{"id":4115,"date":"2026-04-16T08:00:49","date_gmt":"2026-04-16T06:00:49","guid":{"rendered":"https:\/\/www.insightsofa.com\/?p=4115"},"modified":"2026-04-13T13:40:54","modified_gmt":"2026-04-13T11:40:54","slug":"proc-cx-programy-umiraji-po-prvnim-roce","status":"publish","type":"post","link":"https:\/\/www.insightsofa.com\/cs\/xpulse\/strategie\/proc-cx-programy-umiraji-po-prvnim-roce\/","title":{"rendered":"Pro\u010d CX programy um\u00edraj\u00ed po prvn\u00edm roce"},"content":{"rendered":"

Spu\u0161t\u011bn\u00ed CX (Customer Experience \u2013 z\u00e1kaznick\u00e1 zku\u0161enost) programu b\u00fdv\u00e1 ud\u00e1lost. Prezentace pro veden\u00ed, nov\u00fd t\u00fdm, n\u011bkdy i intern\u00ed tiskov\u00e1 zpr\u00e1va. \u0158editel z\u00e1kaznick\u00e9 zku\u0161enosti dostane mand\u00e1t, rozpo\u010det a po\u017eehn\u00e1n\u00ed boardu. Pak p\u0159ijde rok pr\u00e1ce. A pak ticho.<\/p>\n

Tento vzorec nen\u00ed v\u00fdjimkou. Je pravidlem. Podle v\u00fdzkumu Boba Thompsona, zakladatele CustomerThink Corporation, m\u00e9n\u011b ne\u017e t\u0159etina CX iniciativ skute\u010dn\u011b usp\u011bje. Jin\u00e9 zdroje hovo\u0159\u00ed dokonce o m\u00ed\u0159e selh\u00e1n\u00ed p\u0159esahuj\u00edc\u00ed 60 %. \u010c\u00edsla se li\u0161\u00ed metodologi\u00ed, ale z\u00e1v\u011br je konzistentn\u00ed: v\u011bt\u0161ina CX program\u016f nedoru\u010d\u00ed to, co sl\u00edbila a mnoh\u00e9 zanikaj\u00ed d\u0159\u00edve, ne\u017e stihnou prok\u00e1zat sv\u016fj potenci\u00e1l.
\nParadox p\u0159itom nespo\u010d\u00edv\u00e1 v nedostatku ambic. Spo\u010d\u00edv\u00e1 v tom, co se d\u011bje po prvn\u00edm nad\u0161en\u00ed.<\/p>\n

Probl\u00e9m nen\u00ed v zah\u00e1jen\u00ed. Je v setrva\u010dnosti.<\/h2>\n

CX programy maj\u00ed jeden struktur\u00e1ln\u00ed probl\u00e9m, kter\u00fd je odli\u0161uje od jin\u00fdch firemn\u00edch iniciativ: jejich v\u00fdsledky nejsou okam\u017eit\u011b viditeln\u00e9. Nov\u00fd ERP syst\u00e9m bu\u010f funguje, nebo nefunguje. Nov\u00e1 v\u00fdrobn\u00ed linka bu\u010f vyr\u00e1b\u00ed, nebo nevyr\u00e1b\u00ed. CX program? Ten produkuje data, prezentace a v lep\u0161\u00edm p\u0159\u00edpad\u011b postupn\u00e9 zlep\u0161ov\u00e1n\u00ed metrik, jeho\u017e p\u0159\u00ed\u010dinn\u00e1 souvislost s obchodn\u00edmi v\u00fdsledky je obt\u00ed\u017en\u011b prokazateln\u00e1.<\/p>\n

McKinsey v anal\u00fdze nej\u010dast\u011bj\u0161\u00edch selh\u00e1n\u00ed CX transformac\u00ed identifikoval jako kl\u00ed\u010dov\u00fd faktor neschopnost vedouc\u00edch pracovn\u00edk\u016f propojit z\u00e1kaznickou zku\u0161enost se strategick\u00fdmi prioritami, konkr\u00e9tn\u011b s r\u016fstem tr\u017eeb podle produkt\u016f nebo geografi\u00ed. \u201eBez jasn\u00e9ho prok\u00e1z\u00e1n\u00ed toho, jak lep\u0161\u00ed z\u00e1kaznick\u00e1 zku\u0161enost povede ke zv\u00fd\u0161en\u00ed spokojenosti z\u00e1kazn\u00edk\u016f, loajality a obchodn\u00edch v\u00fdsledk\u016f, bude snaha pravd\u011bpodobn\u011b p\u016fsobit jako pl\u00fdtv\u00e1n\u00ed a ztrat\u00ed podporu veden\u00ed,“ konstatuje McKinsey ve sv\u00e9 anal\u00fdze \u0161esti nej\u010dast\u011bj\u0161\u00edch past\u00ed CX transformac\u00ed.<\/p>\n

