fruit flies, also

called vinegar or pomace flies (family Drosophilidae),

but not all fruit flies have red eyes, so using eye color

is not as helpful as many people think. There are two

easier ways to determine the difference. One approach

is to observe the general shape of the insect. Phorid

flies have a more humpbacked look, hence their other

common name. Next, take a look at the fly’s rear legs.

The section of the leg closest to the thorax is called

the femur (analogous to the large leg bone connecting

the hip to the knee in humans). Phorid flies have an

expanded and flattened femur.

As for the infestation that you are observing in

the apartment unit, it makes sense that the flies were

hovering around the diaper pail. Phorid fly larvae

live in and eat decaying organic matter and are often

associated with contaminated soil adjacent to broken

sewer lines. A diaper pail full of soiled diapers will

probably provide a suitable secondary food source,

but the chances are the problem is more complicated

than that. Have building maintenance contact a

plumber that is capable of identifying cracks or breaks

in sewage pipes running beneath the slab. Often,

phorid flies will breed in the contaminated soil and

find their way into the living space through cracks,

expansion joints or bath trap openings in the slab. If

a broken pipe is found it, should be repaired and the

contaminated soil should be removed and backfilled

before replacing the slab.

a s K t H e e x p e r t»

Pavement Ants (Tetramorium caespitum)


Q i have been battling a mouse infestation inside a pet food store for months and i don’t seem to be getting control. i

think it’s because they are feeding on dog food that has been fortified with vitamin K and it’s counteracting the rodenticide bait i have been applying. what do you think?

A You are correct; vitamin K1 is a treatment

for anticoagulant poisoning. Vitamin K1

is the preferred method of treatment for

poisoning with anticoagulant baits, since vitamin

K3 is not as effective at reversing the acute effects of

anticoagulants. However, the levels of vitamin K in

processed pet foods are typically not high enough

to counteract the effects of anticoagulant baits. At

best, increased levels may slow the onset of lethal

symptoms, but the end result will be the same.

I do suspect however that the rodent’s diet may have

something to do with the challenges you are encoun-

tering with your control efforts. The abundance of

competing food sources may be limiting the effectiveness

of your baiting program. If you haven’t done so already,

make recommendations to your client about promptly

cleaning up spilled food. If they don’t already have a deep

cleaning schedule, suggest that they develop a plan to

periodically disassemble shelving and clean food debris

that may have become hidden inside or underneath.

Additionally, you should consider a trapping

program to “knock down” the population quickly.

Traditional snap traps are one of the most effective

ways to remove large numbers of mice in a short

period of time. Consider placing multiple snap traps

in all of the areas that droppings or mouse activity has

been observed. In public areas of the store, you may

need to wait until after hours to place the trap then

remove them early the next morning. Remember to

use plenty of traps. If there are 100 mice in the ac-

count and you only place 50 traps, the best you can do

is catch 50% the first night. You might also consider

baiting the traps with non-food items that might be

attractive as nesting material like a small bit of yarn or

a cotton ball. As for food baits, try using their normal

food (dog chow) and some novel baits, like chocolate,

peanut butter or anything else that the mice may not

have encountered recently.

Q Ever since i explained to my client that rodenticide baits do not cause mice to leave the structure to seek water, she

won’t let me use bait in her home for fear of a mouse dying inside a wall void and causing an odor. what can i do to convince her that rodenticides are ok to use?

A I applaud your efforts to dispel a time-

honored myth about rodenticide baits. You

are right, anticoagulant baits do not cause

a rodent to get thirsty, go outside seeking water,

and consequently die outdoors. Instead, rodents,

including rats and mice, will typically return to

their nests to die. If the nest is inside a wall void

or underneath a cabinet, the rodent will die in the

house. If the rodent is entering the home for food,

then returning to its burrow or nest outside, it

will most likely die outdoors. As you know, in pest

management, there are always exceptions to the

rules. I once received a phone call from a customer

who observed a mouse stagger to the middle of the

dining room floor before expiring, in the middle of

Thanksgiving dinner. The bottom line is this: you

never know where the rodent’s final resting place

will be.

