Image Source: Unsplash
 

This stock dominates backyards, kitchens, warehouses, and restaurants across the world.

It’s the kind of company that gets in, stays in, and gets paid—over and over again. With recurring contracts, route-based scale, and a brand so strong it’s practically synonymous with its category, this business keeps growing even when the economy slows down.

That’s the power of being essential—and everywhere.
 

Behind the Business: Bugs, Brand, and Built-In Recurrence

Rollins (ROL) is a global leader in pest control, operating in over 70 countries. Through flagship brands like Orkin, and dozens of regional operators, it delivers:

• Residential pest control – monthly or quarterly contracts for homes
• Commercial pest services – including restaurants, hospitals, and logistics hubs
• Termite & ancillary services – add-ons like moisture control, insulation, and wildlife management

This network generates 80% recurring revenue, with local route density that drives operational leverage. It’s not just a service—it’s a subscription model in disguise.

(Click on image to enlarge)

Rollins Global Strategic Operations from their About webpage.
 

Bull and Bear Breakdown: Room to Grow, but Pressure Points

Bull Case: High Margins, High Moat, and Plenty of Room to Run

There’s a reason Rollins has one of the highest margins in the service sector—and it’s not just the bugs.

The company owns a powerful combo:

• Route density: Lower cost per stop = better margins

• Orkin’s 90%+ brand recognition: Converts customers without high marketing spend

• Recurring revenue: Pest control isn’t a one-time thing—it’s ongoing

Add to that its proven M&A model, acquiring 30–40 smaller players per year, and you’ve got a quiet compounding machine.

Rollins isn’t trying to be everything—it just wants to be everywhere pests are. And it’s getting there, one predictable quarter at a time.
 

Bear Case: People Business with Pressure Points

For all its scale and systems, Rollins still depends heavily on technician quality. A poor experience can cost a contract, and as it expands, maintaining service standards becomes tougher.

Also, family ownership exceeds 40%, raising potential governance red flags. While the founding family has driven long-term value, concentrated voting power always deserves a second look.

Lastly, with strong performance comes a rich valuation. You’re paying up for quality—but that also means expectations are high.

More By This Author: