UPS debuts customs clearance and international returns solutions for small businesses

Listen to the podcast. Read a full transcript of the discussion. Sponsor: UPS.

As the world becomes "flatter" and globalization drives new opportunities for international commerce, how do small- and medium-size businesses (SMBs) jump on the bandwagon?

The Internet allows any business to gather orders and process them across borders very easily at low cost. For SMBs in the U.S., currency fluctuation are working in their favor for overseas commerce. And such free-trade drivers as the North America Free Trade Agreement (NAFTA), the Central America Free Trade Agreement (CAFTA), and World Trade Organization (WTO) measures are making it easier for goods to flow around the globe -- at least in theory.

The reality is that small business operators need to jump through complex hoops -- especially in a post-9/11 world -- to actually move their goods across borders, and back again the event of returns. Recognizing the opportunity and the challenge, UPS in early 2008 is debuting several new services to help SMBs join the Fortune 500 when it comes to expanded markets and international commerce.

I had the opportunity to moderate a sponsored podcast discussion on the global trade landscape for SMBs, and to learn more about the latest UPS solutions for expanding trade while reducing complexity and risk. Listen as global trade experts and UPS executives explore how (SMBs) can better market their goods internationally, deal with customs and border rules at increasing scale and with reusable automation, while further leveraging the Web for added efficiency.

UPS is helping to change the face of global shipping by being a market innovator with a solution called UPS Paperless Invoice. It uses UPS applications and the Internet to define commercial shipment invoice data for border clearance, eliminating the customer's chore of manually applying three paper invoice copies to each shipment. UPS will also soon deliver UPS Returns in 98 countries so shippers can use digital technology and UPS solutions to prepare the proper return labels so goods can be easily returned back across borders when necessary.

Join Laurel Delaney, founder and president of GlobeTrade.com, and Stu Marcus and Scott Aubuchon, both directors of new product development at UPS, for this SMB globalization opportunity podcast.

Here are some excerpts:

If you’re an American tourist and you're vacationing in Paris, your dollar buys fewer Euros right now. So you’d probably end up spending $7 for a cup of coffee, or even $50 for a taxi ride. A weak dollar can be good for the U.S. economy, though, because it makes American exports cheaper.

International shipping is at an all-time high. The Internet is making it easier for SMBs to trade internationally. Many of the free-trade agreements have helped, as well. But there’s still a lot of complexity involved in shipping across borders, and that’s something that we at UPS are very interested in helping our customers deal with and overcome.

For anything that’s not a document or a letter moving internationally, a commercial invoice is required to go with that shipment, in order to define what is contained in the shipment. So, for example, if you were shipping a cotton shirt, you’d need to document what type of shirt it is, where it was made, and what the fabric is. That process can be fairly complex and somewhat daunting, especially to folks who don’t do a lot of international shipping.

The U.S. Customs Bureau used to be part of the Treasury Department. It’s now called U.S. Customs and Border Protection, and it’s part of the homeland security function. So even though there’s freer trade, the documentation required for trade security purposes is still very important, and may be more important than ever.

UPS Paperless Invoice ... enables our customers to provide us with electronic data defining what’s in the international shipment -- that would be the commercial invoice data -- and provide that seamlessly and electronically, so that we can transmit it and use it for clearance on the other end. ... From the customer's perspective it really is completely paperless. They can take the data regarding the commodities they're shipping and either apply it within, or connected to, their shipping system.

Then, when they prepare the shipment, they simply designate the commodities that are in the shipment, transmit that information with the shipment upload, and we will use that information at the destination to clear the shipment. The customer doesn’t need to print and apply any paper at all in that process. This helps by saving them time, money, and paper.

One of the keys to dealing with duties, taxes, and a proper treatment of shipments is, in fact, the documentation. So getting that commercial invoice data correct, and consistently applied to each shipment, will be a big help with that. ... Because the data is moving electronically to its destination, it's not susceptible to being marred or lost in transit, as a piece of paper might. It’s also helped them to get their shipments cleared more seamlessly. We've seen that for a couple of our customers -- and we expect that the same will be the case for our customers who start using UPS Paperless Invoice in January.

How do we deal with returns? We hear that for some 70 percent of international returns, there is no standard operating procedure. They’re just done on an ad hoc, exception-by-exception basis.

