{"id":7104,"date":"2026-06-29T15:06:36","date_gmt":"2026-06-29T13:06:36","guid":{"rendered":"https:\/\/www.insightsofa.com\/?p=7104"},"modified":"2026-06-29T15:08:30","modified_gmt":"2026-06-29T13:08:30","slug":"vas-cx-tym-zakaznika-nezachrani-zbytek-firmy-ano","status":"publish","type":"post","link":"https:\/\/www.insightsofa.com\/cs\/vas-cx-tym-zakaznika-nezachrani-zbytek-firmy-ano\/","title":{"rendered":"V\u00e1\u0161 CX t\u00fdm z\u00e1kazn\u00edka nezachr\u00e1n\u00ed. Zbytek firmy ano."},"content":{"rendered":"

Zn\u00e1m tu situaci dob\u0159e. CX t\u00fdm sed\u00ed nad v\u00fdsledky pr\u016fzkum\u016f, NPS (Net Promoter Score, metrika loajality z\u00e1kazn\u00edk\u016f) kles\u00e1 druh\u00fd kvart\u00e1l v \u0159ad\u011b, a kdy\u017e to jdete probrat s produktov\u00fdm nebo finan\u010dn\u00edm odd\u011blen\u00edm, setk\u00e1te se s p\u0159\u00edv\u011btiv\u00fdm nez\u00e1jmem. \u201eTo je v\u00e1\u0161 probl\u00e9m.“<\/em> Z\u00e1kazn\u00edk je prost\u011b v\u011bc t\u011bch, kdo s n\u00edm mluv\u00ed. Ostatn\u00ed maj\u00ed jin\u00e9 KPI (Key Performance Indicators, kl\u00ed\u010dov\u00e9 ukazatele v\u00fdkonnosti).<\/p>\n

Jen\u017ee z\u00e1kaznick\u00e1 zku\u0161enost nevznik\u00e1 v kontaktn\u00edm centru. Vznik\u00e1 v rozhodnut\u00edch, kter\u00e1 padaj\u00ed na porad\u00e1ch, kam se z\u00e1kazn\u00edk nikdy nedostane p\u0159i stanovov\u00e1n\u00ed cen, p\u0159i designu produktu, p\u0159i nastaven\u00ed intern\u00edch proces\u016f, p\u0159i v\u00fdb\u011bru softwaru. Pokud tyto rozhodovac\u00ed procesy z\u00e1kazn\u00edka ignoruj\u00ed, \u017e\u00e1dn\u00fd vy\u0161kolen\u00fd agent ani z\u00e1kaznick\u00e1 linka to nezachr\u00e1n\u00ed.<\/p>\n

Data jsou v tomto ohledu konzistentn\u00ed. Podle pr\u016fzkumu XM Institute z roku 2024, kter\u00fd zahrnoval 234 CX specialist\u016f z firem s v\u00edce ne\u017e tis\u00edcem zam\u011bstnanc\u016f, z\u016fst\u00e1v\u00e1 71 % organizac\u00ed uv\u011bzn\u011bno v prvn\u00edch dvou stupn\u00edch CX vysp\u011blosti ve f\u00e1zi, kdy management CX je\u0161t\u011b nevn\u00edm\u00e1 jako strategickou p\u0159\u00edle\u017eitost. Jen 2 % firem dos\u00e1hla nejvy\u0161\u0161\u00edho stupn\u011b, kde je z\u00e1kaznick\u00e1 orientace skute\u010dn\u011b sou\u010d\u00e1st\u00ed DNA cel\u00e9 organizace (XM Institute, State of CX Management, 2024). Paradox je zjevn\u00fd: ka\u017ed\u00e1 firma o z\u00e1kazn\u00edkovi mluv\u00ed, m\u00e1lokter\u00e1 ho skute\u010dn\u011b mysl\u00ed v\u00e1\u017en\u011b.<\/strong><\/p>\n

Zviditelnit z\u00e1kazn\u00edka tam, kde nen\u00ed vid\u011bt<\/h2>\n

Nejv\u011bt\u0161\u00ed probl\u00e9m CX kultury nen\u00ed nedostatek dat. Je to nedostatek kontaktu. V\u00fdvoj\u00e1\u0159, kter\u00fd nikdy nemluvil se z\u00e1kazn\u00edkem, navrhuje jinak ne\u017e ten, kter\u00fd jednou za kvart\u00e1l str\u00e1v\u00ed hodinu poslechem hovor\u016f. Finan\u010dn\u00ed analytik, kter\u00fd nikdy ne\u010detl doslova p\u0159epsanou reklamaci, snadn\u011bji schv\u00e1l\u00ed rozhodnut\u00ed, kter\u00e9 z\u00e1kazn\u00edkovi zkomplikuje \u017eivot.<\/p>\n

