In this paper, we analyzes the relationship between brand value and market value in Japanese companies. As a proxy for brand value, we use the corporate brand index BBES measured by the survey method using business card network information. One of the characteristics of BBES is that only the persons who hold business cards: the persons who have business relations with the surveyed company, are included in the survey. This feature of BBES allows measurement of brand power and reputation of B2B companies with low general awareness. The purpose of this paper is to statistically verify whether this BBES data shows a positive association with market value as a proxy for brand value. Empirical analysis for Japanese companies revealed that brand value by BBES additionally explains the market value given the information on net assets and profits. The explanatory power showed a high value especially in B2B companies.
It is argued that the IT strategy should be aligned with the business strategy, or that the IT strategy is part of the business strategy. However, the business strategy and IT strategy differ from its component elements that need to be aligned by each strategy. Whenever these component elements cannot be properly adjusted during an enterprise information system implementation project, a problem named as “the Torsion Structure” problem that caused inconsistency is easy to be triggered. This study proposed “the Torsion Structure Model between Business Strategy and IT Strategy”. This theoretical model focus on the structural factors that are likely to delay the delivery date of the enterprise information system implementation project. Based on this model, the validity and effectiveness of this model will be verified by examining the factors that achieve or miss the planned delivery date of the enterprise information system implementation project through multiple case studies.