PMP data: Strategies for employee and customer retention in 2026

Retaining skilled employees and loyal customers are two of the most persistent challenges for any pest control business owner. While the pandemic may have intensified these issues, the core problems existed long before 2020. The key to navigating this landscape is to focus on strategies that build long-term value, foster loyalty and create a culture where both your team and your clients want to stay.

Strategies for customer retention

Building and maintaining your customer base requires a strategic focus on relationships and value. According to PMP‘s 2026 State of the Industry survey, 95 percent of PMPs expect to retain more than 75 percent of their customers, a testament to the industry’s focus on service quality.

Industry experts advise that providing consistent, reliable service is the best defense against economic pressures. “Repeat business is the best hedge against inflation,” says Jade Curtis, a supervisor with Guaranteed Bug Control in Longview, Texas. “Providing consistent, reliable service means clients are less likely to shop around on price alone.” Curtis recommends offering flexible service plans, emphasizing value over cost and maintaining excellent communication.

Collin Skinner, general manager at A&C Pest Management in East Meadow, N.Y., agrees that value is paramount. “Focus on showing customers the true value of your services,” he advises. “When people clearly understand the benefits, they’re more likely to stay loyal even as prices rise.”

Another powerful strategy is service diversification. Companies that adapt their offerings can provide more comprehensive value, making it harder for customers to look elsewhere. “Offering a wider range of services, such as general pest control, termite management, wildlife control and weed control, helps meet more of their needs under one trusted company,” Curtis adds. “This increases revenue per customer and positions your business as a one-stop solution.”

Building a team that stays

While customer retention remains strong, employee retention presents a slightly different picture. This year, 91 percent of PMPs surveyed expect to retain 75 percent or more of their workforce, a slight dip from 94 percent last year. To combat this, leaders are focusing on culture and career development.

“People want to know they have a future, not just a job,” Skinner explains. “Demonstrating career paths and opportunities for advancement will make your company more attractive.” He also stresses the importance of clear communication. “Outline their job description, define what success looks like and give regular feedback so they know whether they’re doing poorly, well or exceptionally. Employees can only grow if they know where the goalposts are.”

Curtis emphasizes that employees stay where they feel valued. At her company, a culture of respect and teamwork is cultivated by offering ongoing training, providing licensing opportunities and encouraging internal growth. “When team members see that their career can move forward here, they’re less likely to look elsewhere,” she says. “Retention isn’t about flashy perks; it’s about culture. We treat employees like family, recognize their hard work and give them the tools they need to succeed.”

This approach extends to hiring, where the focus is on attitude and integrity first. “We hire for character and train for skill,” Curtis concludes. Technical abilities can be taught, but a strong work ethic and a commitment to service cannot.

Successfully navigating the challenges of retention requires a dual focus on both your customers and your employees. When you build a reputation for value and reliability with clients and foster a culture rooted in support and growth for your team, your business is positioned to weather industry changes and achieve lasting success.

Return to 2026 State of the Industry: PMPs Share an Optimistic Outlook