... The research that we have done with our customers indicates that the most important reason customers want to have an efficient return process is for their own customer service. Exporting goods and shipping items globally is only one part of building your business. Offering customer service when things are wrong or customers need to replace items is really key to building customer loyalty and gaining additional business.

Customers know that, in the past, having items returned internationally was really a time-consuming and burdensome process. You have receivers who need to return items internationally, and they may not be familiar with shipping internationally. The shipper who sent it out really has a knowledge base in doing global commerce. Now, the receiver has these items and no way to efficiently get them back.

With UPS Returns, which we are expanding to 98 countries, UPS is going to be the first carrier to offer this type of solution to shippers. Now shippers can use the same UPS technology with which they export goods to prepare the return label and get it to their receiver to initiate the return process. A shipper can now prepare a label and a commercial invoice and have it e-mailed directly to the receiver. Where in the past you would only be able to fill out a manual label and put in the mail, now the receiver can get it immediately, and then use the label and the invoice to initiate the return process. ... This is going to begin in January 2008.

Listen to the podcast. Read a full transcript of the discussion. Sponsor: UPS.

Another option for BEA: Sell yourselves to a big, honking telco

While the potboiler of the Oracle-solicits-BEA story simmers on the front burner, there could be another option for BEA's board. Rather than BEA -- which states it will be happily acquired for $21 per share -- awaiting another software vendor to rescue it from the flinty grips of Oracle, why not seek out an entirely different sort of buyer?

A handful of the world's largest telecommunications carriers, I should think, ought to give serious consideration to BEA's plight. BEA would would do well to become the R&D arm, underlying infrastructure differentiator, integration hub, and sales/marketing channel lead into leading enterprise accounts for any carrier that needs to jump-start its business services offerings.

Now, I have suggested Microsoft might broaden its appeal to datacenter architects the world over by buying BEA, but Microsoft remains drunk on its growth potential as a Windows Everywhere vendor. And Microsoft would, seemingly, rather be late to the Web 2.0 bubble with a Facebook stake than late to the heterogeneous enterprise IT environment with a BEA-enabled segue to full IT and SOA solutions offerings.

Be that as it may, consider how a BEA would fit into a full-service telecommunications carrier's dominion in this pending new world of services, SaaS, subscriptions and the need for technology differentiation as carriers increasingly find themselves competing against Google, Apple, Microsoft, Salesforce.com.Yahoo!, Amazon and eBay.

Right. So if a Verizon, at&t, Sprint, Deutsche Telekom, Orange (France Telecom), or other large carriers were to consider having BEA as part of their organization, what would they get? First, consider that carriers were behind a lot of purely technical advances in computing, with Unix, networks, patents, and R&D emanating from such places as older AT&T, Bell Labs, Westinghouse, and even General Electric. So the precedent of carrier conglomerates being in the IT supplier and R&D business is fairly well established, and the recent history of these global giants outsourcing their IT is the exception over the past 50 years. IBM and Microsoft would not be where they are otherwise.

We also hear the lament that carriers are bit pipes that perform the commodity work of building the networks and engaging and servicing the end users while the content, infrastructure and software developers earn the higher margins and jump first on the new opportunities. There is truth there.

Nowadays carriers are shouldering the mammoth costs of making the world ready for TCP/IP everything while trying to integrate for a triple and quad play offering of Internet, phone/voice, entertainment, and mobile. And for what? So others like Google or Disney can monetize the new advertising models, Apple can sell the music and (maybe) video/TV, and Amazon can sell the rest. And so Microsoft can follow their lead and carve out the industry?

Well, what if the carriers returned to their technical roots, and began the IT pioneering work again that would allow them to keep (and sell) faster, better, cheaper underlying technology (like Google and Amazon have done so well) while leveraging standards and open source as appropriate, and while also providing strong software infrastructure products (and increasingly services) to the large enterprise BEA-type, leading adopter accounts. I think many large businesses would welcome buying software, services and support from their largest networks, telecom, and mobile providers. There's one throat to choke, and the efficiencies and discounts of volume, global purchasing. Of course, they would have to execute very well, which means they need excellent technology and technologists -- and BEA has certainly been that.

A savvy carrier that executes well -- and exploits IT rather than be disintermiated by it -- could offer some fascinating bundles of BEA-type solutions (on premises, off premises, hybrids, lo-cations, grid, virtualized) with their other business-class offerings. They could build BEA middleware-empowered appliances or platforms that could drop into these accounts and tie-in back to the optimized networks and datacenter services.

