Supplier Issue Resolution is Key to Customer Retention, According to Jim Tincher, CCXP

In a recent LinkedIn post, Jim Tincher, CCXP, a customer experience expert, highlights a critical, yet often overlooked, aspect of business relationships in manufacturing: the aftermath of a supplier issue. Tincher argues that while problems are inevitable in complex manufacturing environments, the way these issues are resolved—or not fully resolved—significantly impacts future customer loyalty and revenue.

The Real Problem Isn’t the Issue, It’s the Resolution

Jim Tincher, CCXP, points out that the common perception of problem-solving in manufacturing often stops prematurely. He notes that in their AMCX benchmark, nearly 80% of customers reported experiencing an issue with a supplier. However, the data reveals a more nuanced truth:

“That’s not the problem. The problem is what happens next.”

According to Tincher, the critical differentiator lies in the completeness of the resolution. Customers whose issues were entirely resolved demonstrated continued intent to grow their business with the supplier, even surpassing those who experienced no issues at all. Conversely, even a partial resolution can be detrimental.

The Peril of ‘Partially Resolved’

Tincher emphasizes the dangerous middle ground where issues are considered closed but not truly fixed. He states:

“Partially resolved. Not unresolved. Partially.”

This distinction is crucial. Many manufacturers, as Tincher observes, tend to close a support ticket once the immediate crisis is averted. However, this approach fails to address the underlying cause. If the same defect recurs, or if the customer must follow up to ensure the fix was effective, the resolution is incomplete. Tincher warns that this perceived partial resolution is actively alienating customers.

Closing the Loop for Revenue Growth

The core of Tincher’s message is a call to action for manufacturers to adopt a more rigorous approach to issue resolution. He advocates for a process that goes beyond simply addressing the symptom.

As Jim Tincher, CCXP, argues, the focus should be on ensuring a complete fix. This involves:

• Confirming the root cause has been addressed.
• Verifying that the fix is permanent and does not require repeated interventions.
• Ensuring the customer is satisfied with the final outcome.

Tincher concludes with a direct imperative:

“Close the loop. Confirm the fix. Reopen if it didn’t hold. Revenue depends on it.”

By implementing these practices, Tincher suggests that manufacturers can transform potential customer dissatisfaction into an opportunity to build stronger, more resilient relationships, ultimately safeguarding and growing their revenue streams.