THINK IT Services

One of the topics which leading Software-as-a-Service (SaaS) vendors and industry analysts are most vehement about is that software vendors cannot survive and succeed supporting a ‘hybrid’ model.

This issue arises every time an incumbent software vendor–my definition of a “ISV”–rolls out a SaaS solution while also trying to sustain its legacy, on-premise application. There are plenty of impediments to success in this balancing act across the entire lifecycle of a product extending from software development and delivery to sales and support. These technological and organizational challenges are major obstacles to success for ISVs trying to keep pace with the SaaS movement.

However, despite growing interest and adoption of SaaS as well as other ‘cloud’ computing alternatives among organizations of all sizes, many IT and business decision-makers continue to feel that they must make an ‘either/or’ judgement when it comes to on-premise versus on-demand solutions. This often confronts with an unnecessarily polarized set of options rather than giving customers a variety of complementary choices that enable them to locate their applications wherever they like.

I believe that this no longer needs to be the case. Instead, I think SaaS and cloud computing vendors should adopt a different attitude toward the hybrid model to better respond to their customers’ preferences. If vendors adopt this new approach, it could remove one of the last barriers to broad-based acceptance of SaaS and cloud computing among small- and mid-size businesses (SMBs), as well as large-scale enterprises.

As I’ve written, and many others have stated elsewhere, building and selling a traditional software product is fundamentally different than delivering and supporting a SaaS solution. Supporting these two differing models creates internal redundancies and external conflicts which are costly, inefficient and doomed to failure in most cases.

Having said that, I’m becoming convinced that some ISVs can survive and will succeed by offering customers the choice of an on-premise and on-demand solution. In fact, I think it will be necessary to do so in order to satisfy the demands of those customers who are not comfortable with relying on a ‘cloud’-based solution to meet their IT or business needs.

While customer concerns about where a software solution, or even the application data, resides may not be entirely rational at times, it may not be necessary in the future for ISVs to have to convince them to part with their data or depend on an application hosted in an unknown location.

Instead, a variety of players in the SaaS and cloud computing market are leveraging an ‘appliance’ approach which permits customers to deploy the vendor’s on-demand solution behind the firewall where it is regularly updated and upgraded via a synchronization process similar to that which has become acceptable in a variety of other situations, such as managed storage, back-up and security services. It is also becoming possible with Google Docs offline and Adobe Air.

This idea is already being demonstrated by companies like Cast Iron Systems in the data integration arena; NTRglobal in the remote support management services business; and St. Bernard in the security solutions realm.

Although none of these companies are delivering major enterprise applications, they are all offering customers the choice of deploying their equally important solutions in the ‘cloud’ or behind the firewall.

And, if Google, IBM, Microsoft and others can modularize their data center capabilities into ‘pods’ which can be deployed anywhere, what is to prevent Salesforce.com or other enterprise SaaS vendors from doing the same thing with their applications.

(I’ve been hearing rumors for a while that Salesforce.com is already allowing some of its largest customers to host its applications behind the firewall.)

Now, it is important to note that this approach still requires an ISV to evolve its software design to sit on a single multi-tenant style architecture and code base in order to be operationally feasible and cost-effective.

But, the enabling technologies are quickly evolving to satisfy these requirements. And, customer demand definitely exists to make this approach readily acceptable and profitable.

Let me know if you think I’m crazy or if you know of other examples which support my argument.

Although the Software-as-a-Service (SaaS) business applications and cloud computing development environments are getting the lion’s share of the attention in the press today, the most prevalent form of on-demand services continues to be hosted email and security services.

Email and security management are escalating challenges for IT and business decision-makers facing greater demands for real-time communications from their end-users, coupled with growing concerns about viruses, hackers, compliance and litigation.

As a result, an increasing proportion of companies and non-profit institutions are choosing to ‘out-task’ their email and security management to third-party hosting companies and managed service providers (MSPs).

However, enterprises and on-demand service providers alike are also recognizing that email, security, storage, archival, e-discovery, business continuity and disaster recovery are all intertwined. Therefore, IT/business decision-makers are seeking providers who can service as a strategic source for these services and providers are seeking to build service portfolios which can satisfy these requirements.

It is for these reasons that Symantec announced its acquisition of MessageLabs yesterday. Symantec has made it clear that it recognizes the growing demand for SaaS alternatives to traditional software products and is committed to providing on-demand solutions which respond to its customers’ rapidly changing needs. However, the company has also discovered that there are a myriad of internal and external challenges fulfilling this promise.