These carriers could race to SOA and SaaS benefits quickly and directly, in ways that benefit their futures -- rather than be held in the waiting as Microsoft figures out the Live world and IBM deliver business services via SOA that further disintermediates the carriers and networks providers.

I know it's a stretch, and it bucks current thinking. But something like a BEA-at&t mashup -- as long as BEA stands alone inside the maw to well-service its current and new direct software customers -- has some very interesting synergies. Remember that at&t owns Sterling Commerce, which has been doing quite well at a higher level of SOA and supply chain efficiency work.

A BEA-at&t-Sterling mashup -- an integrated and optimized hub of business ecologies and commerce -- is rather attractive on many levels. Meanwhile, the BEA software intellectual property remains to be harvested, and could be quickly expanded upon with a flush R&D budget. An acquired BEA could be the tail that wags the at&t (or other carrier) dog.

Yes, Oracle's synergies with BEA are formidable and may be worth $17 per BEA share. But an innovative, imaginative telco with a 20-year business and consumer services development horizon (with both built on a common yet differentiated technical foundation), may enjoy synergies that do place BEA at $21 per share, comfortably. It's time for telcos to master the entire IT spectrum (again) and provide full solutions, at aggressive prices. It is, after all, about the ability to deliver the goods through the pipe that counts.

Time appears on Oracle's side in increasingly spooky BEA bid

It's getting late, many couples have embraced and moved on to the snug parlor. One pretty but aging player stands on the dance floor, and only one partner so far has stepped onto the parquet with an outstretched hand.

As the music winds down, as the richer prospects don't appear at the ball, our player still chooses to wait for sweeter succor. The grinning suitor pulls the hand back a bit, yet remains poised on the floor ... waiting as the night grows cold, waiting as the crowd thins, knowing that time must surely be on their side.

And so we have the Oracle solicitation of BEA Systems. By its actions, the BEA board's decision not to take Oracle's offer of $17 per share -- yet not to entirely dismiss the offer -- has left BEA in a limbo state that will only deteriorate its chances as time goes on. Activist investor Carl Icahn holds the orchestra's baton, and has let it be known that the music cannot go on much longer.

Even as ICahn has called to place our belle up for crass auction, another bell tolls for BEA. That is, as the quarter wears on and BEA's sales and business development activities are soured by the specter of a pending ownership change, the value of the company will probably begin to trail off, and could plunge.

Why? Because all of BEA's competitors -- not the least of which are IBM and Red Hat -- will be making merry mischief in the enterprise accounts. While Oracle and BEA stare each other down on the metaphorical dance floor, the whisperings of FUD are getting louder and clearer in the background.

How many contracts will be put on hold until this clears up? How many fewer BEA salespeople will make their numbers this quarter while the intrigue persists? How many savvy IT buyers will demand aggressive terms to close sooner rather than later?

BEA is between a rock and hard place, and time will only benefit Oracle, which knows the game well and has proven its tenacity and cunning in the not-distant past with PeopleSoft and Siebel. Tick tock, The Raven ... Poe's slow creep of inevitability and the dank chill of nevermore harsh reality.

If BEA spurns Oracle too much, and any deal appears entirely lost, the BEA stock plunges back down toward $11 per share, or an awkward auction. That's the rock. The hard place is that as Oracle stays in the game but refuses to budge from its $17 per share offer for weeks and weeks, with enough time for the short-term market conditions to work their decomposition effects against BEA. If its sales and pipeline numbers flag as it nears its next quarterly SEC filings, Oracle may be able to set its offer even lower. Investors may flee, driving the price down more. Oracle retracts and offers lower. And so on. BEA will simply be worth less over time. Investors will demand clarity.

To rescue itself from this fate, if BEA works the street hard to prop up sales in the near terms, it will have to do so with incentives and price-cuts -- which will hurt revenues while propping up contracts and deals. Tick Tock ... nevermore. The result in investors eyes will be nearly the same.

Yes, BEA only has a limited period of time to play hard to get. And that time is only in the matter of weeks or very few months. During that time, Oracle has no downside but to wait, watch, make mischief in the field -- and let IBM, TIBCO, Red Hat, and Microsoft do the rest ... nevermore.

The BEA salesepeople, whose near-term diligence may only pay off in the form of a pink slip anyway, are especially vulnerable. How will they respond? Is this dance actually on the parquet of the Titanic for them?

