{"id":3697,"date":"2026-01-28T10:39:17","date_gmt":"2026-01-28T09:39:17","guid":{"rendered":"https:\/\/www.insightsofa.com\/xpulse\/nezarazeno\/5-how-to-start-with-cx-in-practice-best-practices-governance-and-the-first-realistic-steps\/"},"modified":"2026-03-29T16:12:03","modified_gmt":"2026-03-29T14:12:03","slug":"jak-zacit-s-cx-v-praxi-best-practices-governance-a-prvni-realisticke-kroky","status":"publish","type":"post","link":"https:\/\/www.insightsofa.com\/cs\/xpulse\/zaklady-cx\/jak-zacit-s-cx-v-praxi-best-practices-governance-a-prvni-realisticke-kroky\/","title":{"rendered":"5. Jak za\u010d\u00edt s CX v praxi: best practices, governance a prvn\u00ed realistick\u00e9 kroky"},"content":{"rendered":"

Z\u00e1kaznick\u00e1 zku\u0161enost (Customer Experience, CX) se v posledn\u00edch letech stala jedn\u00edm z nej\u010dast\u011bji sklo\u0148ovan\u00fdch pojm\u016f ve veden\u00ed firem. P\u0159esto se v praxi opakuje stejn\u00fd sc\u00e9n\u00e1\u0159: nad\u0161en\u00fd jednotlivec nebo mal\u00fd t\u00fdm rozjede iniciativu, spust\u00ed m\u011b\u0159en\u00ed, p\u0159iprav\u00ed prezentace \u2014 a po n\u011bkolika m\u011bs\u00edc\u00edch energie vyprch\u00e1. Ne proto, \u017ee by CX nefungovalo, ale proto, \u017ee nebylo \u0159\u00edzeno jako syst\u00e9mov\u00e1 zm\u011bna.<\/p>\n

Podle studie McKinsey (2020) firmy, kter\u00e9 systematicky \u0159\u00edd\u00ed z\u00e1kaznickou zku\u0161enost nap\u0159\u00ed\u010d organizac\u00ed, dosahuj\u00ed a\u017e o 20 % vy\u0161\u0161\u00ed spokojenosti z\u00e1kazn\u00edk\u016f a z\u00e1rove\u0148 sni\u017euj\u00ed n\u00e1klady na obsluhu o 15\u201320 %. Rozd\u00edl nen\u00ed v n\u00e1stroj\u00edch. Je v \u0159\u00edzen\u00ed.<\/p>\n

CX nen\u00ed projekt jednoho t\u00fdmu. Je to opera\u010dn\u00ed model firmy<\/h2>\n

Z\u00e1kladn\u00ed omyl, kter\u00fd CX iniciativy brzd\u00ed, je p\u0159edstava, \u017ee jde o aktivitu marketingu nebo z\u00e1kaznick\u00e9 podpory. Ve skute\u010dnosti je z\u00e1kaznick\u00e1 zku\u0161enost v\u00fdsledkem des\u00edtek rozhodnut\u00ed nap\u0159\u00ed\u010d firmou \u2014 od pricingu p\u0159es logistiku a\u017e po IT architekturu.<\/p>\n

Z\u00e1kazn\u00edk nevn\u00edm\u00e1 odd\u011blen\u00ed. Vn\u00edm\u00e1 celek.<\/p>\n

Pr\u00e1v\u011b proto se CX ned\u00e1 dlouhodob\u011b \u0159\u00eddit bez spolupr\u00e1ce nap\u0159\u00ed\u010d organizac\u00ed. Pokud nap\u0159\u00edklad marketing sl\u00edb\u00ed \u201edod\u00e1n\u00ed do 24 hodin\u201c, ale operations (provoz) to nen\u00ed schopn\u00e9 splnit, zku\u0161enost se rozpad\u00e1. Pokud obchod uzav\u00edr\u00e1 kontrakty bez ohledu na onboardingovou kapacitu, probl\u00e9my se jen p\u0159esouvaj\u00ed d\u00e1l v \u0159et\u011bzci.<\/p>\n