The acquisition of MessageLabs gives Symantec a proven set of on-demand services and experienced business executives who can help the software vendor overcome the obstacles which have prevented it from rolling out its offerings more quickly.

MessageLabs’ hosted email and security services can complement Symantec’s storage services. In addition, MessageLabs has a solid installed base of customers and strong channel partners, an aspect of the on-demand services puzzle which Symantec has been trying to assemble. Symantec has its own vast base of customers and channels to market for its traditional products and services, along with the service delivery infrastructure and provisioning engine it has built for the Symantec Protection Network (SPN).

Because of MessageLabs’ track record of success, the company’s leadership team will assume responsibility for Symantec’s entire on-demand services portfolio and go-to-market strategy. The infusion of this new leadership, along with their indepth understanding of the business requirements for delivering scalable on-demand services, should enable Symantec to accelerate its efforts to become a major player in the SaaS marketplace.

This isn’t the first acquisition of this nature. Google bought Postini and Dell acquired MessageOne in response to the same market trends. Now, Symantec is in a better position to respond to its customers’ needs and keep pace with the competition for these services.

The recent debate about the viability and value of cloud computing has generated at least one outstanding analysis from a friend at AT&T, that’s right AT&T!

Joe Weinman is the VP of Strategic Solutions Sales at AT&T Global Business Services. He published a terrific blog entry last week on GigaOM which was also distributed by BusinessWeek entitled, “The 10 Laws on Cloudonomics”.

I met Joe at a utility computing conference in NYC in 2004 where we both listened to a series of CIOs discuss how they were transforming their IT operations to achieve their business objectives.

What was facinating about their presentations was that they were not talking about hardware-based utility computing models that many vendors at the time, such as IBM and HP, were pushing. Instead, the CIOs from a number of major corporations and public agencies talked about how they were deploying Software-as-a-Service (SaaS).

It was this event which propelled THINKstrategies to focus its energies on the SaaS market, along with the related area of managed services, and to create our two online directories–the SaaS and Managed Services Showplaces.

Joe’s commentary is timely because a series of Amazon and Google platform outages have raised a new round of questions about the costs and benefits of cloud computing, today’s term for the old idea of utility computing.

It is also relevant because there are still plenty of IT and business decision-makers who are trying to determine when it makes sense to adopt on-demand, SaaS solutions rather than continue to contend with traditional, on-premise software applications. This was the topic of my presentation yesterday at Serena Software’s TAG user conference.

The pivotal question for IT and business decision-makers considering SaaS and the growing array of cloud computing alternatives is the risk and return tradeoffs.

At what point do the benefits of quicker time to market, lower total cost of ownership and greater return on investment clearly outweigh the potential costs of service disruptions, loss of proprietary data, or limited customization capabilities?

Helping customers perform these cost-benefit analyses and SaaS/cloud computing vendors communicate the value of their on-demand solutions has become a 24/7 campaign for me.

The recent service outages experienced by Amazon and Google have raised additional concerns about the reliability of these services in particular, and the concept of ‘cloud computing’ and Software-as-a-Service (SaaS) in general.

In my last blog entry, I suggested that the term ‘cloud computing’ may be gaining widespread acceptance but could also be preventing many mainstream business decision-makers from getting their heads around the idea of utilizing web-based services to meet their corporate needs.

The faceless personas of Amazon and Google’s cloud computing services doesn’t help the situation. While traditional telephone support services have left a lot to be desired, they at least give customers a opportunity to seek help from a real person.

Neither Google or Amazon offer this form of customer support for their cloud computing services. Given the modest price for their cloud computing services, it is easy to understand why this form of support doesn’t exist. These vendors, and others, may be planning to add fee-based customer support services later based on the level of demand for cloud computing services.

But, by omitting a customer support capability from their offerings at this stage they are running the risk of driving away customers who don’t want to put up with continuing service quality issues. They are also tarnishing the image of the overall cloud computing and SaaS movement, and could disrupt the growth of this market.

It is time for customers to ask questions about the quality of cloud computing and SaaS vendors’ customer support capabilities in the same way they have been asking about the reliability, security, customization and integration capabilities of their on-demand services.

Since Michael Dell returned to the helm of his company, he has been dramatically reshaping its channel and services strategies. He is also putting the IT industry on notice that the way hardware companies define and deliver services is changing.

The old guard of the IT industry recognized in the 1980s and 1990s that tech support, professional services and outsourcing could generate lucrative revenues and create greater lock-in opportunities in an increasingly commoditized hardware business. Lou Gerstner saved IBM by turning it into a services company.

