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Joe Labbe
Joe Labbe is the CEO of web services integration company RatchetSoft, LLC. Mr. Labbe is responsible for defining the company's go to market strategy and oversees the delivery of its client services.
Further, he is also responsible for developing and marketing RatchetSoft's revolutionary web services desktop integration product, Ratchet-X.
Prior to RatchetSoft, Mr. Labbe was the founder and CEO of web services firm Primordial, where he brought to market the industry's first commercial web service management product, WSBANG.
Prior to the founding of Primordial, Mr. Labbe was a strategy consultant and head of business development for internet consultancy USWeb/CKS, where he was responsible for delivering strategic technology solutions to the firm's major clients.
Mr. Labbe came to USWeb in 1996 as a result of its acquisition of the software development and systems integration firm he founded in 1989, Synergetix Systems.
Mr. Labbe is a founding member of WSDCGroup.org, an industry organization dedicated to furthering the concept of Web Services Distribution Channels.
He can be reached at: email@example.com
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Commercializing Services: Web Services Distribution Channels and SOA
Abstract: Exposing Web services to the outside world is much more complex than creating and maintaining services geared towards internal consumption. While internally focused projects have their technical challenges, outwardly focused Web services initiatives bring to the fore a whole host of non-IT related issues such as business strategy and marketing. Those who proceed with such projects with the same mindset that made their internal projects successful run a significant risk of failing.
Web services initiatives aimed at serving the needs of non-captive customers and partners are akin in effort to that of creating a new business channel and not merely a systems integration project. In order be successful in these efforts, you must clearly understand your organization's objectives, your customer's needs and the Web Services Distribution Ecosystem.
For the most part, the Web services story to date has been about service creation and the technical aspects of publishing and governing internally focused projects. Lots of smart people have spent significant amounts of time and money understanding the tools, stacks and standards required to get in the game and reap the benefits associated with increased business agility, standards-based systems integration and asset reuse. While the results associated with these internal integration projects have been encouraging, only now are organizations starting to realize the real bang for the SOA buck is achieved when Web services are exposed outside the organization to their customers and partners.
By exposing Web services externally, organizations are better positioned to tap new markets for existing offerings, create new and innovative offerings, seize new partnering opportunities and expand their ability to conduct general business-to-business transactions. However, the process of exposing Web services to the outside world is not merely a matter of establishing a services DMZ or adding another layer of security. Rather, this process represents the creation of a new distribution channel that involves strategies, technologies, methods and relationships rarely considered when implementing Web services for the purpose of internal systems integration. Welcome to the concept of a distribution channel for Web services.
When standing on the shoulders of successful internally-focused Web service projects, it's easy to underestimate the effort associated with exposing similar functionality to the outside world. Why is this? For starters, most first attempts to expose services outwardly are driven by the same mindset that made those internal projects successful – an emphasis on the technical aspects of systems integration, standardization and coordination. Unfortunately, external constituents are usually not captive, have varying requirements, competing priorities and are difficult to communicate with in a uniform manner. In other words, they're customers.
From the customer's perspective, conquering the technical fetes that made your internal projects successful is a mere formality. Customers not only expect you to transparently solve these integration issues, but they also demand your services be packaged in a form and presented at the most appropriate time and place to serve their needs. Go talk to your marketing and channel people for a preview of what's in store as you venture down this path.
Understanding the WSDC Model
Before we define what a Web Services Distribution Channel (or WSDC) is, let's first state its purpose. Regardless of whether a service is provided on a pay-per-use basis or is part of a larger, subscription-based or analog transaction, a common metric used to measure its success is usage level. The assumption being that most Web services help facilitate additional revenue generating activities so higher levels of service consumption result in greater revenues. This being the case, the purpose of creating a WSDC is to directly or indirectly increase the volume of revenue generating activities.
