Be Happy, don’t worry. Is your customer happy or do you need to worry?

"ProCogia helped one of its clients’ customer experience group identify the drivers of customer satisfaction." Jeff S. and Eric O.

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The client wants to improve its overall customer satisfaction among its competitors and as part of this initiative, the client needed to have better insight into the drivers of satisfaction for claims customer. The key drivers would be used to identify relevant action items.

Key Objectives

  • Identify the key drivers for customer satisfaction.
  • Prioritize the areas of highest opportunity to improve customer satisfaction, along with different implementation scenarios.


  • ProCogia created a Customer Satisfaction Index(CSI) using survey data and replicated using two level regression for different segments, where respondents were segmented based on their claim and interaction status.
  • In the first level model, touch points (such as Purchase Experience, Billing, Cost, Interaction and Claims) were regressed on contributing attributes.
  • In the second level model, the satisfaction index was regressed on touch-point indices which helped in coming up with the relevance and importance of each claim attribute. Customer Satisfaction Index
  • Opportunity areas for improvement of client’s performance identified by:
    1. Calculating the difference between client’s performance and the top-ranked company on each claims attribute.
    2. This difference was scaled by attribute importance to arrive at potential opportunity areas.

    Overall Stat Index

    T1 T2 T3 T4 T5
    38% 10% 25% 17% 10%
  • Different scenarios were recommended to enable the client to bridge gap on the CSI index using attributes with the highest opportunity areas were recommended. Weights were calculated at each attribute/ sub touch point/ touch point level by building regression models at multiple levels.


ProCogia analyzed the customer survey data and identified the areas of opportunity to improve the overall customer experience. Next, the factors were prioritized to build an implementation plan, which led to additional $23M in revenues.