Dell bucked this trend by investing in sophisticated supply-chain, fulfillment and customer service processes which enabled it to succeed as a low-cost, high-margin manufacturer.

HP stole a page from Dell’s book and usurped its price advantage. Without a strong services story to serve as a safety-net, Dell was vulnerable to customer defections. It is now seeking to regain its competitive advantage by redefining how services are delivered. In the old world, services were a people-intensive business and highly customized. Dell plans to automate and simplify the way services are delivered.

After acquiring SilverBack Technologies and Everdream in 2007, Dell acquired MessageOne this past week. MessageOne is a leading provider of Software-as-a-Service (SaaS) enabled enterprise-class e-mail business continuity, compliance, archiving and disaster recovery services. MessageOne is in the same business as Postini, which Google acquired last year to fortify its Gmail capabilities and recently rolled out as an enterprise-class email archival service.

What makes Dell’s acquisition intriguing is the fact that it doesn’t offer an email service. But, that isn’t stopping Dell from adding this functionality to its rapidly growing portfolio of SaaS capabilities that now include remote desktop, server, security and helpdesk management services.

Dell has promised to deliver these SaaS capabilities via its growing array of channel partners to support their managed service offerings, but has also admitted that it will utilize them to support some of its customers directly. This direct service capability and a history of ignoring resellers has led to rising concerns among channel companies that Dell is going to commoditize their traditional on-site support business.

Dell isn’t just SaaSifying its services business.

Dell also unveiled this week a new Storage Simplification Assessment program which Dell promises will simplify the process of evaluating and selecting storage, backup, recovery and archiving solutions. Dell will offer these assessments directly and through its channel partners.

Dell has also restructured its customer support portfolio, consolidating its previous offerings into two simple options,

1. ProSupport for IT
2. ProSupport for End-Users

At Ziff-Davis’ recent Channel Summit, Dell’s channel czar in the Americas–Greg Davis–was asked if Dell intends to commoditize services the way it commoditized the hardware business. He said no, it planned to simplify the way services are packaged and priced.

If Dell’s moves are successful, they will encourage customers to set new standards for how services are sold and delivered. This will force other technology companies to restructure their service portfolios and streamline their delivery mechanisms in order to compete. It will also force channel companies to re-think how they package, price and position their services.

Google made two announcements this week which received limited attention because they had been anticipated for some time. Nonetheless, these two new offerings will still have an impact on the Software-as-a-Service (SaaS) and managed services markets.

Google’s first announcement unveiled a series of security “products” based on the email message filtering, encryption and archiving capabilities Google acquired when it purchased Postini. Although Google refers to these offerings as products, they are being sold on a subscription service direct to customers or via channel partners who can package these capabilities into managed services.

Google’s objective when it acquired Postini was to fortify its messaging and archival capabilities so it could appeal to a broader cross-section of business customers, especially large-scale, publicly traded enterprises who are facing stricter compliance requirements. Google’s new Message Filtering, Security and Discovery offerings provide a solid, yet simple and economical solution to respond to these demands. Anyone who doubts the scalability of these capabilities should note that Postini’s solutions are already being used by nearly 40,000 customers and 14 million users a day.

These new offerings represent a double-edge sword for managed service providers (MSPs). Google’s growing role in the delivery of managed security services helps to validate this business and should expand the market opportunity. But, it also raises the bar by lowering the price points for these services. MSPs must demonstrate how they add value if they are going to compete against Google’s lower cost services.

Google also unveiled its new Apps Team Edition for business customers and schools. This new suite of free applications are clearly aimed at dislodging Microsoft Office as the de facto standard for business solutions. Not only is Google challenging one of Microsoft’s cash-cows from an economic standpoint with its free offerings, it is also challenging Microsoft Office by emphasizing the greater collaborative qualities of its web-based apps.

Google has also borrowed a best practice from Apple and other technology leaders who have learned that the best way to win marketshare is by targeting customers when they are young. And, the best place to gain their attention is in the schools. It is no accident that Google emphasizes the benefits of Apps Team Edition for both business users and students in this week’s announcement.

Google has also established a clear service roadmap that enables users of this new suite of free services to easily upgrade to Google Apps Standard, Premier or Education editions which include administrative controls for setting access and sharing options, business integration capabilities and 24/7 support, including phone support.

So, while Microsoft is seeking to usurp some of Google’s power in the online search world with its proposed acquisition of Yahoo!, Google is escalating its efforts to undercut Microsoft’s dominance in the productivity software market.