Without the outside chance of a white knight swooping in to pluck Belle BEA off of the dance floor of discontent, Oracle is a Halloween trick that remain less likely to further tempt with additional treats. And Oracle will still get what it wants, probably at an even better price. It is a spooky time for BEA, to be sure ... nevermore.

SOA Insights analysts view IBM's information umbrella, explore SAP's Business Objects grab and define 'Guerilla SOA'

Read a full transcript. Listen to the podcast.

The latest BriefingsDirect SOA Insights Edition, Vol. 26, provides a roundtable discussion and dissection of Services Oriented Architecture (SOA)-related news and events with a panel of IT analysts and experts.

In this episode, our group examines the relationship and tension between enterprise-wide SOA and more discrete Web-Oriented Architecture -- what we like to call Guerilla SOA. We also look at the probable acquisition of Business Objects by SAP, and the recent Information On Demand conference from IBM.

Join noted IT industry analysts and experts Jim Kobielus, principal analyst at Current Analysis; Tony Baer, principal of onStrategies, and JP Morgenthal, CEO of Avorcor. Our discussion is hosted and moderated by me, Dana Gardner.

Here are some excerpts:

On WOA and 'Guerilla SOA'

You always have two different communities -- one very active, very leading-edge groups like financial services, and then there are always on the lookout for new technologies that are going to help them do their business faster and better, doing lots of more. They are not risk averse they are willing to throw some additional capital at those projects and see what they’ll bear. Right now they are the primary community that I see that’s really gung-ho on this. ... The other group, let’s call them the moderates or the laggards, definitely view this technology as questionable. ... They still lean towards, "I want a complete application. I really don’t want to play with this stuff."

Therefore, people might be pushing it off, which relates to what IBM is doing, which is trying to make this comprehensive, more simplified, and more integrated, so that, in addition to those cutting edge organizations in such fields as financial services, this could be more palatable for the larger bell curve of enterprises. ... My concern for the industry as a whole is that people are going to view it as throwing a lot of consulting dollars down the drain and not seeing any value for it. I’ve recently joined the camp, at least academically, not in any way physically or throwing my weight behind it, but Guerrilla SOA is what I have been doing in my business. I just haven’t put a title to it.

A year or year-and–half-ago, we started seeing WOA ... and it’s also been called Enterprise Web 2.0 or Enterprise 3.0. But, it’s really putting emphasis on REST, as a way of leveraging HTTP as a Web service. And now WOA is becoming more of an emerging best practice. Guerrilla SOA better captures what it’s up to or about than WOA. ... So, this notion of an application with a REST style for building Web services based on straight HTTP and XML sort of applies to what JP has been talking about.

I'm much more in favor of small, non-enterprise oriented, focused projects that deliver value within 30 to 90 days. I see that’s the greatest value right now for using these technologies based on SOA, Web services, and the like, because the enterprise stuff is nice, but right now it is too fluid for the industry to grab hold of. It’s resulting in potential large-scale problems for companies that have no idea how to build the distribution. ... The problem with distributed environments is that very few people actually know how to manage them.

In IBM’s case, they are one of the founders of distributed computing. At their core, they understand it well, but they buy too much into their own marketing hype and don’t tell customers well enough, "Hey, look, at the core of all this, of what you’re trying to do, trying to get more agile, we lived there. We built the first computers that became agile and communicated across network."

Parts of this argument we could have had 10 years ago, the whole idea of the big umbrella vendor. If nobody wanted a big umbrella vendor and wanted best of breed, SAP would not be what it is today. I remember during the emergence of the ERP market about 10 or 12 years ago, there was a debate: “Shall we go best of breed, versus an umbrella approach?" The market has clearly spoken.

However, what you've gotten at the same time is a revolution that picked up steam with the original Borland IDEs and the popularity of bottom-up development, and was energized by the original Visual Basic. There is a powerful constituency of organizations that need Guerilla SOA and need to get it done now. It’s also behind the rise of agile development.

When you look at just the difference in style between conventional Web service and RESTful, there is a little bit of an irony. Conventional Web services were touted as a simpler alternative to an earlier incarnation of SOA, which was CORBA. This reflects a growing maturity in the field. As we started getting a little more experience working with some of those Web-services technology, we realized that maybe we didn't always need those complicated SOAP headers. So, why not dispense with that, because most of our needs right now are for simple things like fetching data.

