Customer experience (CX) se v organiza\u010dn\u00edch struktur\u00e1ch \u010dasto \u201en\u011bkam za\u0159azuje\u201c \u2013 pod marketing, z\u00e1kaznick\u00fd servis nebo produkt. Ve skute\u010dnosti ale nevznik\u00e1 v \u017e\u00e1dn\u00e9m z t\u011bchto odd\u011blen\u00ed. Vznik\u00e1 mezi nimi. A pr\u00e1v\u011b v tomto meziprostoru se odehr\u00e1v\u00e1 jeden z nejz\u00e1sadn\u011bj\u0161\u00edch struktur\u00e1ln\u00edch probl\u00e9m\u016f sou\u010dasn\u00fdch firem: z\u00e1kaznick\u00e9 cesty jsou horizont\u00e1ln\u00ed, zat\u00edmco odpov\u011bdnost z\u016fst\u00e1v\u00e1 vertik\u00e1ln\u00ed.<\/p>\n
V\u00fdsledek je p\u0159edv\u00eddateln\u00fd. Fragmentace. Ka\u017ed\u00fd optimalizuje svou \u010d\u00e1st. Nikdo ne\u0159\u00edd\u00ed celek.<\/p>\n
Organiza\u010dn\u00ed model v\u011bt\u0161iny firem se za posledn\u00edch 50 let z\u00e1sadn\u011b nezm\u011bnil. St\u00e1le stoj\u00ed na funk\u010dn\u00edch sil\u00e1ch: marketing, sales, operations, IT, customer service. Ka\u017ed\u00e1 jednotka m\u00e1 vlastn\u00ed KPI (Key Performance Indicators), rozpo\u010dty i reporting.<\/p>\n
Z\u00e1kazn\u00edk ale tuto strukturu nezn\u00e1 \u2013 a ani ho nezaj\u00edm\u00e1. Vn\u00edm\u00e1 pouze jednu kontinu\u00e1ln\u00ed zku\u0161enost: od prvn\u00edho kontaktu po vy\u0159e\u0161en\u00ed probl\u00e9mu. Jakmile mezi odd\u011blen\u00edmi vznikne t\u0159en\u00ed, z\u00e1kazn\u00edk ho okam\u017eit\u011b poc\u00edt\u00ed.<\/p>\n
Typick\u00e9 symptomy jsou dob\u0159e zn\u00e1m\u00e9 a opakovan\u011b potvrzovan\u00e9 v\u00fdzkumy:<\/p>\n
Nap\u0159\u00edklad studie McKinsey ukazuje, \u017ee organizace, kter\u00e9 aktivn\u011b \u0159\u00edd\u00ed end-to-end customer journeys, mohou zv\u00fd\u0161it spokojenost z\u00e1kazn\u00edk\u016f a\u017e o 20 %, sn\u00ed\u017eit n\u00e1klady na obsluhu o 15 % a sou\u010dasn\u011b zv\u00fd\u0161it tr\u017eby o 10\u201315 % (McKinsey & Company, From touchpoints to journeys, 2016). P\u0159esto v\u011bt\u0161ina firem st\u00e1le m\u011b\u0159\u00ed a \u0159\u00edd\u00ed v\u00fdkon izolovan\u011b na \u00farovni jednotliv\u00fdch kan\u00e1l\u016f nebo odd\u011blen\u00ed.<\/p>\n
Koncept \u201ejourney ownership\u201c (vlastnictv\u00ed z\u00e1kaznick\u00e9 cesty) se v posledn\u00edch letech objevuje \u010dast\u011bji. \u010casto je ale \u0161patn\u011b pochopen.<\/p>\n
Nejde o dal\u0161\u00ed vrstvu governance ani o jakousi \u201eCX policii\u201c. Jde o jasn\u011b definovanou odpov\u011bdnost za v\u00fdkon konkr\u00e9tn\u00ed z\u00e1kaznick\u00e9 cesty nap\u0159\u00ed\u010d funkcemi.<\/p>\n
Skute\u010dn\u00fd journey owner:<\/p>\n
