This is the third article in a series of Futurelab columns for consulting.de, focused on making the business case for Customer Experience (CX). In the first part (LINK) wetalked about why CX Managers need to prove ROI at all (reminder: it is because ROI discussions are budgeting discussions). In the second part (LINK) we gave an example of how this calculation depends on the strategic objectives of your company. In this part, we will delve a bit further into how different types of businesses need to look at different metrics and ways of calculating ROI of CX. Show me the money. Imagine you area CEO of a large company.You have hundreds of topics to deal with ona daily basis.Margins are under pressure, the board expects growth, your CIO is raving about a cool new tech that promises massive savings in headcount. Every decision requires budget. Investing €1 mln in new equipment will allow you to increase output by10%. More output–more sales. That’s a solid win.…