Having said that, the risk of a dead mouse odor

is real, but it’s a minimal risk. Consider that typi-

cal pest management firm controls hundreds, if not

thousands of mice during the course of a year. How

many of those result in an odor complaint? Only a

small percentage, right? However, the probability of

a dead mouse causing an odor in a home increases as

the rodent population in the structure increases. This

is caused not only from mice consuming baits, but

also because over time mice will expire from natural

causes too. Let your customer know that the prob-

ability of a bad odor is low if a problem is dealt

with early, ignoring the problem will only increase

the likelihood of bad odors in the future. «

a s K t H e e x p e r t


m a r K e t I n g c O r n e r»

T he late comedian, Mitch Hedburg once made

the observational joke, “When someone hands

you a flier, it’s like they’re saying ‘Here, you throw

this out.’” Of course he is referring to the fliers that are

handed out on busy street corners or papered on parked

cars, as opposed to strategic direct mailing. However, the

end result is still the same. Whether it’s one second or

one week, fliers have limited staying power with the aver-

age consumer. However, there are other things you can

give to clients that are much less likely to see the bottom

of a garbage can.

Branded promotional items can be an extremely

effective tool for keeping your company on the minds of

clients and potential clients. The Promotional Products

Association International (PPAI) conducted a study in

2009 to gather information regarding Americans’ views

on promotional items and other forms of advertising.

According to this study, of the 1,000 people surveyed:

■ 94 percent could successfully recall a promotional

product they had received in the past two years

■ 89 percent could recall the advertiser of the

promotional product.

■ 83 percent reported that they liked receiving

promotional products

■ 48 percent would like to receive promotional

products more often

■ 69 percent typically keep the promotional product

■ Compared to TV, print and online advertising,

promotional products delivered higher recall rates of

the company/brand, and/or the product/service

With this in mind, it is easy to see why so many

companies use these items as a key part of their

marketing plan. Promotional items serve a different

purpose than TV, radio or print advertising, which

can be effective as an immediate call to action or to

deliver very specific messages. Promotional items help

your company to stay “top of mind” throughout the

year for a lasting affect. They are also a nice way to say

“thank you” to existing customers and make a good

impression on potential customers.

What to getWe’ve established that, when done well, promotional

items can be a worthwhile marketing tool; but what

are these items? How do you choose what is best for

your purposes? One of the most important things

to remember when choosing these items is to think

like a consumer. Imagine your home or office for

example. What do you hold onto and what do you

throw away? What is useful and what is just clutter?

The more practical and useful (or really cool) an

item is, the more likely it is that it’s going to stick

around. There are several categories of items and

almost innumerable choices within those categories.

Some of the most popular are as follows:

■ Office/Workspace:

BY MiSSY hENrikSEN

are promotional items a WorthWhile spend? HOW liTTle gifTs CAN meAN Big BusiNess


■ Pens: These are the most common item, so while

they may not stand out, they are practical and

very likely to be kept and used.

■ Notepads: Very inexpensive to produce and can

feature a significant amount of information on

their covers. You could have them made with a

watermark of your logo on each sheet for extra

branding. The drawback is a limited lifespan.

■ USB Memory Sticks: These are small and can

come very much in handy if you work in a

business setting or are in school. There are also

many options for type, size, etc. so you can be

flexible with how they are branded.

■ Household:

■ Refrigerator Magnets/Magnetic Notepads:

Everyone knows what to do with these when they

receive them. Magnets make for an easy reference

when a potential client needs to make a call fast

and they can be easily customized to your design

specifications. Notepads can get a lot of use for

grocery lists and notes to the family.