Tato ztr\u00e1ta podpory nep\u0159ich\u00e1z\u00ed najednou<\/strong>. P\u0159ich\u00e1z\u00ed postupn\u011b , jako pomal\u00fd odliv, kter\u00fd si nikdo nev\u0161imne, dokud nejsou lod\u011b na suchu.<\/p>\n

Metriky jako n\u00e1hra\u017eka strategie<\/h2>\n

Jedn\u00edm z nejroz\u0161\u00ed\u0159en\u011bj\u0161\u00edch vzorc\u016f selh\u00e1n\u00ed je z\u00e1m\u011bna m\u011b\u0159en\u00ed za \u0159\u00edzen\u00ed. CX t\u00fdm v\u011bnuje prvn\u00ed rok budov\u00e1n\u00ed infrastruktury zp\u011btn\u00e9 vazby: implementuje NPS (Net Promoter Score \u2013 metrika ochoty z\u00e1kazn\u00edk\u016f doporu\u010dit firmu d\u00e1le), CSAT (Customer Satisfaction Score \u2013 sk\u00f3re spokojenosti z\u00e1kazn\u00edka) nebo CES (Customer Effort Score \u2013 sk\u00f3re z\u00e1kaznick\u00e9ho \u00fasil\u00ed), nastavuje pr\u016fzkumy, vytv\u00e1\u0159\u00ed dashboardy. V\u00fdsledkem je impozantn\u00ed reportovac\u00ed apar\u00e1t, kter\u00fd informuje o tom, jak se z\u00e1kazn\u00edci c\u00edt\u00ed, ale nikoli o tom, co s t\u00edm d\u011blat.<\/p>\n

Qualtrics tento jev p\u0159esn\u011b pojmenoval: CX programy se \u201ep\u0159eorientuj\u00ed z velk\u00fdch strategick\u00fdch c\u00edl\u016f na sledov\u00e1n\u00ed metrik“ a nastupuje paral\u00fdza dat. M\u011b\u0159\u00ed se v\u0161e, reportuje se v\u0161ude, ale chyb\u00ed \u010das a prostor pro to, co Qualtrics naz\u00fdv\u00e1 \u201ethink time“ – \u010das na interpretaci, zasazen\u00ed do kontextu a zejm\u00e9na na akci.<\/p>\n

Je\u0161t\u011b z\u00e1sadn\u011bj\u0161\u00ed probl\u00e9m formuloval McKinsey na z\u00e1klad\u011b sv\u00e9ho v\u00fdzkumu: pouze 4 % CX l\u00eddr\u016f uvedla, \u017ee jejich syst\u00e9my jim umo\u017e\u0148uj\u00ed vypo\u010d\u00edtat n\u00e1vratnost investic do CX rozhodnut\u00ed. \u010cty\u0159i procenta. Firma, kter\u00e1 nedok\u00e1\u017ee prok\u00e1zat ROI (Return on Investment \u2013 n\u00e1vratnost investice) sv\u00e9ho CX programu, nem\u016f\u017ee \u010dekat, \u017ee jej\u00ed program p\u0159e\u017eije prvn\u00ed vlnu rozpo\u010dtov\u00fdch \u0161krt\u016f.<\/p>\n

Gartner v\u00fdzkumem dolo\u017eil struktur\u00e1ln\u00ed propast v sebereflexi firem: zat\u00edmco 48 % l\u00eddr\u016f tvrd\u00ed, \u017ee jejich CX \u00fasil\u00ed p\u0159ekra\u010duje o\u010dek\u00e1v\u00e1n\u00ed managementu, pouze 22 % z nich uv\u00e1d\u00ed tot\u00e9\u017e o z\u00e1kaznick\u00e1 o\u010dek\u00e1v\u00e1n\u00ed. Tato asymetrie p\u0159esv\u011bd\u010den\u00ed o vlastn\u00ed excelenci p\u0159i faktick\u00e9 pr\u016fm\u011brnosti je jedn\u00edm z nejspolehliv\u011bj\u0161\u00edch indik\u00e1tor\u016f budouc\u00edho selh\u00e1n\u00ed.<\/p>\n