\u0158e\u0161en\u00ed nen\u00ed revolucion\u00e1rn\u00ed. Je ritu\u00e1ln\u00ed.<\/strong><\/p>\n

Schneider Electric v Severn\u00ed Americe za\u010d\u00edn\u00e1 firemn\u00ed porady t\u00edm, \u017ee sd\u00edl\u00ed p\u0159\u00edb\u011bh nebo zp\u011btnou vazbu od z\u00e1kazn\u00edka ne\u017e se p\u0159ejde k \u010d\u00edsl\u016fm (Jeff Toister, How to Reinforce Your Service Culture with Rituals, 2023). Zn\u00ed to trivi\u00e1ln\u011b. Ale pravideln\u00e9 opakov\u00e1n\u00ed m\u011bn\u00ed to, co lid\u00e9 vn\u00edmaj\u00ed jako d\u016fle\u017eit\u00e9. Z\u00e1kazn\u00edk se st\u00e1v\u00e1 p\u0159\u00edtomn\u00fdm i v m\u00edstnostech, kde fyzicky nen\u00ed.<\/p>\n

Podobn\u011b funguj\u00ed tzv. \u201elisten sessions“ strukturovan\u00e9 poslechy z\u00e1kaznick\u00fdch hovor\u016f nebo \u010dten\u00ed otev\u0159en\u00fdch odpov\u011bd\u00ed ze zp\u011btn\u00e9 vazby, do kter\u00fdch jsou zapojeni lid\u00e9 mimo z\u00e1kaznick\u00e9 t\u00fdmy. Produktov\u00ed mana\u017ee\u0159i, market\u00e9\u0159i, IT architekti. Jednou za m\u011bs\u00edc. Na hodinu. Bez agendy zachra\u0148ovat sv\u011bt jen poslouchat. V praxi to vypad\u00e1 takhle: p\u0159ijdete na setk\u00e1n\u00ed, dostanete t\u0159i p\u0159epsan\u00e9 hovory nebo deset koment\u00e1\u0159\u016f z NPS pr\u016fzkumu, a ve skupin\u011b si pov\u00edd\u00e1te, co sly\u0161\u00edte. \u017d\u00e1dn\u00e9 PowerPointy. \u017d\u00e1dn\u00e9 filtry CX t\u00fdmu. \u010cist\u00fd hlas z\u00e1kazn\u00edka.<\/p>\n

Tento p\u0159\u00edstup m\u00e1 nav\u00edc neo\u010dek\u00e1van\u00fd vedlej\u0161\u00ed efekt: zapojen\u00ed zam\u011bstnanc\u016f mimo frontline do z\u00e1kaznick\u00e9 zp\u011btn\u00e9 vazby samo o sob\u011b zvy\u0161uje jejich pocit odpov\u011bdnosti za z\u00e1kazn\u00edka. Podle Forrester Research plat\u00ed, \u017ee zam\u011bstnanci, kte\u0159\u00ed jsou aktivn\u011b zapojeni do program\u016f VoE (Voice of Employee, hlas zam\u011bstnance zam\u011b\u0159en\u00fd na z\u00e1kaznickou zku\u0161enost), v\u00fdrazn\u011b siln\u011bji vn\u00edmaj\u00ed sv\u016fj p\u0159\u00edm\u00fd vliv na to, jak z\u00e1kazn\u00edk zna\u010dku pro\u017e\u00edv\u00e1 (InMoment, Voice of Employee, 2022).<\/p>\n

Dashboardy, kter\u00e9 n\u011bkdo skute\u010dn\u011b \u010dte<\/h2>\n

\u017div\u00e9 CX dashboardy jsou skv\u011bl\u00e1 v\u011bc. Jen\u017ee v\u011bt\u0161ina z nich slou\u017e\u00ed CX t\u00fdmu k tomu, aby m\u011bl co ukazovat na kvartaln\u00edm reviewu. Pak zhasnou.<\/p>\n