■ Calendars: Something people will keep handy and

refer to often. There is ample space for branding

and you can even customize with what pest issue

to be on the lookout for each month. Obviously

this is definitely limited to a one-year shelf life,

though you could make the calendar an annual

program for your business.

■ Travel Mugs/Key Chains/Flashlights: These are

some of the “you never know when you’ll need

it” items that people are likely to keep around the

house for a long time and have great space for

branding.

■ Personal/Woman-Focused:

■ Tins of Mints: These are another item that people

are unlikely to throw away, as they can always

come in handy. Women especially are likely to

carry these in a purse. There are potentially two

sides of the tin that can be branded or imprinted

with messaging. The drawback is that the tin will

likely be thrown away when the mints are gone.

■ ChapStick/Lip Balm: This is a more unique

item with fun design opportunities and

something people would keep handy year

round. The negative is that these have the same

shelf life issue as mints.

■ Compact Mirror: A mirror always comes in

handy and if it is good quality, women are

likely to hold onto if for a long time. If these are

branded in a simple, classy way, this could be

something that is a purse staple for years.

■ Fun/Kid-Focused:

■ Yo-Yos: These are something kids and adults

enjoy playing with and could hang around in a

playroom or on a desk.

■ Rubik’s Cube: You can have fun with the

branding and design on these, just make sure

they don’t have to solve it perfectly in order to

see your information

■ Plush Toys/Beach Balls/Bouncy Balls: These all

appeal to your client indirectly by providing

items their children will want to keep around

that the parents are likely to interact with as

well when cleaning up and putting them away.

■ Desk Toys:

■ Magnetic Sculptures: Kids aren’t the only ones

who enjoy toys and games pull-apart magnets

are great to play with while deep in thought or

on a call, so many adults keep them handy on

their desk. These often have a base that can be

branded along with the magnetic pieces.

■ Stress Balls: Everyone deals with stress, especially

at work, so if someone received a stress ball,

they’re likely to hold onto it and use it.

■ Brainteasers/Puzzles: Little puzzles with

sliding pieces that can’t get lost provide a

great branding surface and don’t take up too

much space on a desk, so they are easy to

keep around.

These are some suggestions based on popularity

and practicality, but be sure to think outside the

box. This is an area where you can really use your

creativity to determine the best fit your company

and your customers. The possibilities are endless

and sites like Branders.com and EPromos.com have

thousands of options.

tips for creating/distributing promotional Items

■ Be aware that, while your services are necessary,

people don’t always want a visual reminder of pests

and may be turned off by real images or depictions

m a r K e t I n g c O r n e r


of pests. Consider cartoon-like images or messages

with text rather than graphics. For example, on a

calendar, rather than showing a photo of a mouse

in December, feature a snowy landscape scene with

text stating that mice may try to get in out of the

cold in the winter.

■ In most cases, promotional items will be cheaper if

you get more of them, since the bulk of the cost is the

one-time cost of setting up the imprint. If you can

decide on something you like and will want to use

long term, it will be highly cost effective to order a

very large quantity at one time.

■ Whatever item and design you choose should

be consistent with the look and feel of your

company’s existing brand. For example, if your

logo is angular with bold coloring, it wouldn’t

make sense to put it on a calendar with a pastel

background and flowing, script-like font.

■ Ask vendors to send a sample of an item before you

decide to order it so you can get a real sense of where

logos and text will appear, as well as an idea of the

item’s true size and quality.

■ Be sure to ask for “mock-ups” and proofs of your

item before signing off on production and paying

the invoice.

■ Many vendors offer the same or similar products, so

be sure to shop around to make sure you’re getting

the best deal and best quality for your money.

the Bottom LinePromotional items can pay for themselves long after

they’ve gone from your hand to a homeowner’s. You

know your business and you know your clients—use

this knowledge when deciding what product would

best serve you both. If you wouldn’t keep some-

thing on your desk or in your kitchen, your clients

probably wouldn’t either. If you provide them with

something they can use, they are that much more

likely to turn to you when the occasion to call a pest

professional arises. «

m a r K e t I n g c O r n e r»

The NEW Enterprise Edition of PestPac Online - more features, new price.