Everybody is going to run around the corporate standard, if the corporate standard doesn’t meet their needs. It’s the actual knowledge workers, the end users. If IT can't give them what they need, they are going to find it some other way. If what the knowledge worker needs is not being funded out of capital budgets and being supported by IT, they're going to pay for it our of their monthly expenses. They are just going to grab it for free on the Internet and mash it up.

I've been focusing more on the small and mid-sized market, and these guys just want to get something done. The interesting thing is that they don’t spend their time sitting there wondering, whether they're going to do Web services or SOA. It’s more like 1,500 calls coming in a day, they’re being bombarded, and yet they still have to get stuff done. So, it’s the backlog.

Then you come in and you tell them, "Hey, in three weeks I can give you a completely new wrapper around everything you have, leave exactly what you have in place, but allow you to do everything you wanted to, the way you want to do it." At first, they say, "Right, show me." Once you show them, it opens up a non-stop flow. They get it the minute they see it.

The Web itself and the WOA and the Guerilla SOA are all part of the same trend, which is away from the need for a large corporate IT umbrella, but that you can get things done, satisfy customer needs, be innovative and agile in new markets, and can go global -- all based on not needing one big umbrella, but leveraging what’s able across a rich, fertile, open ecology.

On IBM's Information On Demand Conference

About two years ago, IBM established an organizing framework for their data management, database integration, and other data solutions, called Information On Demand, and it’s just a big catch-all for the products they already had, as well as lots of new projects they’ve been developing to address data management under the SOA big top.

IBM released 10 press releases, and even those press releases didn’t capture every nuance of every product announcement, enhancement, and initiative they've got going on. ... They announced upgrades or enhancements to their databases, data warehousing products, their master data management (MDM) products, their data integration products under the Information Server portfolio, their enterprise content management products, the FileNet products, plus the preexisting IBM content management products.

What's really interesting is the whole idea of IBM biting of more than they can chew. IBM and Oracle are among the few organizations that could pull off something like this and not be overwhelmed by it. You and I saw this several years ago when Ascential had it’s analyst conference right after the acquisition by IBM and they revealed the roadmap. What's impressed me is that it’s been a very deliberate plan.

A cornerstone of that was Information Server, the whole information-server strategy. Ascential itself was kind of a mini IBM, a company that was glued together by acquisition. What they realized was they had all these disparate tools that ultimately related to the lifecycle of data in all those different forms, and, prior to the acquisition by IBM, they had a roadmap which, I believe, was called Hawk and Serrrano.

The interesting part was that it was all going to become metadata driven and that would drive all the data-integration and data-access strategies. So, I see that as the unsung hero of all this. It provided a more global perspective IBM needed and rationalizes all of these other initiatives. It’s not that everything is acting off of Information Server as a hub, but it provides a logical core or gut unification theory.

On Business Objects and SAP

The big news there of course was the pending acquisition by SAP. One of the good things was, at the very start of the keynote, Bernard Liautaud, the founder of the Business Objects, reassured the customers, employees, and partners that Business Objects will be a standalone product group under SAP. It will autonomous. It can continue to pursue its vision. ... It will up to Business Objects whether it makes sense to use a particular piece of SAP technology in any given product, but he reassured everybody that there will be growing integration between Business Objects and SAP offerings.

But [Henning Kagermann, the Chairman of SAP] intends to have it both ways, because he then said, “We will also make sure that Business Objects maintains an equivalent level of tight integration with all of our competitors.” He's trying to have it both ways, but at least Kagermann was speaking the right speak. From my discussions afterwards, everybody said, "Yeah, I think they are speaking in good faith. So far, so good. We’ll wait and see." The deal has not been closed yet, and it will be a couple of months.

I see the convergences that are going on are all being driven by SOA mega brands that are continuing to bulk up on the full range of best-of-breed tools that enterprises are asking for. SAP, although it has BI, data warehousing, and data integration under NetWeaver, none of that is best of breed. It’s all primarily just in the box when you license their CRM or ERP applications.

Read a full transcript. Listen to the podcast.

Oracle users enjoy open source benefits but shy away from databases -- for now

An early Texas settler claimed that the Rio Grande was "a mile wide and a foot deep." A recent survey among Oracle database users seems to offer the same sentiment about the prevalence of open source in the enterprise.

Sponsored by MySQL and conducted by Unisphere Research, the study among members of the Independent Oracle Users Group (IOUG) found that, despite a heavy use of open source in some areas of operation, organizations running over half their applications on open-source software increased from 9 percent in 2006 to 13 percent in 2007. However, only one-third of the 226 respondents said they had an open-source database in production.