Rather than view this escalating battle as a parlor game, aspiring SaaS vendors and MSPs as well as IT/business decision-makers should pay attention to how Google and Microsoft’s moves are reshaping the software and services markets. There are many lessons to be learned from their maneuvers and new market/sourcing opportunities that can be capitalized upon.

Microsoft’s proposed acquisition of Yahoo has gained plenty of attention because of its blockbuster pricetag and obvious attempt to blunt Google’s success in the online search advertising business.

However, I think the acquisition also has significant implications for the future of on-demand services. Yahoo’s popular portal will certainly be a great new channel to market for Microsoft’s on-demand games and Zune entertainment initiatives.

I’ve also been saying for the past two years that Yahoo and other major online outlets will become the new channels to market for Software-as-a-Service (SaaS) solutions and managed services. This is because many corporate customers are gaining confidence in SaaS and managed services as a viable alternative to traditional on-premise products result of their overall comfort with consumer-oriented on-demand services like Amazon, eBay, YouTube and iTunes. This consumer to corporate buyer crossover makes Yahoo an appealling outlet for on-demand business services.

Yahoo has been offering services to small businesses for a number of years that help them “Get Online”, “Sell Online” and “Market Online”. While these services only include simple hosting and email today, they could easily be expanded to include a broad array of SaaS business applications and a broader set of managed services powered by Microsoft and its ISV partners.

Leveraging the Yahoo portal as a channel to market for Microsoft’s “software plus services” solutions and partner offerings built on Microsoft’s platform would give them greater visibility to a broader audience of potential customers.

However, this assumes two things:

1. Microsoft has to successfully acquire and integrate Yahoo into its corporate structure and culture. Although no definitive data exists, most studies suggest that 50-80% of corporate acquisitions and mergers fail to achieve their original business objectives. This is especially true with mega-deals that place big bets on producing a strategic impact for the companies involved and more often create a major disruption in their operations.
2. Microsoft has to convert its “software plus services” strategy into a real portfolio of competitive offerings. Although Microsoft can make a compelling case for customers extending the functionality of its current products via web-oriented extensions, a growing proportion of businesses are looking for true web-based solutions that eliminate the hassles and inherent shortcomings of premised-based applications. Microsoft’s current strategies and solutions do not recognize these changing attitudes or satisfy customers raising expectations.

Unless Microsoft can overcome these challenges, it will not be able to fully capitalize on the Yahoo acquisition.

Salesforce.com rolled out its Force.com Software-as-a-Service (SaaS) enablement platform last week after plenty of fanfare at its Dreamforce conference in September. The launch of the platform has sparked a new round of debates regarding the merits of Salesforce.com’s application development toolkit and its service delivery capabilities.

I’ve said many times in this blog and elsewhere, there is no more important or innovative player in the SaaS market than Salesforce.com. Every SaaS user and SaaS provider owes a debt of gratitude to Marc Benioff and Salesforce.com for pioneering the on-demand software services market and setting the standard for enterprise-class SaaS solutions.

While some elements in Salesforce.com’s strategies and solutions can be criticized as self-serving or ineffective, the company’s overall impact on the growth of the SaaS market cannot be denied.

Salesforce.com has set the bar for designing simple yet effective web-based business applications. It has shown how business applications can replicate the simplicity of popular on-demand services, while proving that SaaS can still meet the rigorous requirements of today’s corporate compliance regulations. It has also devised successful sales strategies for selling these applications to business end-users rather than IT departments.

Salesforce.com could have easily kept these accomplishments to itself in order to build its lead in the SaaS market, but wisely recognized that its long-term success depended on its ability to build an ecosystem of third-party applications and services around its core offerings.

This is the same strategy which has made every software company before it successful, including Microsoft, Oracle and SAP. These companies, and others, built their ecosystems and expanded their market penetration by making it easy for third-party developers to build applications on their software architectures. That is exactly what Salesforce.com set out to do with its AppExchange and is now extending with its Force.com platform.

Others may bicker about the iterative way in which Salesforce.com has evolved its platform capabilities and branding strategy from its AppExchange roots to its current Force.com form. But, what other company has created the same runway for SaaS solutions?

When it comes to SaaS platforms and partner ecosystems, the established players are still getting their acts together. Microsoft is a work in progress. Google is an enigma. Oracle is seen as primarily a database company. And, IBM is primarily good for middleware and hosting services. But, none has created a comparable set of platform tools and partner programs to match Salesforce.com.