Now that we understand the simply stated goal of creating a WSDC, let's apply a definition. A Web Services Distribution Channel is the collection of strategies, methods, technologies and relationships required to get an organization's Web services in front of customers in an appropriate form and at the most opportune time and place to dramatically increase usage.
In order to better understand the WSDC concept, let's break the definition down into two bite-sized chunks and supply additional commentary.
WSDC Definition Part 1
"A Web Services Distribution Channel is the collection of strategies, methods, technologies and relationships required to get an organization's Web services in front of customers..." (Figure 1) This part of the definition hammers home the point that creating and maintaining a WSDC is much more complex than merely integrating disparate systems. No doubt the technologies involved are important. However, when services are exposed outside the organization for the purposes of creating new markets or expanding existing markets, more decisions need to be made with regard to the market (product, price, place, promotion) than technology. In fact, a well designed WSDC usually has a business plan backing it up that clearly defines the following:
WSDC Definition Part 2
"...in an appropriate form and at the most opportune time and place to dramatically increase usage." This part of the definition means that the services comprising a WSDC need to be packaged and promoted in a customer centric way to fuel usage growth. Services need to exist at a level of granularity and in a form that is consistent with customer needs. While many organizations now have the pre-requisite technical skills to present Web services, where they fail most often is delivering these services at a time and in a form that coincides with customer requirements. Remember the outside world wants to interact with your services on their terms and shouldn't require an understanding of how your systems are organized.
Before we dive into the details of creating the distribution channel, it's important to note your WSDC needs to be part of your organization's overall SOA strategy. Just because external parties will want to consume your services in alternative forms (in terms of granularity and technical interfaces), this does not mean you shouldn't leverage the service development, testing and maintenance expertise you've acquired while implementing internal offerings. In fact, the services you make available to the outside world should (wherever possible) rely heavily upon: the services you've already created, the governance infrastructure you've implemented and the best practices you employ within the existing SOA. Failure to serve internal and external consumers from the same SOA eliminates a lot of the reuse, scalability and agility benefits you hope to achieve.
As illustrated in Figure 2, when implementing a WSDC it is important to be cognizant of the following facts:
A Process for Creating the Web Services Distribution Channel
Like most aspects of business, there is no one-size-fits-all strategy for achieving WSDC bliss. Since every organization is different in terms of goals, capabilities and markets served, no two WSDC implementations will look the same. However, there is a process within which an organization can engage to help ensure its WSDC is effective. At a high level, the keys to implementing an effective WSDC are:
Step 1 – Assess Service-based Offerings
The creation of a WSDC requires a frank assessment of an organization's offering in terms of:
Market Applicability
Before entering a new market, it's critically important to know if customers want what you plan to sell and how they will use it. Moreover, you also need to know what alternatives will be available to your target customers. This being the case, the first part of assessing your service-based offering is determining its applicability in the marketplace by answering questions such as:
State of Readiness
Once you've determined there is a viable market for your services, you then need to perform a gap analysis to ascertain the steps required to make those services actually marketable. For example, are the services ready for delivery? If yes, are they in a consumable form? Are the required hosting and commerce components in place to facilitate the service as a business? Are there relationships upon which providing this service is critically dependent? In order to firm up the financial model that supports the WSDC, you need to intimately understand the effort and cost required to bring your services to your target market.
Next, you need to accurately assess service maintenance requirements. During this process, you'll need to factor in questions pertaining to operational, scalability and contingency issues. Remember, this channel "is" an online business and must be highly available and reliable. Implementing a WSDC is not a fire-and-forget type of initiative. Finally, there is a growing number of service providers who can cost-effectively provide important pieces of support and maintenance infrastructure, so be sure to evaluate your options carefully.
Step 2 – Develop Financial Models and Marketing Plan
Now that you understand which services you'll be selling, who will buy them and what it's going to cost to deliver and maintain them, you're now ready to construct financial models and develop a marketing plan. Depending upon the kinds of services you'll be offering, creating financial models can be a complex process often requiring its own methodology. However, for brevity's sake, let's touch on some of the highlights below.
