In a recent LinkedIn post, Jim Tincher, CCXP discusses a critical business misstep: the failure to maintain customer relationships while implementing price increases. Tincher, a recognized expert in customer experience (CCXP), highlights a stark case where a manufacturer’s attempt to justify a price hike was met with customer indifference, revealing a deeper problem of neglected relationships.
The manufacturer, facing internal pressures, had recently shut down a plant and increased prices. Seeking to validate their actions, they hired Tincher’s firm to speak with their customers. The findings were sobering. Tincher recounts the core customer feedback: “The answer: nothing.” This blunt response underscored that the company was not perceived positively by its clients, with some already considering other suppliers.
“Customers told us this manufacturer was one of their least engaged suppliers. Some were already evaluating alternatives.”
Tincher elaborates on how this disconnect occurred. Years prior, the company actively invested in customer engagement through various initiatives like barbecues, joint innovation sessions, and cross-functional teams visiting customer sites. However, a subsequent cost-cutting initiative systematically dismantled these efforts. Crucially, the internal impact of these cuts went unnoticed, as the company was not actively measuring the customer relationship.
The Erosion of Relationship Capital
Tincher argues that this scenario illustrates a fundamental flaw in business strategy: the assumption that past investments in relationships can indefinitely shield a company from the consequences of future neglect. “You can’t protect a price increase with a relationship you stopped investing in five years ago,” Tincher states, emphasizing the perishable nature of customer goodwill.
The Danger of Unmeasured Relationships
A key takeaway from Tincher’s analysis is the danger of operating without a clear understanding of how customers perceive the business. He points out that a lack of active measurement means companies are flying blind regarding the health of their most vital connections.
“If you’re not actively measuring how your customers experience you, you have no idea whether you’re earning the right to keep them.”
This lack of insight is particularly perilous when significant business decisions, such as price increases or operational changes, are on the horizon. Without data on customer sentiment and engagement, businesses risk making assumptions that are not grounded in reality. As Tincher implies, the internal perception of a strong relationship can be entirely at odds with the customer’s actual experience.
Learning from Customer Feedback
The case study presented by Jim Tincher, CCXP serves as a potent reminder for businesses across all sectors. It underscores the necessity of continuous investment in customer relationships, not as a mere add-on, but as a core strategic imperative. The insights shared by Tincher advocate for a proactive approach, where customer experience is consistently monitored and acted upon.
“Years earlier, this company had been doing a lot. Barbecues. Joint innovation sessions. Cross-functional teams visiting customer sites. Then a cost-cutting initiative killed all of it.”
Ultimately, Tincher’s post is a call to action for leaders to understand that the perceived strength of a customer relationship is directly tied to ongoing effort and measurable engagement. Neglecting this can lead to a severe loss of customer loyalty and the inability to justify even necessary business adjustments like price changes.
📝 About This Content
This article is based on insights shared by Jim Tincher, CCXP on LinkedIn.
📅 Originally posted on March 31, 2026 | View original post on LinkedIn →