{"id":4849,"date":"2026-06-15T08:00:34","date_gmt":"2026-06-15T06:00:34","guid":{"rendered":"https:\/\/www.insightsofa.com\/?p=4849"},"modified":"2026-06-11T09:55:44","modified_gmt":"2026-06-11T07:55:44","slug":"proc-cx-manazeri-prohravaji-v-boardroomu-a-jak-to-zmenit","status":"publish","type":"post","link":"https:\/\/www.insightsofa.com\/cs\/proc-cx-manazeri-prohravaji-v-boardroomu-a-jak-to-zmenit\/","title":{"rendered":"Pro\u010d CX mana\u017ee\u0159i prohr\u00e1vaj\u00ed v boardroomu a jak to zm\u011bnit"},"content":{"rendered":"

Z\u00e1kaznick\u00e1 zku\u0161enost m\u00e1 nejsiln\u011bj\u0161\u00ed business case ze v\u0161ech odd\u011blen\u00ed. A p\u0159esto se o n\u00ed v boardroomu mluv\u00ed jako o n\u00e1kladu, ne o investici. Probl\u00e9m nen\u00ed v datech. Je v jazyce.<\/em><\/p>\n

Existuje paradox, kter\u00fd se v korpor\u00e1tn\u00edm sv\u011bt\u011b opakuje s p\u0159ekvapivou pravidelnost\u00ed. Na jedn\u00e9 stran\u011b sed\u00ed CX (customer experience – z\u00e1kaznick\u00e1 zku\u0161enost) mana\u017eer s prezentac\u00ed plnou graf\u016f: NPS (Net Promoter Score – sk\u00f3re ochoty doporu\u010dit) roste, CSAT (Customer Satisfaction Score – sk\u00f3re spokojenosti z\u00e1kazn\u00edk\u016f) se zlep\u0161uje, pr\u016fm\u011brn\u00e1 doba \u0159e\u0161en\u00ed po\u017eadavk\u016f z\u00e1kazn\u00edk\u016f kles\u00e1. Na druh\u00e9 stran\u011b stolu sed\u00ed CFO, obchodn\u00ed \u0159editel a CEO a zat\u00edmco CX mana\u017eer mluv\u00ed, oni kontroluj\u00ed telefon.<\/p>\n

Forrester v pr\u016fzkumu v\u00edce ne\u017e 300 CX profesion\u00e1l\u016f z roku 2024 zjistil, \u017ee t\u0159i z p\u011bti CX l\u00eddr\u016f nedok\u00e1zali propojit sv\u00e9 metriky s byznysov\u00fdmi v\u00fdsledky. Dva z p\u011bti ozna\u010dili za svou nejv\u011bt\u0161\u00ed v\u00fdzvu schopnost z\u00edskat podporu ostatn\u00edch odd\u011blen\u00ed. A nejm\u00e9n\u011b roz\u0161\u00ed\u0159enou dovednost\u00ed na CX t\u00fdmech bylo modelov\u00e1n\u00ed ROI (return on investment – n\u00e1vratnost investic). Forresterova data nazna\u010duj\u00ed, \u017ee jde o syst\u00e9mov\u00fd probl\u00e9m, nikoli o ojedin\u011bl\u00fd p\u0159\u00edpad<\/strong>. Situace se nezlep\u0161ila ani o rok pozd\u011bji: jen polovina CX t\u00fdm\u016f dok\u00e1zala \u00fasp\u011b\u0161n\u011b propojit CX metriky s byznysov\u00fdmi v\u00fdsledky, m\u00e9n\u011b ne\u017e t\u0159etina dok\u00e1zala stanovit realistick\u00e9 c\u00edle.<\/p>\n

To je struktur\u00e1ln\u00ed probl\u00e9m. A nen\u00ed to probl\u00e9m dat.<\/p>\n