* Increase revenue, productivity and pro� tability through PestPac’s advanced reporting features. View your technician productivity, revenue, marketing performance, and salesteam statistics for any date range.

* Improve cash � ow by using the Advanced Collections module features to organize your collections procedures to more e� ciently and more e� ectively collect outstanding balances.

* Generate more revenue from existing customers and cut customer communication costs by using the Customer Account access module. Now your customers can access key account and service history, request a service, and pay bills. You can even market new services to each customer with PestPac’s new cross-sell tool.

* Integrate with QuickBooks or any other general ledger accounting software using the General Ledger Link. Seamlessly sync accounts receivable data to ensure that you have an accurate, up-to-date � nancial picture for your company.

* Optimize your routes using the Visual Route Manager by simply highlighting appointments on a map and assigning them to a particular day or technician.

* Close more sales and better understand the ROI of your marketing e� orts using PestPac’s Lead Import tool. Link your web site lead submission pages or other online lead sources directly to your PestPac Software. You can even upload sales leads from Sales Genie or other list providers to track performance on all your programs.

* Save the hassle and cost of having hardware in your o� ce. Use one centralized database for all of your branch o� ces and ensure that your data is safe through the backups and redundancy of Marathon’s online hosting environment. Each branch needs only a high-speed Internet connection and a PC.

Successful companies invest in proven technology that can make their businesses stronger.

Call 800-762-0301 today to � nd out more about the Enterprise Edition of PestPac Online Software.

www.pestpac.com

Now the best software in the industry just got better.


BY gArY ShAPiro

SENior ViCE PrESidENT, wEiSBUrgEr iNSUrANCE BrokErAgE

L imited Benefit Medical plans have become a

fast growing alternative to traditional medical

plans because they provide a cost effective way

to enhance an employee benefits program by packag-

ing only the most desired and well-utilized medical

benefits into one affordable plan.

Due to the high cost of offering traditional medi-

cal insurance, Limited Benefit Medical plans have

become increasingly popular in recent months among

employers seeking an alternate means of delivering

broad and affordable coverage for those who may not

have access to customary benefits and for those who

want to supplement other insurance coverages.

Limited Benefit Medical plans give employ-

ers the ability to provide their employees with

cost-efficient access to a wide array of first dollar

accident and sickness coverages, including specified

benefits for emergency room visits, health screen-

ings, in-hospital indemnity benefits, doctors office

visits, ambulance and other hospital related care.

These benefits are paid to the insured or provider,

independent of actual medical costs and regard-

less of other insurance. In addition, some Limited

Benefit plans include a fully insured vision benefit

and lump sum critical illness benefits.

Who can Benefit from Limited Benefit medical plans?Limited Benefit Medical plans offer companies, such

as restaurants, hotels, staffing agencies, nursing homes

and hourly workers from many other industries an

affordable means to help cover contractors, sole pro-

prietors, or groups with employees of any size:

■ who may not have access to comprehensive

medical insurance.

■ who may not be able to afford comprehensive

medical insurance.

■ who elect comprehensive medical plans with high

plan deductibles, thus requiring significant out of

pocket payments that may be supplemented by

these plans .

■ who cannot afford to add dependents to a

company sponsored plan.

Pest Control firms could greatly benefit from these

plans, while providing some of their staff members

with new benefits that were never present before.