Organiza\u010dn\u00ed gravitace t\u00e1hne dol\u016f<\/h2>\n

CX programy selh\u00e1vaj\u00ed tak\u00e9 proto, \u017ee nar\u00e1\u017eej\u00ed na organiza\u010dn\u00ed realitu, se kterou jejich architekti nepo\u010d\u00edtali. Z\u00e1kaznick\u00e1 zku\u0161enost je ze sv\u00e9 podstaty pr\u016f\u0159ezov\u00e1 dot\u00fdk\u00e1 se marketingu, prodeje, produktu, logistiky, z\u00e1kaznick\u00e9 podpory i IT. Jen\u017ee ka\u017ed\u00e9 z t\u011bchto odd\u011blen\u00ed m\u00e1 vlastn\u00ed c\u00edle, vlastn\u00ed KPI (Key Performance Indicators \u2013 kl\u00ed\u010dov\u00e9 ukazatele v\u00fdkonu) a vlastn\u00ed definici \u00fasp\u011bchu.<\/p>\n

Telekomunika\u010dn\u00ed firma popsan\u00e1 v anal\u00fdze McKinsey m\u011bla portfolio v\u00edce ne\u017e 300 CX iniciativ, na nich\u017e soub\u011b\u017en\u011b pracovalo p\u0159es 50 agiln\u00edch t\u00fdm\u016f po dobu t\u00e9m\u011b\u0159 dvou let. V\u00fdsledek? Minim\u00e1ln\u00ed dopad na z\u00e1kazn\u00edky i byznys. Teprve pot\u00e9, co CX l\u00eddryn\u011b s t\u00fdmem aplikovala prioritiza\u010dn\u00ed anal\u00fdzu, zjistila, \u017ee celkov\u00e1 spokojenost z\u00e1kazn\u00edk\u016f nejv\u00edce koreluje s procesem n\u00e1stupu nov\u00e9ho z\u00e1kazn\u00edka. P\u0159esunut\u00ed zdroj\u016f na redesign tohoto jedin\u00e9ho journey (z\u00e1kaznick\u00e9 cesty) v\u00edce ne\u017e zdvojn\u00e1sobilo celkovou spokojenost z\u00e1kazn\u00edk\u016f.
\nProbl\u00e9m tedy nebyl v nedostatku aktivity. Byl v absenci fokusov\u00e1n\u00ed.<\/p>\n

Maven Insights ve sv\u00e9 anal\u00fdze selh\u00e1n\u00ed CX program\u016f upozor\u0148uje na tzv. troj\u00faheln\u00edk CX: lid\u00e9, technologie a procesy. Firmy investuj\u00ed do technologi\u00ed pro sb\u011br dat, redesignuj\u00ed procesy z\u00e1kaznick\u00e9 interakce, ale zapom\u00ednaj\u00ed na lidi, kte\u0159\u00ed maj\u00ed tyto technologie a procesy obsluhovat. Budov\u00e1n\u00ed z\u00e1kaznicky orientovan\u00e9 kultury \u201ezabere hodn\u011b \u010dasu a \u00fasil\u00ed,“ konstatuje Maven, \u201ea ti, kte\u0159\u00ed jsou za to zodpov\u011bdn\u00ed, nevid\u00ed kr\u00e1tkodob\u00fd ROI dopad spojen\u00fd s kulturou.“ Tato kr\u00e1tkozrakost je smrt\u00edc\u00ed, proto\u017ee kultura je to jedin\u00e9, co CX program dr\u017e\u00ed na\u017eivu ve chv\u00edli, kdy opadne inici\u00e1ln\u00ed nad\u0161en\u00ed.<\/p>\n

Sponzorstv\u00ed, kter\u00e9 eroduje<\/h2>\n

Kl\u00ed\u010dov\u00e1 podm\u00ednka p\u0159e\u017eit\u00ed CX programu a z\u00e1rove\u0148 ta nej\u010dast\u011bji opom\u00edjen\u00e1 je kontinu\u00e1ln\u00ed sponzorstv\u00ed ze strany C-suite<\/strong>. Ne form\u00e1ln\u00ed deklarace na kick-off meetingu. Aktivn\u00ed, viditeln\u00e9, opakovan\u00e9.<\/p>\n

Forrester je v tomto ohledu jednozna\u010dn\u00fd: bez v\u00fdkonn\u00e9 podpory a rozpo\u010dtu, kter\u00fd k n\u00ed p\u0159\u00edslu\u0161\u00ed, nelze CX transformaci realizovat. Tato podpora p\u0159itom nevydr\u017e\u00ed sama od sebe. Eroduje v okam\u017eiku, kdy CX t\u00fdm p\u0159estane komunikovat v\u00fdsledky v jazyce, kter\u00e9mu finan\u010dn\u00ed \u0159editel rozum\u00ed.<\/p>\n