Funk\u010dn\u00ed dashboard nesta\u010d\u00ed existovat mus\u00ed b\u00fdt zakomponov\u00e1n do pracovn\u00edho rytmu lid\u00ed, kte\u0159\u00ed nemaj\u00ed CX v n\u00e1zvu pozice.<\/p>\n

To znamen\u00e1<\/strong>:<\/p>\n

    \n
  • relevantn\u00ed segmentace dat podle t\u00fdmu nebo produktov\u00e9 oblasti (produktov\u00fd t\u00fdm chce vid\u011bt zp\u011btnou vazbu na sv\u016fj produkt, ne agregovan\u00fd NPS cel\u00e9 firmy),<\/li>\n
  • automatick\u00e9 upozorn\u011bn\u00ed p\u0159i v\u00fdrazn\u011bj\u0161\u00edm poklesu,<\/li>\n
  • a hlavn\u011b jasn\u00e1 odpov\u011bdnost za to, co \u010d\u00edsla znamenaj\u00ed a co s nimi n\u011bkdo ud\u011bl\u00e1.<\/li>\n<\/ul>\n

    Bain & Company ve sv\u00e9m p\u0159\u00edstupu k CX transformaci zd\u016fraz\u0148uje, \u017ee kl\u00ed\u010dov\u00e1 podm\u00ednka pro funguj\u00edc\u00ed z\u00e1kaznickou kulturu spo\u010d\u00edv\u00e1 v propojen\u00ed z\u00e1kaznick\u00fdch dat s obchodn\u00edmi v\u00fdsledky retenc\u00ed, cenotvorbou, cross-sellingem. Teprve tehdy z\u00e1kaznick\u00e1 data p\u0159estanou b\u00fdt \u201eCX v\u011bc\u00ed“<\/em> a stanou se firemn\u00ed v\u011bc\u00ed (Bain & Company, Customers Want Relationships, Not Just Easy Experiences, 2025).<\/p>\n

    Tuhle chybu d\u011bl\u00e1 skoro ka\u017ed\u00fd: CX t\u00fdm hl\u00edd\u00e1 z\u00e1kaznick\u00e1 \u010d\u00edsla s\u00e1m pro sebe, m\u00edsto aby je distribuoval jako sd\u00edlenou odpov\u011bdnost.<\/p>\n

    Role veden\u00ed: tohle nelze delegovat<\/h2>\n

    Mluvil jsem ned\u00e1vno s CX mana\u017eerkou z mid-size e-commerce firmy. Popsala situaci, kter\u00e1 je podle m\u00e9 zku\u0161enosti velice typick\u00e1: \u201eM\u00e1me plnou podporu CEO na slovech. Na skutc\u00edch vid\u00edme, \u017ee z\u00e1kaznick\u00e1 data se na veden\u00ed neprojedn\u00e1vaj\u00ed jsou jen p\u0159\u00edloha v\u00fdro\u010dn\u00ed zpr\u00e1vy.“<\/em><\/p>\n

    Kultura se netvo\u0159\u00ed prohl\u00e1\u0161en\u00edm. Tvo\u0159\u00ed se t\u00edm, co veden\u00ed d\u011bl\u00e1, a co toleruje.<\/p>\n

    Gartner ve sv\u00e9m v\u00fdzkumu zam\u011b\u0159en\u00e9m na z\u00e1kaznicky orientovan\u00e9 organizace zd\u016fraz\u0148uje, \u017ee vedouc\u00ed pracovn\u00edci mus\u00ed aktivn\u011b a viditeln\u011b participovat na z\u00e1kaznick\u00fdch programech a\u0165 u\u017e jde o \u00fa\u010dast na VoC (Voice of Customer, hlas z\u00e1kazn\u00edka) sezen\u00edch, nebo o to, aby z\u00e1kaznick\u00e1 data byla sou\u010d\u00e1st\u00ed strategick\u00e9ho pl\u00e1nov\u00e1n\u00ed, nikoli jen reportingu (Gartner, Customer Experience Primer for 2025). Jin\u00fdmi slovy: pokud CEO nep\u0159ijde na \u201elisten session“<\/em>, ostatn\u00ed pochop\u00ed, \u017ee z\u00e1kazn\u00edk nen\u00ed priorita.<\/strong><\/p>\n