Some companies have even gone so far as to drop

their major medical coverage altogether leaving only a

voluntary Limited Medical Program for their employ-

ees to utilize.

comparison of Limited medical plansComparing Limited Medical Plans is like comparing

“apples to oranges.” The commonality amongst all

plans is that they provide for services at the physician

level and then put low dollar caps on services like hos-

pitalization and surgery. Where the plans differ is in

how the benefits plans are designed. The overwhelm-

ing majority of the plans in this marketplace try to

limited BeneFit mediCal plans: A WiN/WiN sOluTiON fOr pesT CONTrOl OperATOrs ANd THeir emplOyees

O p e r at I O n s m a n a g e m e n t»

Limited Benefit Medical plans give employers the ability to provide their employees with cost-efficient access to a wide array of first dollar accident and sickness coverages


O p e r at I O n s m a n a g e m e n t

mimic the basic look of a commercial major medi-

cal plan that is being offered to full time employees.

These plans typically offer co-pays, deductibles and

PPO Networks which are what Human Resources and

other insurance purchasers are accustomed to buying.

advantages for employersLimited Benefit Medical Plans can increase a com-

pany’s ability to attract and retain the best people.

Whether the program chosen is mandatory or

voluntary, a Limited Benefit Medical plan offers the

following advantages:

Enhances Flexibility—The program’s flexible

benefit levels allow for customization to suit each

employer’s preferences—from maximum cover-

age to maximum affordability. Employers can select

a standard program or custom design a program,

choosing from a variety of benefit options and cover-

age amounts.

Controls Costs—As a voluntary program payable

through convenient payroll deductions or individual

bank draft, this entails minimal cost and virtually no

administration.

Streamlines Administration—Cutting edge tech-

nology reduces costs and simplifies administration at

every level.

Delivers a Competitive Edge—These programs

offer innovative ways to improve a company’s benefits

package and extend coverage to all personnel in a

competitive hiring market.

Provides an alternative to COBRA—Employers

are able to offer an alternative to COBRA for those

employees whom face stop gaps or waiting periods

while transferring from one job to another.

Furthermore, Limited Benefit Medical plans give

employers the freedom to choose whether they will

participate in the sharing of the employee’s medical

expenses and to what extent.

advantages for employeesLimited Benefit Medical Plans offer the U.S. work-

force an affordable means to help cover their health

care costs. Depending on the plan design chosen by

the employer, a Limited Benefit Medical plan may also

include the following benefits:

■ Payment for doctor office visits, maternity check-

ups, accidents, surgical diagnostic, x-ray and lab

■ In-hospital benefit payment and hospital

admission benefit payment

■ Limited or no restrictions on physician networks

■ Prescription benefit (Rx)—no annual maximums

■ Guaranteed issue coverage for immediate family

with no health underwriting

■ No pre-existing condition limitations

■ No deductibles, no co-pays

■ Pre-tax deduction under IRS Sec. 125

■ No carrier mandated benefit periods

In addition, a few plans will allow “Portable Cover-

age,” which allows the covered insured to keep their

coverage via continuance provisions even if they leave

their company. If this is the case, extensive benefits

depending on needs, and cash benefits may some-

times be paid directly to cover insured [if requested]

and benefits can also be assigned to the doctor of

healthcare facility.

Another option that may be included under the

Limited Benefit Medical plan is a set amount of

cash from the employer to use for medical expenses

or to spend as an employee chooses. Specific cash

benefits are paid directly to the insured without

deductible or co-payments, in addition to any other

insurance they may have. An employee can use

the money for nonreimbursed medical expenses,

alternative treatments, travel, home help or any

other purpose.

Some plans may even include network and pre-

scription drug discount programs offering additional

savings on Medical, Dental, Vision, Rx and other

services which help maximize plan benefits. Optional

benefits available on some plans may include in-

creased levels of insurance for Dental/Vision, Life and

AD&D, Short Term Disability, EAP, and a 24-hour

Nurse Line.

For these reasons, Limited Medical Plans have

become an increasingly popular option for employers

in the U.S. Whether a company is as large as Star-

bucks or as small as a local grocery store, employers

have come to the realization that they must offer

something more to their hourly workers if they are to

attract and retain the best employees. «


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