Data to potvrzuj\u00ed. Bain & Company dlouhodob\u011b upozor\u0148uje na tzv. delivery gap: zat\u00edmco 80 % firem v\u011b\u0159\u00ed, \u017ee poskytuje nadpr\u016fm\u011brnou zku\u0161enost, z\u00e1kazn\u00edci to potvrzuj\u00ed jen v p\u0159ibli\u017en\u011b 8 % p\u0159\u00edpad\u016f (Bain & Company, Closing the Delivery Gap).<\/p>\n

Ten rozd\u00edl nevznik\u00e1 kv\u016fli nedostatku snahy. Vznik\u00e1 kv\u016fli absenci koordinace.<\/p>\n

Co je CX governance \u2014 bez korpor\u00e1tn\u00ed mlhy<\/h2>\n

CX governance lze zjednodu\u0161en\u011b popsat jako odpov\u011b\u010f na t\u0159i ot\u00e1zky:<\/p>\n

    \n
  1. Kdo rozhoduje, co se bude zlep\u0161ovat<\/strong><\/li>\n
  2. Kdo za to nese odpov\u011bdnost<\/strong><\/li>\n
  3. Jak \u010dasto a podle \u010deho se vyhodnocuje dopad<\/strong><\/li>\n<\/ol>\n

    Jin\u00fdmi slovy: governance je \u201eprovozn\u00ed syst\u00e9m\u201c CX.<\/p>\n

    Bez n\u011bj se iniciativa rozpad\u00e1 do izolovan\u00fdch aktivit \u2014 sb\u011br zp\u011btn\u00e9 vazby bez akce, workshopy bez implementace, dashboardy bez rozhodnut\u00ed.<\/p>\n

    Funguj\u00edc\u00ed governance typicky zahrnuje:<\/p>\n

      \n
    • jasn\u011b definovan\u00e9 vlastn\u00edky z\u00e1kaznick\u00fdch cest (customer journey owners),<\/li>\n
    • pravideln\u00fd rytmus vyhodnocov\u00e1n\u00ed (nap\u0159. m\u011bs\u00ed\u010dn\u00ed CX review),<\/li>\n
    • napojen\u00ed na rozhodovac\u00ed struktury (nap\u0159. veden\u00ed nebo board),<\/li>\n
    • propojen\u00ed metrik s konkr\u00e9tn\u00edmi iniciativami.<\/li>\n<\/ul>\n

      Kdo mus\u00ed b\u00fdt u CX stolu<\/h2>\n

      \u00dasp\u011b\u0161n\u00e9 CX nen\u00ed ot\u00e1zkou jednoho odd\u011blen\u00ed. Je to koordinovan\u00e1 pr\u00e1ce n\u011bkolika kl\u00ed\u010dov\u00fdch funkc\u00ed:<\/p>\n

      Veden\u00ed (top management)<\/strong>
      \nBez aktivn\u00ed podpory veden\u00ed CX z\u016fst\u00e1v\u00e1 \u201enice to have\u201c. Role leadershipu je z\u00e1sadn\u00ed \u2014 nastavuje priority, alokuje zdroje a rozhoduje v konfliktech mezi odd\u011blen\u00edmi.<\/p>\n

      Marketing<\/strong>
      \nZodpov\u00edd\u00e1 za o\u010dek\u00e1v\u00e1n\u00ed, kter\u00e1 firma vytv\u00e1\u0159\u00ed. Pokud jsou nerealistick\u00e1, CX selh\u00e1v\u00e1 je\u0161t\u011b p\u0159ed prvn\u00edm kontaktem.<\/p>\n

      Obchod (sales)<\/strong>
      \nOvliv\u0148uje za\u010d\u00e1tek vztahu. \u0160patn\u011b nastaven\u00e9 sliby nebo nepochopen\u00ed pot\u0159eb z\u00e1kazn\u00edka se pozd\u011bji projev\u00ed v churnu.<\/p>\n