Kl\u00ed\u010dov\u00e9 je, \u017ee tento \u010dlov\u011bk \u010dasto nem\u00e1 p\u0159\u00edmou liniovou pravomoc nad v\u0161emi zapojen\u00fdmi t\u00fdmy. P\u0159esto mus\u00ed m\u00edt siln\u00fd mand\u00e1t od veden\u00ed a jasn\u011b definovan\u00e9 c\u00edle.<\/p>\n
Pr\u00e1v\u011b absence tohoto mand\u00e1tu je jedn\u00edm z hlavn\u00edch d\u016fvod\u016f, pro\u010d a\u017e 70 % transforma\u010dn\u00edch CX iniciativ selh\u00e1v\u00e1 nebo nedosahuje o\u010dek\u00e1van\u00e9ho dopadu (Boston Consulting Group, Fixing the Flaws in Customer Experience Transformations, 2019).<\/p>\n
V praxi se setk\u00e1v\u00e1me se t\u0159emi z\u00e1kladn\u00edmi modely, jak firmy CX \u0159\u00edd\u00ed.<\/p>\n
Centralizovan\u00fd CX t\u00fdm<\/strong> V\u00fdhoda je metodick\u00e1 konzistence. Limitem je exeku\u010dn\u00ed s\u00edla. Bez p\u0159\u00edm\u00e9ho vlivu na provoz z\u016fst\u00e1vaj\u00ed doporu\u010den\u00ed \u010dasto nerealizovan\u00e1.<\/p>\n Distribuovan\u00e1 odpov\u011bdnost<\/strong> Tento model odpov\u00edd\u00e1 realit\u011b \u0159\u00edzen\u00ed firmy, ale systematicky selh\u00e1v\u00e1 v \u0159\u00edzen\u00ed celku. Chyb\u00ed end-to-end perspektiva.<\/p>\n Hybridn\u00ed model s journey ownery<\/strong> Pr\u00e1v\u011b tento model se v praxi ukazuje jako nejefektivn\u011bj\u0161\u00ed \u2013 pokud je podpo\u0159en veden\u00edm<\/strong>. Nap\u0159\u00edklad Forrester dlouhodob\u011b zd\u016fraz\u0148uje, \u017ee organizace s jasn\u011b definovan\u00fdm journey ownership dosahuj\u00ed vy\u0161\u0161\u00ed customer loyalty a rychlej\u0161\u00edho r\u016fstu (Forrester, Drive Customer Obsession With Journey-Centricity, 2020).<\/p>\n Jedn\u00edm z nejv\u011bt\u0161\u00edch slab\u00fdch m\u00edst je pr\u00e1ce s daty.<\/p>\n Mnoho organizac\u00ed st\u00e1le operuje s agregovan\u00fdmi metrikami typu NPS (Net Promoter Score) nebo CSAT (Customer Satisfaction Score) na \u00farovni cel\u00e9 firmy. Tyto ukazatele ale ne\u0159\u00edkaj\u00ed, kde<\/strong> p\u0159esn\u011b probl\u00e9m vznik\u00e1.<\/p>\n Efektivn\u00ed journey ownership vy\u017eaduje:<\/p>\n Bez t\u00e9to granularizace nen\u00ed mo\u017en\u00e9 identifikovat kl\u00ed\u010dov\u00e9 \u201emoments of truth\u201c, nato\u017e za n\u011b n\u011bkoho u\u010dinit odpov\u011bdn\u00fdm.<\/p>\n Technologick\u00e9 platformy (nap\u0159. n\u00e1stroje pro journey analytics) mohou tuto vrstvu dat zp\u0159\u00edstupnit \u2013 samy o sob\u011b ale struktur\u00e1ln\u00ed probl\u00e9m nevy\u0159e\u0161\u00ed. Ten je organiza\u010dn\u00ed, nikoliv technologick\u00fd.<\/p>\n Journey ownership nen\u00ed operativn\u00ed zlep\u0161en\u00ed. Je to strategick\u00e9 rozhodnut\u00ed.<\/p>\n Pokud:<\/strong><\/p>\n pak se z journey ownership st\u00e1v\u00e1 form\u00e1ln\u00ed role bez re\u00e1ln\u00e9ho vlivu.