ClearlyRated identifikoval mechanismus tohoto eroze: firmy jmenuj\u00ed CXO (Chief Experience Officer \u2013 \u0159editel z\u00e1kaznick\u00e9 zku\u0161enosti), ale ned\u00e1vaj\u00ed mu skute\u010dnou pravomoc ani rozpo\u010det. Vznik\u00e1 role bez moci, co\u017e je v organiza\u010dn\u00ed hierarchii nejist\u00fd zp\u016fsob existence. Zp\u011btn\u00e1 vazba se sb\u00edr\u00e1, ale bez smyslupln\u00e9 akce. Iniciativy vypadaj\u00ed sp\u00ed\u0161e jako formality ne\u017e jako strategick\u00fd p\u0159\u00edstup.<\/p>\n

Second To None to shrnuje p\u0159esn\u011b: \u201eMnoho l\u00eddr\u016f diskutovalo o nad\u0161en\u00ed pro nov\u00e9 CX iniciativy v jejich firm\u00e1ch a o podpo\u0159e od top managementu na za\u010d\u00e1tku. Jak ale \u010das plyne a my\u0161lenka p\u0159est\u00e1v\u00e1 b\u00fdt nov\u00e1 a leskl\u00e1, momentum se zastavuje.“ Organizace se p\u0159esune k dal\u0161\u00edmu t\u00e9matu. CX program z\u016fstane form\u00e1ln\u011b aktivn\u00ed, ale fakticky je to zombie.<\/p>\n

Jak z toho ven<\/h2>\n

Data jsou v tomto ohledu konzistentn\u00ed. A co z nich vypl\u00fdv\u00e1, nen\u00ed \u017e\u00e1dn\u00e1 raketov\u00e1 v\u011bda jen v\u011bci, kter\u00e9 se v praxi snadno p\u0159ehl\u00ed\u017e\u00ed.<\/p>\n

    \n
  1. Pokud CX program nedok\u00e1\u017ee od za\u010d\u00e1tku odpov\u011bd\u011bt na ot\u00e1zku \u201ekolik n\u00e1m to vyd\u011bl\u00e1 nebo u\u0161et\u0159\u00ed“, nem\u00e1 v boardroomu \u0161anci p\u0159e\u017e\u00edt.<\/strong> Forrester doporu\u010duje stav\u011bt argumentaci na retenci z\u00e1kazn\u00edk\u016f, m\u00ed\u0159e doporu\u010den\u00ed a p\u0159\u00edm\u00e9m dopadu na tr\u017eby. M\u011bkk\u00e9 metriky bez vazby na byznys d\u011blaj\u00ed z CX hezk\u00fd report. Ne strategii.<\/li>\n
  2. M\u00e9n\u011b je v\u00edc<\/strong>. Nej\u00fasp\u011b\u0161n\u011bj\u0161\u00ed CX transformace, kter\u00e9 McKinsey dokumentoval, neza\u010d\u00ednaly ambici\u00f3zn\u00edm pl\u00e1nem pokr\u00fdt celou z\u00e1kaznickou cestu najednou. Za\u010d\u00ednaly jedn\u00edm nebo dv\u011bma m\u00edsty, kde zlep\u0161en\u00ed skute\u010dn\u011b h\u00fdbe obchodn\u00edmi \u010d\u00edsly. Snaha d\u011blat v\u0161e z\u00e1rove\u0148 je nejspolehliv\u011bj\u0161\u00ed cesta k tomu, aby v\u00fdsledky nebyly viditeln\u00e9 nikdy.<\/li>\n
  3. Technologie a procesy nesta\u010d\u00ed<\/strong>. Tohle zn\u00ed jako kli\u0161\u00e9, ale \u010d\u00edsla to potvrzuj\u00ed. CX program, kter\u00fd investuje do dashboard\u016f a pr\u016fzkum\u016f, ale ne\u0159e\u0161\u00ed to, jak o z\u00e1kazn\u00edc\u00edch p\u0159em\u00fd\u0161lej\u00ed lid\u00e9 uvnit\u0159 firmy, stoj\u00ed na hlin\u011bn\u00fdch noh\u00e1ch. Employee experience (zam\u011bstnaneck\u00e1 zku\u0161enost) nen\u00ed vedlej\u0161\u00ed t\u00e9ma, je to z\u00e1klad, bez kter\u00e9ho z\u00e1kaznick\u00e1 zku\u0161enost fungovat nem\u016f\u017ee.<\/li>\n
  4. Podpora veden\u00ed mus\u00ed m\u00edt konkr\u00e9tn\u00ed podobu.<\/strong> Nesta\u010d\u00ed, aby CEO jednou za kvart\u00e1l \u0159ekl, \u017ee z\u00e1kazn\u00edci jsou priorita. CX program p\u0159e\u017eije, kdy\u017e m\u00e1 jasn\u00e9ho vlastn\u00edka s re\u00e1lnou pravomoc\u00ed, kdy\u017e v\u00fdsledky pravideln\u011b putuj\u00ed k veden\u00ed v \u010d\u00edslech, kter\u00e1 mu d\u00e1vaj\u00ed smysl, a kdy\u017e iniciativy p\u0159esahuj\u00ed hranice jednotliv\u00fdch odd\u011blen\u00ed nejen na pap\u00ed\u0159e, ale v praxi.<\/li>\n<\/ol>\n