      Customer care \/ support<\/strong>
      \nPrvn\u00ed linie, kter\u00e1 zachycuje probl\u00e9my. Z\u00e1rove\u0148 nejbohat\u0161\u00ed zdroj kvalitativn\u00edch dat.<\/p>\n

      Operations (provoz)<\/strong>
      \n\u010casto nejv\u011bt\u0161\u00ed \u201etich\u00fd hr\u00e1\u010d\u201c. Pr\u00e1v\u011b zde se rozhoduje o tom, zda firma doru\u010d\u00ed to, co sl\u00edbila.<\/p>\n

      Produkt \/ IT<\/strong>
      \nNavrhuj\u00ed a realizuj\u00ed \u0159e\u0161en\u00ed. Bez jejich zapojen\u00ed z\u016fst\u00e1vaj\u00ed CX iniciativy jen na \u00farovni n\u00e1vrh\u016f.<\/p>\n

      Co funguje v praxi: m\u00e9n\u011b ambic\u00ed, v\u00edce exekuce<\/h2>\n

      Zku\u0161enost z firem nap\u0159\u00ed\u010d obory ukazuje, \u017ee nejv\u011bt\u0161\u00ed chybou na za\u010d\u00e1tku je p\u0159\u00edli\u0161n\u00e1 ambice. Snaha \u201ezlep\u0161it v\u0161echno\u201c vede t\u00e9m\u011b\u0159 v\u017edy k tomu, \u017ee se nezlep\u0161\u00ed nic.<\/p>\n

      Funguj\u00edc\u00ed p\u0159\u00edstup je p\u0159ekvapiv\u011b jednoduch\u00fd:<\/p>\n

      Za\u010dn\u011bte jednou prioritou – <\/strong>Vyberte jednu oblast, kde m\u00e1 CX nejv\u011bt\u0161\u00ed dopad na byznys \u2014 nap\u0159\u00edklad onboarding nov\u00fdch z\u00e1kazn\u00edk\u016f nebo \u0159e\u0161en\u00ed reklamac\u00ed.<\/p>\n

      Zmapujte konkr\u00e9tn\u00ed customer journey – <\/strong>Ne obecn\u011b, ale detailn\u011b. Kde z\u00e1kazn\u00edk \u010dek\u00e1? Kde vznik\u00e1 frustrace? Kde firma ztr\u00e1c\u00ed kontrolu?<\/p>\n

      M\u011b\u0159te n\u011bkolik kl\u00ed\u010dov\u00fdch metrik – <\/strong>Typicky kombinace:<\/p>\n

        \n
      • NPS (Net Promoter Score, ochota doporu\u010dit),<\/li>\n
      • CSAT (Customer Satisfaction, spokojenost),<\/li>\n
      • operativn\u00ed metriky (nap\u0159. doba \u0159e\u0161en\u00ed, first contact resolution).<\/li>\n<\/ul>\n

        Podle Forrester (2022) firmy, kter\u00e9 propojuj\u00ed CX metriky s operativn\u00edmi daty, maj\u00ed v\u00fdrazn\u011b vy\u0161\u0161\u00ed schopnost identifikovat p\u0159\u00ed\u010diny probl\u00e9m\u016f.<\/p>\n

        Zave\u010fte pravideln\u00fd rytmus vyhodnocen\u00ed – <\/strong>Nap\u0159\u00edklad m\u011bs\u00ed\u010dn\u00ed setk\u00e1n\u00ed, kde se \u0159e\u0161\u00ed:<\/p>\n

          \n
        • \u00a0co se zm\u011bnilo,<\/li>\n
        • co funguje,<\/li>\n
        • co se mus\u00ed upravit.<\/li>\n<\/ul>\n

