While very few survey respondents can quantify business value, every single one of them can describe, in detail, what they did with the results of their analyses: the actions taken and/or the decisions made.
This seems to go without saying, and it’s really the stories you need anyway. So, ask for them directly. From there you can document assumptions and estimate business value.
Let’s take a very simple example. projecting greece whatsapp number data the number of store check-out clerks to assign each hour. Too many clerks and they stand idle or the customers don’t spend enough time in line looking at the candy displays. Too few and the lines get long and the customers get annoyed (or leave). A staffing analyst optimizes idle time and wait time, while another analyst in another department determines the impact of those metrics across the company. The staffing analyst might not have visibility into the impacts, but we can make the association. We can see that idle time decreased by a certain amount with an annual impact of $X, and customer delays decreased by a certain amount with an annual impact of $Y. Benefit is $X + $Y.
These dollar values could not be given a priori, but by focusing on the actions first, the values could be reliably estimated. If someone doesn’t believe the numbers, show them the assumptions and calculations. If they don’t agree with your assumptions, ask them for theirs and recalculate.