The first step in creating a financial model is constructing a pricing matrix -- a critically important component because the entire financial model stems from the revenue projections derived from anticipated pricing. Keep the following questions in mind when developing this part:
Marketing Plan
Before you can build a full financial model, you need to understand how your services will be marketed and the associated costs of those marketing activities. This is where a number of organizations fail either because they grossly underestimate marketing costs or merely fail to see the need to market services at all. This happens often when external Web services initiatives are looked upon as technical systems integration projects and not as business channel activities. Remember, if the goal is to increase service usage and thus derive additional revenues, you need to make sure customers know about them, understand their value and how to use them. If they don't, you need to know why.
After the marketing plan is created, you are ready to construct the financial model – tracking projected revenues to projected expenses. The completion of the financial model represents a seminal milestone because this model is the final piece of the puzzle required to make a "go/no-go" decision. If you've performed the proper due diligence and have confidence in your data, the decision to proceed or not should be coming into focus. While it's important to be passionate, be smart and honest in your appraisal. All the passion in the world is not going to make an unviable service successful.
Don't Forget The Lawyers
While exposing Web services for public consumption can open many new doors of opportunity, it also brings with it a host of new legal concerns. If you've done your job right, it's quite possible your services will be consumed by parties and used in ways you did not anticipate. Moreover, it's even possible your services will be combined with services from other publishers to create new and unintended offerings. Because of this, you need to consider the legal costs and ramifications associated with creating the WSDC. Areas to consider include: service usage rights and responsibilities, the creation of derivative works, data retention policies and service level agreements. While these issues should not scare you away from creating a WSDC, you need to seriously consider their cost and implications before proceeding.
Step 3 – Design
Now that your WSDC is backed by a sound strategic plan, it's time to get down into the technical weeds and design the actual services. Given the fact there are tomes written on the subject of designing Web services, there's no need to go into the specifics of that process here (an excellent design reference is Erl's "Service-Oriented Architecture: Concepts, Technology, and Design" [REF-1]). You should stick with methodologies that are in tune with your: development team size and style, application development tooling, application runtime and hosting environment and security policies. However, there are a couple of issues to consider that transcend environmental factors:
Service granularity
If the purpose of creating a WSDC is to increase usage of your service-based capabilities, then it's important to design your services at a level of granularity that supports your most common, and hopefully, profitable usage patterns. While there is no "one right" way to organize candidate operations and services, there clearly are wrong ways, depending upon your objectives. As a rule of thumb, your services should be atomic, isolated and have clearly defined functional boundaries. Remember that customers will often combine them with other services in ways you never anticipated so make sure the design is flexible enough to accommodate unforeseen use cases. Each new use represents a found revenue generation opportunity.
Leverage your infrastructure
WSDCs assume a business grade runtime infrastructure that handles where needed: monitoring, metering, security, compression, optimization, scalability, contingency and commerce. This being the case, don't build these functions into your services. Your services should merely contain the hooks required so the infrastructure can provide these support functions in a uniform and manageable manner to all WSDC services.
Step 4 – Implementation and Testing
No magic here. If you've designed and documented your service architecture properly, developing, testing, and delivering the services should be a fairly straightforward, though not necessarily easy, process.
Step 5 – Investigate User Distribution Acceleration Options
While the Web services story to date has been mostly about internal systems integration projects, it has also been a "programmer's story" in the sense that developers hold the key to the users' ability to access a service from within the applications they use. In other words, if a user wants an application to incorporate a function that exists in a Web service, a programmer must first modify the application's source code to embed the call, re-test and re-deploy the application. The cycle of service discovery, assessing its importance (more often, assessing the importance of the person requesting the service), modifying the application at the source code level, re-testing and re-deploying is the top inhibitor to the growth of Web services deployments. That means for every new WSDC you create, there may be a significant delay before customers incorporate your service into their applications. That's not good.