Disclosure: Salesforce.com commissioned me to produce whitepapers regarding the Force.com and AppExchange.

Since the holidays are traditionally a time for people to take stock of the year past and offer their new year forecasts, here are my top ten predictions why the shift from packaged products to Software-as-a-Service (SaaS), utility computing and managed services will accelerate in 2008:

1. Services are Recession Proof: Escalating oil prices, the uncertain political landscape and faltering financial institutions beset with the aftereffects of the sub-prime lending debacle could mean a tough year for the economy. In this tenuous climate, consumer and executive confidence could decline, leading to an economic slowdown. As a result, many companies could hold back on their capital investments to mitigate their risks. The ability to adopt on-demand services on a pay-as-you-go basis will be a perfect sourcing strategy for businesses seeking greater cost-controls and flexibility.

2. Everyone’s Going Virtual: Most industry pundits and participants view virtualization as a technology trend, but it is also a business trend. Employees are increasingly working outside the four walls of a traditional office. Gen Y workers are always on the move and online. Traditional, on-premise applications and centralized servers sitting behind a firewall can’t effectively serve today’s mobile workers. SaaS and managed services are perfectly suited for these new, virtual business requirements.

3. Amazon, IBM and Google Bet on Utility Computing. After experimenting with its Elastic Compute Cloud (EC2) for the past year, Amazon has found plenty of demand for its computing power on-demand platform from startups, as well as established companies seeking a ‘sandbox’ for their new initiatives. Amazon is now confident it can deliver its computing power in a reliable and cost-effective fashion to a broader market of business users. So, expect more aggressive PR and marketing efforts to promote and sell this powerful utility computing service.

IBM Blue Tune: IBM originated the term on-demand and then walked away from the utility computing market seeking new opportunities among the avatars. When Amazon proved that the utility computing concept could become a reality, IBM repackaged its autonomous computing ideas in the form of a new ‘blue cloud’ initiative. Big Blue will push the idea hard in 2008.

The GooglePlex Makes It Move. Google is tired of sitting on the sidelines while Amazon’s success and IBM’s new ‘blue cloud’ initiative, Google has initiated a PR campaign to promote its ‘cloud’ computing capabilities and strategies. The GooglePlex has long been considered the prototype for a new large-scale computing architecture. Now Google’s incredibly scalable and economical computing engine is getting the attention of business pubs like BusinessWeek, the Wall Street Journal and other mainstream pubs.

4. Nick Carr Returns: In truth, he never left us. It was Carr who gave utility computing a major push with his seminal article in the Harvard Business Review and follow-on book questioning whether IT mattered. Despite venomous criticisms from many IT pubs and professionals, Carr became a popular speaker at corporate events because his message resonated with business executives and end-users. Now, he is putting the finishing touches on his second book, The Big Switch: Rewiring the World, from Edison to Google, which will be published on January 7, 2008. Although IT folks love to hate him, Carr has never lost his luster among corporate executives and end-users who agree with his basic premise that IT is a needless hassle and should be as easy as electricity and as reliable as a utility.

5. SaaS Solves SOX: A year ago, most publicly traded companies and other large-scale enterprises rejected the idea of SaaS because they thought they needed to take greater responsibility for their own compliance requirements. Now, they view the process controls, auditability and offsite hosting features common in most SaaS applications as a perfect solution for their Sarbanes-Oxley (SOX) needs. As a result, enterprise adoption of SaaS will accelerate.

6. Managed Services 3.0, Unified Communications Services and Service Automation: In the 80s, managed services were really outsourcing agreements offered by carriers to their largest corporate customers. In the 90s, a new generation of standalone MSPs promised managed services for SMBs. Neither model succeeded.

Today, we are entering a new age of managed services. Managed Services 3.0 combines the experience of the past with powerful new technologies to respond to growing customer demand. Cisco Systems will be pushing its IP communications and WebEx capabilities hard, while Microsoft promotes the virtues of its various “software plus services” solutions. The two are on a collision course in the unified messaging and communications market, but that will mean that they will each spend plenty on market education and channel sales programs.

At the same time, Dell will be leveraging its SilverBack Technologies and Everdream acquisitions to deliver a new set of automated, remote desktop and server management capabilities through channel partners and direct support services. Expect to hear more from HP and others.

7. Carriers and Channel Companies Find Success With New Services: Carriers have been perplexed about how to package, price and promote profitable managed services. VARs have been afraid that SaaS would ‘dis-intermediate’ them by eliminating their consulting and custom application development business. Carriers now see an opportunity to deliver an integrated package of IT managed services and SaaS business solutions to add value to their commoditized dial-tone services. Channel companies are also discovering that there are still consulting and customization opportunities in the SaaS market. As a result, carriers and channel companies will lend their marketing and sales support to managed services and SaaS.