Spr\u00e1vn\u00e1 \u010d\u00edsla, \u0161patn\u00fd jazyk<\/h2>\n

Data pro siln\u00fd business case existuj\u00ed a jsou p\u0159esv\u011bd\u010div\u00e1. McKinsey zjistil, \u017ee CX l\u00edd\u0159i dosahuj\u00ed v\u00edce ne\u017e dvojn\u00e1sobn\u00e9ho r\u016fstu tr\u017eeb ve srovn\u00e1n\u00ed se zaost\u00e1vaj\u00edc\u00edmi konkurenty. Anal\u00fdza Bain & Company uk\u00e1zala, \u017ee CX l\u00edd\u0159i rostou o 4 a\u017e 8 % rychleji ne\u017e jejich trh jako celek, p\u0159i\u010dem\u017e z\u00e1kazn\u00edci nakupuj\u00ed v\u00edce, z\u016fst\u00e1vaj\u00ed d\u00e9le a aktivn\u011b doporu\u010duj\u00ed d\u00e1l. PwC ve sv\u00e9 studii Future of Customer Experience zjistil, \u017ee 86 % z\u00e1kazn\u00edk\u016f je ochotno zaplatit v\u00edce za lep\u0161\u00ed z\u00e1kaznickou zku\u0161enost a cenov\u00e1 pr\u00e9mie za v\u00fdjime\u010dnou zku\u0161enost dosahuje a\u017e 16 %. Forresterova studie z roku 2024 d\u00e1le uk\u00e1zala, \u017ee firmy, kter\u00e9 skute\u010dn\u011b stav\u00ed z\u00e1kazn\u00edka do st\u0159edu sv\u00e9ho rozhodov\u00e1n\u00ed, dosahuj\u00ed o 41 % rychlej\u0161\u00edho r\u016fstu tr\u017eeb, o 49 % rychlej\u0161\u00edho r\u016fstu zisku a o 51 % lep\u0161\u00ed retence z\u00e1kazn\u00edk\u016f ve srovn\u00e1n\u00ed s m\u00e9n\u011b z\u00e1kaznicky orientovan\u00fdmi konkurenty.<\/p>\n

A p\u0159esto CX t\u00fdmy do boardroomu chod\u00ed s NPS k\u0159ivkami. Pro\u010d samotn\u00e9 metriky nesta\u010d\u00ed, rozeb\u00edr\u00e1me podrobn\u011bji tak\u00e9 v \u010dl\u00e1nku Metrika, kterou m\u00e1 CX t\u00fdm v rukou a nepou\u017e\u00edv\u00e1 ji.<\/a><\/p>\n

Probl\u00e9m formuloval p\u0159esn\u011b Judy Weader, hlavn\u00ed analytik Forresteru: \u201eCX l\u00edd\u0159i maj\u00ed tendenci mluvit jazykem z\u00e1kaznick\u00e9 zku\u0161enosti a jej\u00edch metrik, m\u00edsto aby mluvili jazykem C-suite.“<\/em> V\u00fdsledkem je, \u017ee Chief Customer Officer vstoup\u00ed na poradu s trendy NPS a sk\u00f3re z\u00e1kaznick\u00e9ho zdrav\u00ed, zat\u00edmco obchodn\u00ed \u0159editel je m\u011b\u0159en reten\u010dn\u00edmi sazbami smluv a konverz\u00ed pipeline, CFO zaj\u00edm\u00e1 hrub\u00e1 retence tr\u017eeb a z\u00e1kaznick\u00e1 celo\u017eivotn\u00ed hodnota a CEO chce v\u011bd\u011bt, jestli firma vyhr\u00e1v\u00e1 nebo prohr\u00e1v\u00e1. Nikdo z nich se r\u00e1no nebud\u00ed s my\u0161lenkou na NPS.<\/p>\n

Jde tedy o komunika\u010dn\u00ed selh\u00e1n\u00ed, ne o selh\u00e1n\u00ed z\u00e1kaznick\u00e9 zku\u0161enosti jako discipl\u00edny.<\/p>\n

Co boardroom skute\u010dn\u011b chce sly\u0161et<\/h2>\n

Boardroom nechce dashboardy. Chce odpov\u011bdi, rozhodnut\u00ed a p\u0159edv\u00eddavost. To je z\u00e1sadn\u00ed rozli\u0161en\u00ed. CX mana\u017ee\u0159i p\u0159\u00edli\u0161 \u010dasto prezentuj\u00ed stav v\u011bc\u00ed. Boardroom se pt\u00e1 jinak: Co to znamen\u00e1 pro p\u0159\u00edjmy? Kde hroz\u00ed riziko? Jak jsme na tom ve srovn\u00e1n\u00ed s konkurenc\u00ed?<\/em><\/p>\n

