Bridging the Communication Gap

As client expectations shift across generations, pest management companies are rethinking how they connect.

Maura Keller

Communication for pest management companies has evolved far beyond the traditional phone call, with clients expecting fast answers, flexible options, and—when needed—access to a real person who can provide reassurance and expertise. Meeting those expectations requires a thoughtful, layered approach that reflects how generational differences are reshaping communication preferences and calls for stronger operational coordination behind the scenes.

For Tori Brendel, marketing manager at Rottler Pest Solutions in Missouri, this shift has fundamentally changed how the company approaches client engagement, requiring a more integrated strategy across multiple touch points. 

“We’re no longer just supporting phone calls,” she explains. “We’re building a multichannel experience where customers might first interact with us through an email, a text message, or an online form before ever speaking to someone.”

Driven largely by younger clients who prioritize speed and convenience, this shift exists alongside longtime clients who still value personal interaction, creating a dual expectation companies must meet simultaneously. Rather than choosing between the two, Brendel says, the goal is to ensure both experiences coexist seamlessly and feel consistent from start to finish, reinforcing trust throughout the client journey.

Julie Tesh-Clark, chief communications officer at Pest Management Systems Inc. (PMi), based in North Carolina, sees the same evolution across the broader industry, where communication preferences are increasingly shaped by generational habits and expectations.

“Generational differences span different avenues of communication through which the client or customer would like to receive our messaging,” she says. “The older clients like to maintain receiving their bills in written form in the mail, versus email or electronically, while younger generations prefer email and mostly text.”

That contrast has pushed companies to become more intentional and proactive, often starting with a simple but effective step.

“We ask them how they would like to receive communication with us,” Tesh-Clark explains, noting that this approach helps tailor interactions and improve overall satisfaction.

DIFFERENT GENERATIONS, DIFFERENT EXPECTATIONS
At Rottler, generational trends play a clear role in shaping communication strategies, requiring a flexible approach that adapts to varying preferences. Baby boomers often prefer speaking directly with a representative and rely heavily on phone calls, particularly when discussing service details or concerns. Gen X clients tend to blend traditional and digital methods, moving between phone and email depending on urgency.

Millennials and Gen Z clients, however, continue to accelerate the industry’s shift toward a digital-first model, placing a premium on speed, convenience, and ease of use.

“Millennials show a strong preference for text, email, and quick online forms,” Brendel says, noting their focus on efficiency. “Gen Z is very digital-first. They want fast, low-friction communication like [text messages] or chat.”

Tesh-Clark agrees, adding that younger clients not only prefer digital tools but increasingly expect them as part of the standard service experience.

“We are more likely to get a response via text over email in most cases,” she says. “Overall, we find that the younger the generation, the less face-to-face or over-the-phone interaction is needed.” 

THE RISE OF SELF-SERVICE
Convenience has become a defining factor in how clients initiate interactions, particularly among younger generations, who generally prefer to navigate digital platforms on their own time. At Rottler, this shift is reflected in the growing demand for self-service tools that allow clients to handle requests on their own. 
“Millennials and Gen Z tend to prefer self-service for scheduling appointments, requesting quotes, or asking quick, nonurgent questions,” Brendel explains, highlighting how these tools streamline the client experience.
Tesh-Clark says PMi’s younger clients tend to choose emailed invoices, paying electronically, and automated payment options, while also expecting features such as online booking, quick quotes, and text updates. Without these capabilities, she says, companies risk losing business in an increasingly competitive landscape.

Still, self-service does not eliminate the need for human interaction, particularly in complex or high-stakes situations. 

“If the issue feels urgent or complex, or if they need reassurance—like with a termite concern—they want to talk to someone,” Brendel says. 

Tesh-Clark agrees, noting that urgency often overrides generational preferences. “If there is an infestation or a problem that is considered an emergency, it does not matter the age or generation,” she says. “They call, and they want an answer immediately.” 

SPEED AND ACCESSIBILITY EXPECTATIONS
As communication channels expand, client expectations around response times have increased, particularly among younger generations accustomed to real-time interactions. “Even something like a delayed text reply can feel slow,” Brendel says, reflecting the growing demand for immediacy.
Tesh-Clark has observed similar patterns, noting that “the younger generations move at a faster pace of life and growth; therefore, they seem to expect and want to experience a quicker response time,” although urgency tends to align across all age groups when problems arise. 