    Veden\u00ed nav\u00edc vys\u00edl\u00e1 sign\u00e1l t\u00edm, jak reaguje na \u0161patn\u00e9 z\u00e1kaznick\u00e9 v\u00fdsledky. Pokud jsou NPS nebo CSAT (Customer Satisfaction Score, sk\u00f3re spokojenosti z\u00e1kazn\u00edk\u016f) v\u00fdsledky nepohodln\u00e9 a veden\u00ed je bagatelizuje nebo hled\u00e1 metodologick\u00e9 v\u00fdhrady m\u00edsto odpov\u011bd\u00ed, cel\u00e1 firma se nau\u010d\u00ed, \u017ee z\u00e1kaznick\u00e1 zp\u011btn\u00e1 vazba je nep\u0159\u00edjemn\u00fd formalismus. Naopak pokud veden\u00ed p\u0159ijde na poradu a \u0159\u00edk\u00e1 \u201eco n\u00e1m z\u00e1kazn\u00edci \u0159\u00edkaj\u00ed a co s t\u00edm ud\u011bl\u00e1me“<\/em>, m\u011bn\u00ed t\u00edm cel\u00fd jazyk organizace.<\/p>\n

    Jak m\u011b\u0159it zralost CX kultury a posouvat ji d\u00e1l<\/h2>\n

    Tady se dost\u00e1v\u00e1m k \u010d\u00e1sti, kterou CX komunita \u010dasto p\u0159eskakuje. Kultura se ned\u00e1 vybudovat bez m\u011b\u0159en\u00ed. Zn\u00ed to cynicky, ale je to pravda: co se nem\u011b\u0159\u00ed, nem\u00e1 v organizaci v\u00e1hu.<\/p>\n

    XM Institute nab\u00edz\u00ed model CX vysp\u011blosti (CX Maturity Model) se p\u011bti stupni: Investigate, Initiate, Mobilize, Scale a Embed. Pr\u016fzkum z roku 2023 uk\u00e1zal, \u017ee 7 z 10 organizac\u00ed se pohybuje na prvn\u00edch dvou \u00farovn\u00edch (XM Institute, 2023). Nejvy\u0161\u0161\u00ed \u00farove\u0148 Embed popisuje stav, kdy je z\u00e1kaznick\u00e1 centricit\u00e1 skute\u010dn\u011b veps\u00e1na do ka\u017edodenn\u00edch rozhodnut\u00ed na v\u0161ech \u00farovn\u00edch firmy, v\u010detn\u011b strategick\u00e9ho pl\u00e1nov\u00e1n\u00ed a HR proces\u016f.<\/p>\n

    Na co se v praxi zam\u011b\u0159it p\u0159i hodnocen\u00ed vlastn\u00ed kulturn\u00ed zralosti:<\/strong><\/p>\n

    Zaprv\u00e9, p\u0159\u00edtomnost z\u00e1kazn\u00edka v rozhodovac\u00edch procesech<\/strong>. Jsou z\u00e1kaznick\u00e1 data sou\u010d\u00e1st\u00ed pravideln\u00fdch porad veden\u00ed? Jsou k dispozici lidem mimo CX t\u00fdm? Pokud ne, jste pravd\u011bpodobn\u011b st\u00e1le na \u00farovni Investigate nebo Initiate.<\/p>\n

    Zadruh\u00e9, sd\u00edlen\u00e1 odpov\u011bdnost za z\u00e1kaznick\u00e9 metriky<\/strong>. Maj\u00ed t\u00fdmy mimo p\u00e9\u010di o z\u00e1kazn\u00edky vlastn\u00ed z\u00e1kaznick\u00e9 c\u00edle? Nebo je NPS v\u00fdhradn\u00ed starost\u00ed z\u00e1kaznick\u00e9ho odd\u011blen\u00ed? Organizace na vy\u0161\u0161\u00ed \u00farovni zralosti p\u0159i\u0159azuj\u00ed z\u00e1kaznick\u00e9 KPIs (kl\u00ed\u010dov\u00e9 ukazatele v\u00fdkonnosti) i produktov\u00fdm, marketingov\u00fdm nebo finan\u010dn\u00edm t\u00fdm\u016fm.<\/p>\n