          P\u0159i\u0159a\u010fte odpov\u011bdnost<\/strong> – Ka\u017ed\u00fd probl\u00e9m mus\u00ed m\u00edt konkr\u00e9tn\u00edho vlastn\u00edka. Bez toho se akce nikdy nedokon\u010d\u00ed.<\/p>\n

          Zav\u0159ete smy\u010dku zlep\u0161ov\u00e1n\u00ed (closed-loop)<\/strong> – To znamen\u00e1:<\/p>\n

            \n
          • reagovat na zp\u011btnou vazbu z\u00e1kazn\u00edk\u016f,<\/li>\n
          • informovat je o zm\u011bn\u00e1ch,<\/li>\n
          • ov\u011b\u0159it, \u017ee zm\u011bna skute\u010dn\u011b funguje.<\/li>\n<\/ul>\n

            CX maturity: cesta, ne jednor\u00e1zov\u00fd projekt<\/h2>\n

            Firmy se nest\u00e1vaj\u00ed customer-centric p\u0159es noc. Typicky proch\u00e1zej\u00ed n\u011bkolika stupni vysp\u011blosti:<\/p>\n

              \n
            1. Ad hoc f\u00e1ze<\/strong> \u2013 izolovan\u00e9 aktivity, bez koordinace<\/li>\n
            2. M\u011b\u0159en\u00ed<\/strong> \u2013 sb\u011br zp\u011btn\u00e9 vazby, prvn\u00ed metriky<\/li>\n
            3. \u0158\u00edzen\u00ed<\/strong> \u2013 napojen\u00ed na procesy a odpov\u011bdnosti<\/li>\n
            4. Integrace<\/strong> \u2013 CX jako sou\u010d\u00e1st rozhodov\u00e1n\u00ed nap\u0159\u00ed\u010d firmou<\/li>\n
            5. Kultura<\/strong> \u2013 z\u00e1kaznick\u00e1 orientace je p\u0159irozenou sou\u010d\u00e1st\u00ed fungov\u00e1n\u00ed<\/li>\n<\/ol>\n

              Podle modelu Temkin Group (dnes sou\u010d\u00e1st Qualtrics XM Institute) se v\u011bt\u0161ina firem pohybuje mezi druh\u00fdm a t\u0159et\u00edm stupn\u011bm. P\u0159echod v\u00fd\u0161e nen\u00ed ot\u00e1zkou n\u00e1stroj\u016f, ale zm\u011bny \u0159\u00edzen\u00ed.<\/p>\n

              Jak poznat, \u017ee CX iniciativa selh\u00e1v\u00e1<\/h2>\n

              Sign\u00e1ly b\u00fdvaj\u00ed nen\u00e1padn\u00e9, ale opakuj\u00ed se:<\/p>\n

                \n
              • Nikdo nevlastn\u00ed ak\u010dn\u00ed kroky<\/strong>
                \nV\u00fdstupy existuj\u00ed, ale nikdo za n\u011b nen\u00ed odpov\u011bdn\u00fd.<\/li>\n
              • M\u011b\u0159\u00ed se v\u0161e, ale ne\u0159e\u0161\u00ed nic<\/strong>
                \nDashboardy rostou, ale rozhodnut\u00ed chyb\u00ed.<\/li>\n
              • Data nejsou nav\u00e1zan\u00e1 na z\u00e1kaznickou cestu<\/strong>
                \n\u010c\u00edsla existuj\u00ed, ale ned\u00e1vaj\u00ed kontext.<\/li>\n
              • V\u00fdsledky se nepropsaly do proces\u016f<\/strong>
                \nIdentifikovan\u00e9 probl\u00e9my se neprom\u00edtaj\u00ed do zm\u011bn.<\/li>\n<\/ul>\n

                V takov\u00e9m momentu nejde o probl\u00e9m CX. Jde o probl\u00e9m \u0159\u00edzen\u00ed.<\/p>\n