8. Failure Doesn’t Matter: NaviSite suffered an extended outage in November and the on-demand services movement didn’t miss a beat. The trade press is now looking for horror stories rather than success stories regarding SaaS and managed services, but the vast majority of stories have been positive. In fact, my third annual SaaS survey in conjunction with Cutter Consortium found 100% satisfaction among the companies currently using on-demand software services. The upcoming SaaScon conference will highlight some of these customer success stories. THINKstrategies will also spotlight these stories throughout 2008.

9. IT Discovers Services are the Solution: In the past, the IT department was the biggest barrier to managed services and SaaS adoption. Many IT professionals were afraid these on-demand solutions would eliminate their jobs. Now, a growing proportion of IT people see managed services and SaaS as a way to out-task mundane work or overcome complex application/technology deployment and maintenance responsibilities. As they learn to take advantage of these on-demand solutions, IT departments will finally be able to put their daily firefights aside and focus on addressing the strategic needs of their business users.

10. Wall Street Buys Into Services: Some of the most successful IPOs of 2007 were in the SaaS market. Wall Street loves the predictability of subscription services and now that it has a solid set of market ‘comps’ to measure business success in the services market, it will be encouraging more privately held companies to go through the IPO door. At the same time, private equity funds will be encouraging publicly traded software companies to go private to enable them to shift to a SaaS model without the public market pressures. And, the investment bankers will be pushing a wide array of M&A activity. Expect the offshore IT/business process outsourcers (IT/BPO) and business services companies to buy SaaS vendors. Look for more consolidation in the managed services market.

Bonus Driver of Services Growth in 2008: THINKstrategies will be expanding its consulting and marketing programs aimed at educating IT/business decision-makers about the benefits of on-demand services, and continuing to help software and technology providers develop and deliver successful service solutions. Stay tuned to the SaaS and Managed Services Showplaces for more information and insight about these new programs and features.

IBM’s acquisition of Arsenal Digital Solutions is the latest transaction driven by the growing concern among businesses of all sizes that they have to do more to protect their electronic files in order to safeguard against natural disasters and satisfy escalating regulations.

What makes this trend even more interesting is that it has brought greater attention to the fundamental advantages of using a “hosted”, managed service to respond to these business concerns. This has made a widening array of storage, e-discovery and other managed service providers (MSPs) very attractive acquisition targets for an expanding assortment of potential buyers.

Here are a few of the acquisitions which preceeded IBM’s announcement,

• Seagate $185 million purchase of EVault
• EMC’s $76 million acquisition of Berkeley Data Systems Inc.’s Mozy storage service
• Autonomy’s $375 million acquisition of email archiving service provider Zantaz Inc.
• A series of acquisitions by Iron Mountain, including the $158 million purchase of Stratify, Inc., an e-discovery services firm.

Even Google’s acquisition of Postini was driven, in part, by the need to provide greater archiving capabilities within Gmail if it is to be accepted by mid- to large-scale businesses.

The explosion of digital files, ranging from email to patients’ records, is forcing businesses of all sizes to reevaluate their storage strategies and archival systems. Intense media coverage of the latest natural disasters has made everyone more sensitive to the risks associated with failing to properly back-up and store valuable computer files.

What began as a simple consumer craze with services like Flickr to handle personal pictures, has quickly morphed into a potentially lucrative managed service opportunity.

As consumers move from personal worlds into their professional workplaces, they are becoming equally aware of the need to better protect their corporate documents and records. And having enjoyed the ease-of-use and economic advantages of a back-up and retrieval service for their personal needs, they are seeking a similar solution for their business requirements.

So, it shouldn’t be surprising that storage vendors like Seagate, EMC and now IBM are adding these services to their corporate portfolios via acquisitions. Telcos, ISPs and hosting companies are already leveraging their communications infrastructure and server facilities to offer similar managed storage, back-up and disaster recovery services. Even Microsoft and Dell are offering inexpensive storage services to their customers. Expect HP and others to follow suit.

This trend represents a challenge and opportunity for traditional business continuity and disaster recovery service providers, such as Sungard. The challenge is that they must rearchitect their services to compete with the more focused and less expensive managed services of today. The opportunity is that if they succeed in their restructuring efforts, they will have a far larger market opportunity to attack.