    Skute\u010dn\u00e1 ot\u00e1zka<\/h2>\n

    Pt\u00e1t se, zda CX program p\u0159e\u017eije druh\u00fd rok, je \u0161patn\u00e1 ot\u00e1zka. Spr\u00e1vn\u00e1 ot\u00e1zka zn\u00ed: byl v\u016fbec navr\u017een tak, aby p\u0159e\u017eil?
    \nV\u011bt\u0161ina z nich nebyla. Byly navr\u017eeny na to, aby dob\u0159e vypadaly p\u0159i spu\u0161t\u011bn\u00ed s viz\u00ed, roadmapou a entuziasmem. Ale bez mechanism\u016f, kter\u00e9 udr\u017e\u00ed energii, prok\u00e1\u017eou hodnotu a p\u0159elo\u017e\u00ed z\u00e1kaznick\u00e1 data do rozhodnut\u00ed, kter\u00e1 managementu d\u00e1vaj\u00ed smysl.<\/p>\n

    Z\u00e1kaznick\u00e1 zku\u0161enost pat\u0159\u00ed k m\u00e1la oblastem, kde data jednozna\u010dn\u011b potvrzuj\u00ed obchodn\u00ed potenci\u00e1l. Forrester Research dokumentoval, \u017ee firmy, kter\u00e9 CX skute\u010dn\u011b prioritizuj\u00ed, generuj\u00ed 5,7\u00d7 vy\u0161\u0161\u00ed tr\u017eby ne\u017e jejich m\u00e9n\u011b z\u00e1kaznicky orientovan\u00ed konkurenti. McKinsey uv\u00e1d\u00ed, \u017ee firmy v horn\u00edm kvartilu CX excelence maj\u00ed o 15\u201320 % ni\u017e\u0161\u00ed n\u00e1klady na obsluhu z\u00e1kazn\u00edk\u016f a o 15\u201320 % vy\u0161\u0161\u00ed v\u00fdnosov\u00fd potenci\u00e1l.
    \nProbl\u00e9m tedy nen\u00ed v hodnot\u011b CX. Je ve schopnosti tuto hodnotu udr\u017eet viditelnou \u2013 rok po roce, v ka\u017ed\u00e9m \u010dtvrtletn\u00edm pl\u00e1novac\u00edm cyklu, v ka\u017ed\u00e9m rozpo\u010dtov\u00e9m rozhovoru.<\/p>\n

    CX programy neum\u00edraj\u00ed proto, \u017ee by z\u00e1kaznick\u00e1 zku\u0161enost p\u0159estala b\u00fdt d\u016fle\u017eit\u00e1. Um\u00edraj\u00ed proto, \u017ee organizace zapomene, pro\u010d na n\u00ed z\u00e1le\u017e\u00ed.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

    Spu\u0161t\u011bn\u00ed CX (Customer Experience \u2013 z\u00e1kaznick\u00e1 zku\u0161enost) programu b\u00fdv\u00e1 ud\u00e1lost. […]<\/p>\n","protected":false},"author":4,"featured_media":4116,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[55,72],"tags":[],"class_list":["post-4115","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie","category-vsechny-clanky"],"_links":{"self":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4115","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=4115"}],"version-history":[{"count":1,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4115\/revisions"}],"predecessor-version":[{"id":4117,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4115\/revisions\/4117"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/4116"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=4115"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=4115"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=4115"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}