In a recent LinkedIn post, Jim Tincher, CCXP, a recognized expert in Customer Experience, argues for a fundamental shift in how Customer Experience (CX) functions are perceived and measured within organizations. Rather than focusing solely on satisfaction scores or handling complaints, Tincher, CCXP proposes that CX teams should be strategically leveraged as a powerful engine for demand creation and revenue growth.
Tincher, CCXP opens by posing a provocative question that challenges conventional thinking about CX departments:
“One of our clients asked for our help to turn theirs into a demand creation team. Read that again. Not ‘customer experience.’ Not ‘voice of customer.’ Demand creation.”
This bold framing, as Tincher, CCXP points out, is not merely a semantic exercise but is rooted in empirical data. He highlights research conducted with nearly 10,000 manufacturing customers, which revealed a significant correlation between customer perception and business growth.
The Data-Driven Case for CX as a Revenue Driver
According to Jim Tincher, CCXP, the impact of a well-run CX function on a company’s bottom line is substantial. His research indicates a striking 46-percentage-point swing in customers’ growth intent based on whether they feel valued.
“Because when you look at the data, that’s what a well-run CX function actually does. Our research across nearly 10,000 manufacturing customers shows a 46-percentage-point swing in growth intent based on whether customers feel valued. That’s not a program. That’s a revenue engine.”
This finding, as Tincher, CCXP emphasizes, reframes CX from a cost center or a support function to a critical component of a company’s growth strategy. He asserts that this perspective is being adopted by forward-thinking manufacturers.
Shifting from Reaction to Proactive Growth
Jim Tincher, CCXP criticizes the traditional approach where CX teams are primarily tasked with reacting to customer issues. Instead, he advocates for a proactive model where CX is seen as the team responsible for deepening relationships and increasing the value derived from existing customers.
Unlocking Wallet Share from Existing Customers
In Tincher, CCXP’s view, the most astute manufacturers are recognizing that CX professionals are uniquely positioned to unlock greater potential from their current customer base. These customers already have a level of trust and familiarity with the brand, making them prime candidates for upselling and cross-selling opportunities.
“The smartest manufacturers aren’t treating CX as a department that reacts to complaints. They’re treating it as the team responsible for unlocking wallet share from customers who already know and trust them.”
He further elaborates on the untapped potential within these relationships, suggesting that companies are often overlooking significant growth opportunities.
A Call for Examples and Engagement
Concluding his post, Jim Tincher, CCXP actively seeks engagement from industry peers. He is collecting examples of companies that are successfully making this transition, inviting those who are already implementing this demand-creation-focused CX strategy to connect with him.
For organizations that have not yet embraced this model, Tincher, CCXP offers a clear call to action, emphasizing the readily available growth that remains uncaptured.
“If you’re not doing this — let’s talk. Because you’re sitting on growth you’ve already earned the right to capture.”
Tincher, CCXP’s insights challenge businesses to rethink the strategic role of their CX departments, positioning them not just as service providers but as vital contributors to the company’s financial success and market expansion.
📝 About This Content
This article is based on insights shared by Jim Tincher, CCXP on LinkedIn.
📅 Originally posted on March 5, 2026 | View original post on LinkedIn →