Top quality service: think your clients are thrilled with your service? Think again. Then react.

You, like most people, probably think you're providing great service to your clients. But things may not be quite as rosy as you believe.

A survey by communications counseling firm Bain & Associates of Alexandria, Va., showed an astonishing disconnect between the consumer and provider regarding quality. According to 362 businesses surveyed in 2005, 80% thought they were providing a "superior experience" to customers.

How far off were they from their customers' viewpoints? Only 8% of customers thought service was great. It points to one basic issue:We aren't doing as well as we think. That's a shame, because offering superior customer service is a great way to build a loyal customer base.

You have undoubtedly discussed this topic numerous times. In our industry there are often only small differentiation points between products, making service undeniably important. An honest analysis of your situation is a critical first step:

Are you truly committed to offering the client a superior experience?

Management guru and author Peter F. Drucker tells us, "Unless commitment is made, there are only promises and hopes ... but no plans." We all hope, and promise our clients, that our service is great. But are we always committed to ensuring that?

How often do you "wow" your clients?

Commerce Bancorp of Cherry Hill, N.J., tries to wow every client, every visit. How? It looked at the traditionally poor service of the banking industry, and decided its banks should be open nights and weekends. Business sage Tom Peters even wrote a book called

The Pursuit of Wow!: Every Person's Guide to Topsy-Turvy Times.

What obstacles do you face in providing superior service?

Internal issues always will be present. We could always use more staff, have better systems and get all the necessary training. These all may be legitimate issues--but to the client, they're empty excuses. The best companies find a way to staff adequately, run efficient systems and train people.

Do your front-line people have adequate authority?

The underwriter should be empowered to make the majority of decisions on most of the accounts he encounters. For accounts outside his authority, make sure the referral process is clear and demand that decisions are made quickly. If the primary underwriter has gotten all the information to the referral person, the decision should be swift.

Is the entire organization committed to providing superior service?

I stayed in a hotel recently where every hotel employee I encountered asked me how I was enjoying my stay. Similarly, the Disney theme parks try to make every employee aware they play a role in making the customer's experience positive. Throughout both organizations, superior customer service is expected, and poor service is not tolerated.

Do you recognize people who provide superior service?

People inclined to provide great customer service don't do it for the recognition, but they should be recognized. A systematic program--even informal--that communicates outstanding customer service is a great way to let employees know their efforts are seen and appreciated.

The Bain survey was an eye-opener. If you believe the customer is always right, then we all have a lot of work ahead of us. Be honest when you analyze your company's customer service, and be frank in your discussions with clients.

You don't want them to tell you everything is sunny if there's actually a storm brewing on the horizon.

Michael P. Egan, a Best's Review columnist, is director of property programs at NSM Insurance Group in Conshohocken, Pa. He can be reached at [e-mail].