<\/p>\n Gartner ve sv\u00e9 studii uv\u00e1d\u00ed, \u017ee pouze 25 % organizac\u00ed dok\u00e1\u017ee efektivn\u011b propojit CX metriky s obchodn\u00edmi v\u00fdsledky (Gartner, Customer Experience Management Survey, 2022). Bez t\u00e9to vazby z\u016fst\u00e1v\u00e1 CX vn\u00edm\u00e1no jako \u201em\u011bkk\u00e1\u201c discipl\u00edna \u2013 a tomu odpov\u00edd\u00e1 i jej\u00ed priorita.<\/p>\n Ot\u00e1zka \u201eKdo vlastn\u00ed customer experience?\u201c je ve sv\u00e9 podstat\u011b \u0161patn\u011b polo\u017een\u00e1.<\/p>\n \u017d\u00e1dn\u00e1 jednotliv\u00e1 funkce ji vlastnit nem\u016f\u017ee.<\/p>\n Spr\u00e1vn\u00e1 ot\u00e1zka zn\u00ed: Bez jasn\u011b definovan\u00e9ho journey ownership z\u016fst\u00e1v\u00e1 customer experience uv\u011bzn\u011bn\u00e1 mezi silami organizace. A z\u00e1kazn\u00edk d\u00e1l nese n\u00e1klady intern\u00edch hranic, kter\u00e9 by nikdy nem\u011bl poc\u00edtit.<\/p>\n","protected":false},"excerpt":{"rendered":" Customer experience (CX) se v organiza\u010dn\u00edch struktur\u00e1ch \u010dasto \u201en\u011bkam za\u0159azuje\u201c […]<\/p>\n","protected":false},"author":4,"featured_media":2826,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[72,53],"tags":[],"class_list":["post-2825","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-vsechny-clanky","category-zakaznicke-cesty"],"_links":{"self":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/2825","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/comments?post=2825"}],"version-history":[{"count":4,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/2825\/revisions"}],"predecessor-version":[{"id":3276,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/2825\/revisions\/3276"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/2826"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=2825"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=2825"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=2825"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nSpecializovan\u00fd t\u00fdm mapuje z\u00e1kaznick\u00e9 cesty, m\u011b\u0159\u00ed zku\u0161enost a navrhuje zlep\u0161en\u00ed.<\/p>\n
\nKa\u017ed\u00e9 odd\u011blen\u00ed odpov\u00edd\u00e1 za svou \u010d\u00e1st cesty.<\/p>\n
\nKl\u00ed\u010dov\u00e9 cesty (nap\u0159. onboarding, \u0159e\u0161en\u00ed reklamac\u00ed, retence) maj\u00ed sv\u00e9 vlastn\u00edky nap\u0159\u00ed\u010d funkcemi.<\/p>\nBez dat se odpov\u011bdnost ned\u00e1 \u0159\u00eddit<\/h2>\n
\n
Role leadershipu: rozhoduj\u00edc\u00ed faktor<\/h2>\n
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Kdo tedy vlastn\u00ed z\u00e1kaznickou zku\u0161enost?<\/h2>\n
\nKdo je odpov\u011bdn\u00fd za konkr\u00e9tn\u00ed z\u00e1kaznick\u00e9 cesty \u2013 a m\u00e1 k tomu data, mand\u00e1t a podporu veden\u00ed?<\/strong><\/p>\n