What is good is that there are technologies and techniques available that can help accelerate the delivery of your WSDC services into foreign applications. Think of them as packaging mechanisms that present your services when they're needed, where they're needed and in a form that is most applicable to the user. For example, there is a class of desktop integration software called indirect connectors that allow end users to integrate Web services with their applications without having to modify the application's source code or requiring the assistance of a programmer. Indirect connectors allow software users to link application screen fields to the inputs and outputs of Web services so data can be extracted from application screens, processed by Web services, and have the results pasted into the same or different application fields.
In addition, the tooling for composite software and mashups is getting more sophisticated every day so it's important to understand how these tools can help broaden the reach of your WSDC.
Step 6 – Execute Marketing Plan
The final step in implementing a WSDC is executing the marketing plan. In order for a WSDC to be successful, target customers need to be made aware of its existence and value. Awareness is created through a combination of innovative packaging techniques that are consistent with the way customers want to consume your services and partnerships with other providers who have a vested interest in your success.
This vested interest is created when: your WSDC creates additional value to the partner's offering, a partner's paid transaction is tied to your service, or the partner is compensated each time your service is executed. These marketing relationships come in all shapes and sizes and are more apt than any of your other channels to involve organizations with whom you've never considered partnering. So it's important to understand the Web Services Distribution Ecosystem and its participants in order to maximize the channel's value.
The Web Service Distribution Ecosystem
The Web Services Distribution Ecosystem (WSDE) is the universe of roles and participants that facilitate the delivery of publicly available Web services to consumers. Since WSDCs are merely organization-specific overlays of these roles and participants, the key to creating an effective WSDC starts with an understanding of the WSDE. Figure 3 depicts the current view of the WSDE. As the concept matures, it is inevitable new roles will emerge while others will be either consolidated or deprecated.
A publisher is a producer of unique content and/or functionality "incentivized" to promote wide-scale adoption and reuse. Publishers create or assemble the actual services consumers need to conduct business. Multiple publishers can participate in one WSDC or a publisher's offering can be part of multiple WSDCs.
Presence Provider
The presence provider is responsible for all the technical aspects of: hosting the service endpoint on the Internet, the service contract (in form of a WSDL), and all the plumbing required to connect to the publisher's services. The presence provider is also responsible for supplying the infrastructure and management functions required to make a service fault tolerant and scalable.
Payment Provider
The payment provider facilitates the mechanism used to pay for service access. These mechanisms may include credit card transactions, service hit counting or subscription tracking. If a WSDC is based on a free service offering, the payment provider role will most likely be omitted.
Account Provider
The account provider authenticates the consumer's identity and authorizes service level access. It represents the primary holder of the user contact information and is a role often consolidated within the merchandizing provider role described below.
Merchandizing Provider
The merchandizing provider promotes, prices and bundles services for sale to consumers. It serves as the WSDC's "retail" outlet and, by doing so, often "owns" the consumer relationship. This role represents the primary vehicle by which service awareness is created.
Integration Provider
The integration provider is responsible for integrating services into server-based, batch-based or desktop applications via direct integrations and/or indirect connectors.
Like merchandizing providers, integration providers play an important role in creating awareness for a given service offering.
Exposing Web services to the outside world is much more complex than creating and maintaining services geared towards internal consumption. While internally focused projects have their technical challenges, outwardly focused Web services initiatives bring to the fore a whole host of non-IT related issues such as business strategy and marketing. Those who proceed with such projects with the same mindset that made their internal projects successful run a significant risk of failing.
Web services initiatives aimed at serving the needs of non-captive customers and partners are akin in effort to that of creating a new business channel and not merely a systems integration project. In order to be successful in these efforts, you must clearly understand your organization's objectives, your customer's needs and the Web Services Distribution Ecosystem.