    Zat\u0159et\u00ed, reakce na z\u00e1kaznick\u00e9 incidenty<\/strong>. Jak firma reaguje, kdy\u017e z\u00e1kazn\u00edk za\u017eije \u0161patnou zku\u0161enost? Je to \u201eCX v\u011bc“<\/em>, nebo se v\u011bc eskaluje na cross-funkcion\u00e1ln\u00ed t\u00fdm? Rychlost a \u0161\u00ed\u0159ka reakce jsou v\u00fdmluvn\u00fdm ukazatelem kulturn\u00ed zralosti.<\/p>\n

    Gartner\u016fv model CX vysp\u011blosti p\u0159id\u00e1v\u00e1 je\u0161t\u011b jeden rozm\u011br: propojen\u00ed z\u00e1kaznick\u00e9 strategie s inovacemi<\/strong>. Na nejvy\u0161\u0161\u00ed \u00farovni organizace nejen reaguje na z\u00e1kaznick\u00e9 pot\u0159eby, ale je anticipuje a navrhuje kolem nich produkty a procesy je\u0161t\u011b p\u0159edt\u00edm, ne\u017e je z\u00e1kazn\u00edk artikuluje (Gartner, Use Gartner’s Maturity Model to Evolve Your Customer Experience, 2024).<\/p>\n

    Posun o jeden stupe\u0148 v\u00fd\u0161e v kulturn\u00ed zralosti CX programu p\u0159itom nen\u00ed jen ot\u00e1zka pocitu CX l\u00edd\u0159i na vy\u0161\u0161\u00edch \u00farovn\u00edch zralosti vykazuj\u00ed v\u00fdrazn\u011b lep\u0161\u00ed obchodn\u00ed v\u00fdsledky. Podle XM Institute jsou s v\u011bt\u0161\u00ed pravd\u011bpodobnost\u00ed o 63 % (oproti 40 % u CX laggards) hodnoceni jako firmy s finan\u010dn\u00edmi v\u00fdsledky nad pr\u016fm\u011brem trhu (XM Institute, State of CX Management, 2024).<\/p>\n

    Kultura se neinstaluje. P\u011bstuje se.<\/strong><\/p>\n

    Zn\u00ed to jako kli\u0161\u00e9, ale praxe to potvrzuje ka\u017ed\u00fd den. CX kultura nap\u0159\u00ed\u010d firmou nen\u00ed projekt s term\u00ednem dod\u00e1n\u00ed. Je to souhrn n\u00e1vyk\u016f, ritu\u00e1l\u016f, rozhodnut\u00ed a model\u016f chov\u00e1n\u00ed, kter\u00e9 se opakuj\u00ed nebo neopakuj\u00ed.<\/p>\n

    Nejlep\u0161\u00ed n\u00e1stroje, nejlep\u0161\u00ed metriky, nejlep\u0161\u00ed z\u00e1kaznick\u00e1 platforma nepom\u016f\u017eou, pokud kolega z produktu nikdy nesly\u0161el z\u00e1kazn\u00edka mluvit. Pokud se na porad\u011b veden\u00ed nikdo nepept\u00e1, co z\u00e1kazn\u00edci \u0159\u00edkaj\u00ed. Pokud CX t\u00fdm sed\u00ed s\u00e1m v rohu a hl\u00edd\u00e1 svoje dashboardy.<\/p>\n

    Z\u00e1kazn\u00edk mus\u00ed b\u00fdt p\u0159\u00edtomn\u00fd v m\u00edstnostech, kam s\u00e1m nikdy nevstoup\u00ed.<\/strong> To je pr\u00e1ce CX kultury. A ta pr\u00e1ce neza\u010d\u00edn\u00e1 technologi\u00ed za\u010d\u00edn\u00e1 t\u00edm, kdo dostane slovo na p\u0159\u00ed\u0161t\u00edm all-hands meetingu.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Zn\u00e1m tu situaci dob\u0159e. CX t\u00fdm sed\u00ed nad v\u00fdsledky pr\u016fzkum\u016f, […]<\/p>\n","protected":false},"author":5,"featured_media":7115,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[72,55],"tags":[70],"class_list":["post-7104","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-vsechny-clanky","category-strategie","tag-featured"],"_links":{"self":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/7104","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\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/comments?post=7104"}],"version-history":[{"count":1,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/7104\/revisions"}],"predecessor-version":[{"id":7116,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/posts\/7104\/revisions\/7116"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media\/7115"}],"wp:attachment":[{"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/media?parent=7104"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/categories?post=7104"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.insightsofa.com\/cs\/wp-json\/wp\/v2\/tags?post=7104"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}