                Prvn\u00edch 90 dn\u00ed: realistick\u00fd pl\u00e1n<\/h2>\n

                Pro firmy, kter\u00e9 za\u010d\u00ednaj\u00ed, se osv\u011bd\u010duje jednoduch\u00fd r\u00e1mec:<\/p>\n

                0\u201330 dn\u00ed: pochopen\u00ed a v\u00fdb\u011br priority<\/strong><\/p>\n

                  \n
                • identifikace kl\u00ed\u010dov\u00e9 z\u00e1kaznick\u00e9 cesty,<\/li>\n
                • sb\u011br existuj\u00edc\u00edch dat,<\/li>\n
                • v\u00fdb\u011br jedn\u00e9 oblasti s nejv\u011bt\u0161\u00edm dopadem.<\/li>\n<\/ul>\n

                  30\u201360 dn\u00ed: mapov\u00e1n\u00ed a n\u00e1vrh \u0159e\u0161en\u00ed<\/strong><\/p>\n

                    \n
                  • detailn\u00ed customer journey mapping,<\/li>\n
                  • identifikace \u201epain points\u201c,<\/li>\n
                  • n\u00e1vrh konkr\u00e9tn\u00edch zm\u011bn.<\/li>\n<\/ul>\n

                    60\u201390 dn\u00ed: implementace a prvn\u00ed v\u00fdsledky<\/p>\n

                      \n
                    • realizace zm\u011bn,<\/li>\n
                    • nastaven\u00ed metrik,<\/li>\n
                    • prvn\u00ed vyhodnocen\u00ed dopadu.<\/li>\n<\/ul>\n

                      Kl\u00ed\u010dov\u00e9 je ne\u010dekat na \u201edokonal\u00fd stav\u201c. CX se buduje iterativn\u011b.<\/p>\n

                      Shrnut\u00ed na\u0161\u00ed s\u00e9rie CX Z\u00e1klady<\/h2>\n

                      Cel\u00e1 s\u00e9rie se pohybovala od pochopen\u00ed z\u00e1kaznick\u00e9 zku\u0161enosti p\u0159es mapov\u00e1n\u00ed customer journey a pr\u00e1ci s metrikami a\u017e po ot\u00e1zku, jak CX skute\u010dn\u011b \u0159\u00eddit.<\/p>\n

                      Z\u00e1v\u011br je m\u00e9n\u011b vzne\u0161en\u00fd, ale o to d\u016fle\u017eit\u011bj\u0161\u00ed: CX nen\u00ed iniciativa. Je to zp\u016fsob, jak firma funguje.<\/p>\n

                        \n
                      • Bez governance z\u016fst\u00e1v\u00e1 CX aktivitou.<\/li>\n
                      • Bez zapojen\u00ed nap\u0159\u00ed\u010d firmou z\u016fst\u00e1v\u00e1 CX iluz\u00ed.<\/li>\n
                      • Bez discipl\u00edny v exekuci z\u016fst\u00e1v\u00e1 CX prezentac\u00ed.<\/li>\n<\/ul>\n

                        Firmy, kter\u00e9 to pochop\u00ed, nez\u00edsk\u00e1vaj\u00ed jen spokojen\u011bj\u0161\u00ed z\u00e1kazn\u00edky. Z\u00edsk\u00e1vaj\u00ed konkuren\u010dn\u00ed v\u00fdhodu, kterou je obt\u00ed\u017en\u00e9 napodobit.<\/p>\n","protected":false},"excerpt":{"rendered":"

                        Z\u00e1kaznick\u00e1 zku\u0161enost (Customer Experience, CX) se v posledn\u00edch letech stala […]<\/p>\n","protected":false},"author":4,"featured_media":3698,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[63,72],"tags":[],"class_list":["post-3697","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-zaklady-cx","category-vsechny-clanky"],"_links":{"self":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/3697","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=3697"}],"version-history":[{"count":3,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/3697\/revisions"}],"predecessor-version":[{"id":3704,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/3697\/revisions\/3704"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/3698"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=3697"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=3697"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=3697"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}