Finally, an organization should have only one SOA strategy of which its WSDC is merely a part. While it's critically important to accommodate the varying requirements of internal and external consumers, it's just as important to make sure these accommodations are made while leveraging your existing inventory of services and infrastructure.
[REF-1] "Service-Oriented Architecture: Concepts, Technology, and Design", Thomas Erl; Prentice Hall, 2005; ISBN-0-13-185858-0 (http://www.soabooks.com)
The Prentice Hall Service Technology Series from Thomas Erl
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Blog Home » Users » lassiepie aka Lassie (Report Profile)
lassiepie aka Lassie is a half-blood witch. She wields a 14½" Cedar, Unicorn Hair wand, and is a member of the unsorted masses of Hogwarts students just off the train eagerly crowding around the Sorting Hat. Her favorite Harry Potter book is Harry Potter and the Half-Blood Prince and her favorite Harry Potter character is Luna Lovegood.
About Me
Lassie has light blue shoulder length hair and a bright smile.
Dad- Magica
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Matusalem Rum 15 Gran Reserva70cl / 40%
- In Stock
- Express delivery available
Matusalem Rum 15 Gran Reserva Reviews
Tasting Notes
Tasting Notes by Stuart P
Nose: Enticing aromas of sweet spice, Christmas cake and toasty oak.
Palate: Very approachable – soft and smooth mouthfeel, with plenty of rich, fruity spice, but still clean and elegant.
Finish: Not especially long, but everything in check.
18 Customer Reviews
I rate this rum quite highly for what it is. I mean it IS a bit of a marketing confection the "15 years" thing is meaningless as it's in a solera system so could be as little as one drop that old in your bottle. And then the flavour - yes they flavour it. You can taste vanilla and something fruity. ALKO - the Finnish Government testing organisation have this at 5g of added sugar per litre which actually is very low for a "premium" rum, meaning much of the sweetness and richness is actually from aging. They also have it at at 5g of additives, probably flavourings which is lower than a full on spiced rum but clearly not pure either. Either way the result is very good. It's easy to drink neat and has layers of flavours and longish finish all adding up to a fairly sophisticated drink
Excellent sipping rum! Drink neat, no ice to enjoy the bouquet and full flavour of this smooth and satisfying rum.
was sold on appletons till i tried this , the switch is on!
Very nice with a lovely caramel flavour. I really like Matusalem rums, especially with cola. But as for "nothing artificial....not sweetened" comments....I'm afraid it most certainly is. Matusalem rums have always been flavoured, with prunes and vanilla, giving them that smooth, fruity taste. But then they got taken over and the new firm uses artificial flavours too. 90% of S.American and rums are flavoured and sweetened.
There's nothing artificial about this rum. It's not sweetened or glossed up, it stands up for itself. Honey, caramel, hints of treacle with that molasses bite just wavering on the end. The flavor develops as it leave your mouth intensify with that woody oaky kind of realness. This isn't a bells and whistles rum that's going to give you an instant WOW like the El Doroado 15/Diplomatico Grand Reserva, but what it is, is very true to what I imagine it set out to be. Traditional & straight forward.
15YO for that price, good value. Can't wait for it to arrive :)
Not bad value for a 15YRo and preferable to appletons of similar value but as a sipper could use a bit more bite flavour wise like an El Dorado 8 even!!Still i like the aftertaste to the point of making my way through this bottle readily
Just received my first bottle of this. Wow. Really smooth, lots of toffee flavours, like it a lot.
This stuff is all time! It's in my top 5 for sure? Buy it now
damn good rum. worth the xtra money. just better than appletons 25 yr. HORSE NZ JULY 10
Brought this along with Mount Gay Extra Old and Havanna Club 7 year old, the Metusalem was the smoothest, although the others were good. For me it was the one I would choose stright or on the rocks, fantastic rum in this price range.
please notice that it is a solera rum, so the rum contains rums that have been aged for a maximum of 15 years, the average is much lower. it says spirit of cuba because matusalem was originated in cuba but left the country due to political issues and is now producing in the dominican republic. so they are producing a cuban style rum but being located in the dom rep.
matusalem has launched a 18 and 23 solera gran reserva (18 for the us markets and 23 for european markets). please try the 23, it is absolutely awesome. much more balance, a bit sweeter, complex, crispier than the 15 AND much better than the zacapa 23 for me
question why Dominican Republic;when it says the spirit of Cuba on it
This is pretty good stuff, but not the best qpr on the market.
no really, OMFG. amazing.