P\u0159eklad je technicky p\u0159\u00edmo\u010dar\u00fd, ale vy\u017eaduje zm\u011bnu my\u0161len\u00ed. M\u00edsto „NPS vzrostl o 8 bod\u016f“ jde o „zv\u00fd\u0161en\u00ed NPS o 8 bod\u016f korelovalo s poklesem churn rate o 3 %, co\u017e p\u0159i pr\u016fm\u011brn\u00e9 hodnot\u011b z\u00e1kazn\u00edka X K\u010d p\u0159edstavuje uchr\u00e1n\u011bn\u00e9 tr\u017eby Y milion\u016f.“ M\u00edsto „z\u00e1kaznick\u00e1 spokojenost se zlep\u0161uje“ jde o „z\u00e1kazn\u00edci s vysokou spokojenost\u00ed u n\u00e1s utr\u00e1cej\u00ed v pr\u016fm\u011bru o 23 % v\u00edce ne\u017e nespokojen\u00ed z\u00e1kazn\u00edci.“ M\u00edsto „p\u0159ij\u00edm\u00e1me po\u017eadavky rychleji“ jde o „sn\u00ed\u017een\u00ed pr\u016fm\u011brn\u00e9 doby \u0159e\u0161en\u00ed o 40 % vedlo k m\u011b\u0159iteln\u00e9mu poklesu provozn\u00edch n\u00e1klad\u016f.“<\/p>\n

\u201eOt\u00e1zka, na kterou mus\u00edte odpov\u011bd\u011bt, zn\u00ed: jak uk\u00e1\u017eete, \u017ee CX \u0161et\u0159\u00ed pen\u00edze a vyd\u011bl\u00e1v\u00e1 pen\u00edze?<\/strong>“ \u0159\u00edk\u00e1 Colleen Fazio, senior analyti\u010dka Forresteru.<\/p>\n

T\u0159i kroky k byznysov\u00e9 relevanci<\/h2>\n

Za prv\u00e9:<\/strong> propojte CX data s finan\u010dn\u00edmi syst\u00e9my. McKinsey doporu\u010duje matchovat historick\u00e1 data ze z\u00e1kaznick\u00fdch pr\u016fzkum\u016f s transak\u010dn\u00edmi daty na \u00farovni jednotliv\u00fdch z\u00e1kazn\u00edk\u016f, typicky za dvou a\u017e t\u0159\u00edlet\u00e9 obdob\u00ed. Tento typ propojen\u00ed tvo\u0159\u00ed p\u00e1te\u0159 byznysov\u00e9 anal\u00fdzy z\u00e1kaznick\u00e9 zku\u0161enosti. Pokud CX t\u00fdm nem\u00e1 p\u0159\u00edstup k finan\u010dn\u00edm dat\u016fm, to samo o sob\u011b vypov\u00edd\u00e1 o tom, kde stoj\u00ed v organiza\u010dn\u00ed hierarchii. Jak na to v praxi? Podrobn\u011bji jsme se tomuto t\u00e9matu v\u011bnovali v \u010dl\u00e1nku Jak propojit CX metriky s finan\u010dn\u00ed v\u00fdkonnost\u00ed firmy.<\/a><\/p>\n

Za druh\u00e9:<\/strong> p\u0159esta\u0148te reportovat touchpointy, za\u010dn\u011bte reportovat journey. Programy zam\u011b\u0159en\u00e9 prim\u00e1rn\u011b na metriky jako CSAT a NPS maj\u00ed tendenci nedoru\u010dit sl\u00edbenou finan\u010dn\u00ed hodnotu. Ty, kter\u00e9 v\u00fdsledky p\u0159in\u00e1\u0161ej\u00ed, za\u010d\u00ednaj\u00ed a kon\u010d\u00ed m\u011b\u0159iteln\u00fdmi strategick\u00fdmi c\u00edli, a\u0165 u\u017e jde o zv\u00fd\u0161en\u00ed tr\u017eeb nebo sn\u00ed\u017een\u00ed n\u00e1klad\u016f.<\/p>\n

