Jim Tincher, CCXP: Shifting Customer Experience Teams from Measurement to Demand Creation

In a recent LinkedIn post, Jim Tincher, CCXP discusses a paradigm shift he observed in how manufacturing executives envision the role of customer-facing teams. Rather than focusing solely on measuring customer satisfaction, Tincher highlights an executive’s desire for these teams to actively drive demand creation throughout the entire commercial funnel.

Tincher recounts a conversation with a manufacturing executive who, when asked about his vision for his team, did not mention improved satisfaction metrics. Instead, the executive stated, “he wanted them to drive demand creation across the entire commercial funnel.” This response, as Tincher points out, represents a significant departure from the conventional approach in many manufacturing organizations.

The Disconnect Between Measurement and Growth

According to Jim Tincher, CCXP, a common pitfall in many companies, particularly in manufacturing, is positioning customer-facing teams as a mere “measurement layer.” These teams, he explains, are often relegated to reporting scores, tracking sentiment, and providing feedback on past performance, typically situated at the bottom of the sales funnel. This traditional role, Tincher argues, leaves these teams vulnerable during economic downturns.

“Nobody fights to protect a measurement layer in a downturn.”

As Jim Tincher, CCXP elaborates, this passive role contrasts sharply with the proactive approach desired by forward-thinking leaders. The executive he spoke with envisioned his team operating at the top of the funnel, actively involved in identifying prospects, nurturing existing relationships for retention and growth, and architecting the customer journeys that facilitate these objectives.

Growth as the Primary C-Suite Priority

Jim Tincher, CCXP underscores the strategic imperative behind this shift by referencing his firm’s C-suite research. This research, involving 34 senior leaders, revealed that a significant majority (62%) cited growth as their paramount priority. This data suggests that, for many C-suite executives, the need is not for more data or dashboards, but for teams that can demonstrably create new customers and expand existing ones.

“In our C-suite research with 34 senior leaders, 62% cited growth as their top priority. They do not need another dashboard. They need a team that creates customers.”

Tincher’s analysis suggests that the “gap between what he wants and what most teams actually do is where programs go to die.” By reframing customer experience teams as engines of demand creation rather than just measurement units, companies can better align these critical functions with the overarching business goal of growth. This perspective challenges traditional operational models and advocates for a more integrated and impactful role for customer-facing professionals.