Nice rum but could be better for a 15 year old, good price, try mount gay extra old next to this and compare, no contest.
My favourite rum, and a bargain for a 15 year rum. Balanced taste with toffee and vanilla notes with a sweet leingering after taste.


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Thanks for taking the time to visit our Charity page. Aware of our potential to make a difference in the lives of people in need, we are proud to support these charitable organizations.
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To find out more about Outward Bound and how to donate, visit their site here:
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US ex-President Jimmy Carter: 'Why I believe mistreatment of women is no. 1 human rights abuse'
- IWB Post
- August 7, 2015
The former US President Jimmy Carter talks about 3 unexpected reasons why the mistreatment of women continues to happen in the world during his latest TED Talks.
He says, "In general, men don't give a damn." Well.
He addresses the issue openly:
"I can tell you without any equivocation that the number one abuse of human rights on Earth is, strangely, not addressed quite often, is the abuse of women and girls."
He shuts our religious theories down:
"…if an abusive husband or an employer, for instance, wants to cheat women, they can say that if women are not equal in the eyes of God, why should I treat them as equals myself? Why should I pay them equal pay for doing the same kind of work?"
He clearly mentions 3 worst women mistreatments:
- One is genital mutilation.Genital mutilation is horrible and not known by American women, but in some countries, many countries, when a child is born that's a girl, very soon in her life, her genitals are completely cut away by a so-called cutter who has a razor blade and, in a non-sterilized way, they remove the exterior parts of a woman's genitalia.
- Another very serious thing is honor killings. The family will execute a girl in their familyif she is raped or if she marries a man that her father does not approve, or sometimes even if she wears inappropriate clothing.
- Another problem that we have in the worldthat relates to women particularly is slavery, or human trafficking it's called nowadays. The State Department reports that 800,000 people are sold across international borders every year into slavery, and that 80 percent of those sold are women, into sexual slavery.
In the end, he gives the solution:
"The average man might say, 'I'm against the abuse of women and girls,' but quietly accepts the privileged position that they occupy.' So, what can be done? Speak up. The best thing that we can do today is for women in powerful nations, like this one, who have influence and freedom of speech to take the responsibility to be more forceful and demanding."
Watch his full speech here:
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Format: Paperback
Language: English
Format: PDF / Kindle / ePub
Size: 8.20 MB
Downloadable formats: PDF
Pages: 216
Publisher: BiblioBazaar (April 6, 2010)
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My book is live! Whoo-hoo!
Wednesday, November 21, 2012
It's my release date!
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Congratulations! Woot! What a great way to go into the Thanksgiving holiday time :-)ReplyDelete
Congratulations, Jaycee! I'm so happy and excited for you!ReplyDelete
Congratulations! Just bought my copy!ReplyDelete
Congrats! I'm looking forward to reading it! :DReplyDelete
BTW, are you planning to release it on Kobo?ReplyDelete
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And I hope you and your family have a wonderful Thanksgiving Jaycee. xo
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Detectives are appealing for witnesses after a number of items were stolen during a burglary in a village near Dereham.
Before this weekend Harri Kullas had never seen the Cadders Hill venue – but it is obviously to his liking.
Jake Nicholls will out be out to impress in front of his local fans when he competes in round two of the Maxxis British Motocross Championship in Norfolk this weekend.
Police want to speak to the driver of a silver car who failed to stop after a crash involving three vehicles on the A47 at Swaffham.
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