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Copyright of Mexican Journal of Economics & Finance / Revista Mexicana de Economia y Finanzas is the property of Instituto Mexicano de Ejecutivos de Finanzas and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Mercados y Negocios is the property of Universidad de Guadalajara, Centro Universitario de Ciencias Economico Administrativas and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Serving the majorities market appears difficult for large companies, given all there is to be learned and the need to “begin from scratch”. For smaller companies focused on a market niche, the challenge posed may center in economies of scale they must reach to become profitable. The balance will favor those companies that manage, concurrently, to “bridge” the best of both scales. [ABSTRACT FROM AUTHOR]

This article demonstrates that Business Intelligence (Bl) is not only for big firms. SMEs (Small and Medium Enterprises) can perfectly apply Bl and organize the management of knowledge. Based on a global model this article demonstrates how a SME can afford and benefit from a Bl team. As is the case for the larger firms, SME will benefit from some collateral advantages such as securing the information that the SME generates. As compared to bigger companies, SME are not permitted basic errors, such as believing h an "instant magical solution". Also, the article describes the application of an IQ (Information Quotient) test for taking a picture of the natural Bl already existing within a firm. An analysis of these tests permitted a better understanding of the differences between employees at certain levels, namely production, sales and R&D. Through certain models, readers will see different examples from very basic and part time Bl teams up to almost full time Bl managers. [ABSTRACT FROM AUTHOR]