While slightly more than half of the respondents said they plan to increase their adoption of open source in the next year, fewer than 10 percent reported application portfolios that are supported by or interact with open-source systems.

Respondents also indicated that cost indeed seems to be a driver, with two-thirds reporting that the adoption of open source was spurred by cost savings. This compares with 57 percent citing cost as a factor in a similar study last year.

However, cost savings come at a price. Support and security continues to be concerns and seem to act as roadblocks to wider adoption. Just over half of the respondents felt that support wasn't as robust as commercial applications, and more than one-third saw security as a major stumbling block.

Tony Baer at OnStrategies has an interesting take -- and, in the process, paints a picture that will have me looking over my shoulder at Thanksgiving dinner:

By the way, did we neglect to mention that this open source survey of Oracle database customers was sponsored by MySQL? It conjures up an image of a mouse sneaking into a kitchen during Thanksgiving dinner and feasting on the scraps. In fact, that’s exactly the picture that was painted by the survey.

Open source use is wide but not terribly deep. Roughly 90% of respondents said they used open source software or were planning to, but it’s mostly for the commodity stuff sitting below the application layer where most organizations imbed their real value-add. Only 4% said they used open-source-based enterprise apps, like SugarCRM. Not surprisingly, the most popular open source offerings were the Apache web server, which happens to underlie most J2EE middle tier products like IBM WebSphere; and of course, Linux. In essence, customers look to open source for cheap plumbing that simply works.

And that certainly applies to databases. This being a survey of Oracle database users, it’s obvious that nobody’s replacing Oracle with MySQL or any of its open source cousins. But if you’ve got a satellite web app, there’s little risk – or cost – in using MySQL. Significantly, 20% of Oracle users surveyed reported having open source databases larger than 50 GBytes. That 20% is kind of a funny figure. If you’re an optimist, you’ll point to it as proof positive that open source databases are getting ready for prime time; if you’re a cynic, you’ll claim that the figure proves that they will never rise higher than supporting roles.

... Obviously, nobody dismisses the viability of open source for basic commodity tasks, but when it comes to mission critical systems, Oracle users still know whose throat they really want to choke.

Like all surveys, it represents a few answers -- 226 to be exact -- from a small niche of the IT market. That would seem to indicate caution in extrapolating the results to the entire industry.

Incidentally, the same settler who made the remark about the Rio Grande also said it was "too thin to plow and too thick to drink." How much of these results you want to swallow is up to you. The 21-page executive summary of the recent deep-and-wide study is available to members on the IOUG Web site.

In any event, I agree with Tony that open source databases are ripe for rapid growth and expand use-case scenarios. As more applications are served up as services, those service providers will be doing a lot of custom distributed infrastructure development, leveraging open source, and rolling their own functionally targeted stacks. Think of Google, Amazon, eBay and Yahoo as examples. Are they running Oracle or DB2 or Microsoft SQL Server, or are they taking a more commoditized view on databases?

We'll see more of these mega service providers using more open source databases, I suspect, though they won't talk about it. There will be more instances of database caches and subsets hither and yon, and these too will be increasingly open source. They will be tuned for their purposes, and not general purpose not enterprise-oriented. Scale, speed and cost rule.

Therefore the actual numbers of open source database licenses might be small and hard to measure, but the impact will be felt as more applications and services move to service provider models and more infrastructure customization as differentiation is layered on top of the database itself. Some folks swear by Ingres as a fine data environment, albeit open source.

And because databases are so mission critical, once comfort using open source varieties of these bedrocks of infrastructure components are reached, then a tipping point may be at hand. This may also be accelerated by moves toward Web-Oriented Architecture (WOA) and so-called Guerrilla SOA, where instances of services are virtualized on discrete runtime stacks.

Virtualization using open source hypervisors and open source databases to produce combined dynamic data serving stacks (create data capacity as you need it) also makes a lot of sense. It does mean more than what Oracle does with RAC and striping.

I made the pitch a while back on why IBM ought to buy into open source databases to spur on sales of other IBM infrastructure. It may have been premature, but the logic still has a nice ring to it. When a big provider like IBM makes open source databases strategic, as a bludgeon to its competitors (Oracle and Microsoft) and a loss-leader to other revenues, then all bets are off.