In response, pest control companies are investing in faster, more responsive communication systems, including automated replies, text-message follow-ups, and streamlined workflows that keep clients informed and engaged. At the same time, ensuring a live representative can be reached when needed remains a priority.

“Our call center manager always says, ‘Our focus is making sure customers can reach us when they need us,’ ” Brendel says.

TECH’S ROLE BEHIND THE SCENES   
Expanding communication channels introduces greater operational complexity for pest management companies, requiring clear systems, defined roles, and strong internal coordination. 

“You must have systems in place and the right people handling the different service channels,” Tesh-Clark says. “Being organized is key to the success of this,” she adds, emphasizing the importance of assigning primary and backup responders across channels to ensure consistent coverage and prevent bottlenecks.
Maintaining open communication within teams is equally important, particularly during peak seasons, when demand can overwhelm staff. 

“It is very easy for the client service teams to get overwhelmed,” Tesh-Clark says, noting that proper staffing alignment and backup support are essential to maintaining efficiency and service quality.

Technology also plays a central role in managing multi­channel communication, both in boosting operational efficiency and providing valuable insight into client behavior. “With many ways to communicate across multiple platforms, technology is our best friend,” Tesh-Clark says, pointing to both internal communication tools and expanded client-facing options.

Beyond facilitating interactions, technology enables robust tracking and analytics that help pest control companies refine their strategies. Features such as email open tracking and call monitoring offer real-time visibility into client engagement, allowing teams to respond more effectively and adjust communication strategies as needed. These insights also support continuous improvement, as reviewing recorded calls and written exchanges helps refine messaging, strengthen interactions, and, ultimately, improve overall performance.

While digital tools are essential for meeting modern expectations, the pest control industry continues to prioritize personal connections, recognizing that technology should enhance—not replace—human interaction. 

“Digital tools handle convenience, speed, and accessibility,” Brendel explains, “while human interaction focuses on trust-building, problem-solving, and relationship management.”

Tesh-Clark emphasizes that personal touches remain central to effective service. “Our industry is one that still values direct human interaction, due to the nature of our business,” she says, noting that small gestures such as remembering client names, expressing appreciation, or sending handwritten notes can strengthen relationships and build loyalty. 

Training also plays a critical role, as client service teams must be prepared to adapt their communication style to individual preferences. Simply asking clients for their preferred method of communication is a straightforward way to tailor interactions and improve their experience.

RELATIONSHIP-BUILDING IS STILL FUNDAMENTAL  
When working with different generations, success depends on striking the right balance between leveraging technology to meet modern expectations and preserving the personal service that builds trust and long-term relationships.

As communication preferences continue to evolve, the industry is expected to move further toward digital and automated solutions, particularly for routine interactions such as scheduling, agreements, and invoicing. 

“I expect that almost all communication … will become electronic and automatic, no paper forms or mailers,” Tesh-Clark says, noting that phone communication will still play a role in certain situations.
She also anticipates increased reliance on text messaging and artificial intelligence (AI), especially for handling after-hours inquiries and supporting client service teams during busy periods. 

Even so, the human element will remain essential. “While we will lean more on technology for communication in general, I feel very strongly about personal communication,” Tesh-Clark says. “We can’t accurately take care of [clients] to the best of our ability if we don’t have a relationship with them, starting with a conversation.”

Building Client Loyalty Programs

Creating an effective client loyalty program in pest management starts with connection. 

“The most effective (practice) is just knowing who your customers are, talking to them, making sure they know you care,” says Julie Tesh-Clark, chief communications officer at Pest Management Systems Inc. 
That philosophy should guide reward structures, which do not need to be complex to be effective. Handwritten thank-you notes, referral incentives, seasonal discounts, and flexible payment options all reinforce appreciation while encouraging repeat business.

Equally important is identifying at-risk clients early and responding with empathy. Tesh-Clark notes that trained service teams should be able to ask the right questions when cancellations arise, the kind that often uncover financial concerns or service issues. Offering temporary discounts, free services, or direct outreach from leadership can help rebuild trust. 

“Admitting fault, apologizing, and wanting to learn … will make us a better company,” she says.
To drive referrals and reviews, companies should lean on positive experiences through automated tools, social media engagement, and consistent reminders that word of mouth matters. 
Measuring client lifetime value, meanwhile, requires both data and perspective. By analyzing retention trends and feedback alongside revenue metrics, companies can refine strategies, strengthen loyalty, and reduce churn over time.

NPMA provides a wealth of marketing and client retention resources, including business development tools and templates.