Za t\u0159et\u00ed:<\/strong> p\u0159idejte do prezentace p\u0159\u00edb\u011bh z\u00e1kazn\u00edka. \u010c\u00edsla jsou nezbytn\u00e1, ale veden\u00ed, kter\u00e9 je skute\u010dn\u011b investovan\u00e9 do vize firmy, reaguje velmi siln\u011b na lidsk\u00e9 p\u0159\u00edb\u011bhy. P\u0159\u00edb\u011bhy z\u00e1kazn\u00edk\u016f propojuj\u00ed analytiku s lidskou dimenz\u00ed zp\u016fsobem, kter\u00fd scorecard nikdy nedok\u00e1\u017ee.<\/p>\n

Struktur\u00e1ln\u00ed podm\u00ednka, kter\u00e1 se nej\u010dast\u011bji p\u0159ehl\u00ed\u017e\u00ed<\/h2>\n

CX a EX (employee experience \u2013 zam\u011bstnaneck\u00e1 zku\u0161enost) si zaslou\u017e\u00ed m\u00edsto v boardroomu. Je kritick\u00e9, aby veden\u00ed rozum\u011blo ob\u011bma oblastem a podpo\u0159ilo strategii. Kl\u00ed\u010dov\u00e1 podm\u00ednka v\u0161ak z\u016fst\u00e1v\u00e1 opomenuta: jde o struktur\u00e1ln\u00ed ot\u00e1zku reportovac\u00edch lini\u00ed, nejen o kvalitu prezentace<\/em>. Pokud va\u0161e kl\u00ed\u010dov\u00e1 konkuren\u010dn\u00ed v\u00fdhoda le\u017e\u00ed v rukou operativn\u00edho t\u00fdmu, ale je neviditeln\u00e1 pro veden\u00ed, jde o struktur\u00e1ln\u00ed probl\u00e9m. CX mana\u017eer reportuj\u00edc\u00ed do marketingu nebo operac\u00ed nikdy nebude m\u00edt stejn\u00fd vliv jako ten, kdo reportuje p\u0159\u00edmo do C-suite.<\/p>\n

Kredibilita v boardroomu nepoch\u00e1z\u00ed pouze z inovace. Poch\u00e1z\u00ed z prok\u00e1z\u00e1n\u00ed toho, \u017ee ka\u017ed\u00e1 investice p\u0159in\u00e1\u0161\u00ed m\u011b\u0159iteln\u00e9 byznysov\u00e9 v\u00fdsledky. Technologie dok\u00e1\u017ee z\u00e1kaznickou zku\u0161enost transformovat, ale pr\u00e1vo na m\u00edsto u stolu mus\u00ed CX mana\u017eer vybojovat jazykem, kter\u00e9mu boardroom rozum\u00ed.<\/p>\n

Skute\u010dn\u00e1 ot\u00e1zka proto nezn\u00ed, zda m\u00e1 z\u00e1kaznick\u00e1 zku\u0161enost siln\u00fd business case. Ten existuje a \u010d\u00edsla mluv\u00ed jasn\u011b. Ot\u00e1zka zn\u00ed, zda jsou CX mana\u017ee\u0159i ochotni p\u0159estat mluvit o z\u00e1kazn\u00edc\u00edch a za\u010d\u00edt mluvit o pen\u011bz\u00edch.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Z\u00e1kaznick\u00e1 zku\u0161enost m\u00e1 nejsiln\u011bj\u0161\u00ed business case ze v\u0161ech odd\u011blen\u00ed. A […]<\/p>\n","protected":false},"author":4,"featured_media":4850,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[55,72],"tags":[],"class_list":["post-4849","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\/4849","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=4849"}],"version-history":[{"count":1,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4849\/revisions"}],"predecessor-version":[{"id":4851,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/4849\/revisions\/4851"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/4850"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=4849"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=4849"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=4849"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}