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This study examines the impact of business analytics (BA) capabilities on business performance within the pharmaceutical industry. Through comparative case studies of two affiliate offices of top global pharmaceutical companies in Indonesia, we employ open, axial, and selective coding to identify the key concepts and constructs influencing the relationship between BA capabilities and business performance. We propose and empirically validate a theoretical framework that outlines the critical interplay between technology, people, management capabilities, and the go-to-market model, demonstrating how these factors improve decision-making quality and overall business performance. Our findings highlight the essential role of managerial leadership and support, particularly the ability to balance short-term gains with long-term capability building, as crucial for effective BA initiatives. Additionally, the study reveals that companies with a digital orientation and agile go-to-market models significantly enhance their BA implementation. It underscores the variability in BA implementation within the pharmaceutical sector, even among companies in similar markets. By fostering a data-driven culture and prioritizing long-term capabilities, companies can maximize the impact of BA. As a pioneering qualitative case study on BA capabilities in this industry, this research provides valuable insights for both practical applications and theoretical development. Future research could build on these findings by exploring various business contexts and examining BA at the enterprise level beyond sales and marketing to gain a more comprehensive understanding of its impact on business performance. |
