WebAPI Whitepaper

IBM Software
WebSphere
Thought Leadership White Paper
The new business of technology:
extend, transact and optimize

2 The new business of technology: extend, transact and optimize
The principles that have helped organiza-
tional leaders break down application and
departmental silos are the same principles
that will guide the development of new
engagements outside the enterprise.
Executive summary
New engagements and extensions of your business bring in
new channels of profit—but these new engagements also present
new requirements to traditional workloads. With today’s tech-
nologies, you can use the design principles of service-oriented
architecture to meet both imperatives.
Technology is reshaping industries
Ten years from now, we will look back upon today as the
beginning of a new era of business and technology. Similar to
the way e-business was formed by the advent of the web,
this new era is being formed by the convergence of mobile,
software-as-a-service, social networking and “big data.”
These technologies are making it possible for business leaders
to establish new engagements far beyond the boundaries of the
enterprise, enabling them to reach to customers in near-real
time, where and when customers are ready to do business.
Liberating a business to extend beyond its enterprise walls opens
up new avenues to innovation by leveraging the world at large.
These new engagements, combined with the instrumented,
interconnected and intelligent technologies that are powering a
Smarter Planet™, enable business leaders to acquire data from
connected devices to expand insights into new opportunities and
new business models. Also, bold leaders are gaining an economic
advantage for their organizations by off-loading IT capabilities
to public services providers, which helps these leaders to focus
their efforts on innovation that matters.
To reap the benefits and opportunities presented by these
scenarios, leaders at progressive enterprises are figuring out how
to responsibly extend their business beyond the fortress of their
data centers, so that they can directly and dynamically engage
customers, independent software vendors (ISVs), partners and
suppliers.
This paper outlines an approach and a set of key considerations
for organizational leaders who seek to establish new engage-
ments beyond the enterprise. This approach consists of three
key tenants: extending applications, processes and services,
transacting with integrity, scale and speed, and optimizing
business operations. All three tenants are critical elements of a
successful technology strategy for the new era. In addition, this
paper will examine some broader business considerations and
will discuss the evolution of service-oriented architecture (SOA)
and how SOA is at the core of the ability to embrace new
business engagements.
Extend applications, processes, and
services
A well-designed system can present a simple and intuitive
interface to what often are complex inner workings. Have you
ever opened up your iPod? The external interface is easy and
initiative to use, yet the inner workings are appropriately
complex. Your enterprise is no different.

IBM Software 3
The inner workings of your enterprise contain mission-critical
services, business processes, business behavior (rules and
decisions) and core transactional systems. Service-oriented archi-
tectures do a fine job of organizing your business assets in a flex-
ible way, which helps you to create new innovative services and
solutions quickly. But your internal services are not likely archi-
tected to engage an extended ecosystem of innovators and new
markets. By applying SOA at the core of mobile, cloud and
social business, the same service-oriented principles that shaped
your internal interfaces can evolve and guide directly the
extended reach of processes, services and solutions in a dynamic,
multichannel environment.
The external view of your enterprise must be easy to consume
and manage. This external view needs to provide a filter and
buffer between the extended external network and the transac-
tional backbone of the internal enterprise. SOA will aid in con-
necting “the world,” delivering qualitative answers to external
questions and queries. And SOA will support a collaborative
ecosystem that includes, for example, third-party app stores,
application programming interface (API) catalogs or software-
as-a-service partners.
Three key concepts that enable an enterprise to extend its
external reach are services, APIs and apps.
Internal Services. These are your mission-critical business
processes, business decisions and transactional services that run
in your data center and form the transactional backbone of your
enterprise. In a well-architected environment, access to business
information is controlled through published service interfaces,
service interfaces that in turn are orchestrated by thorough,
wide-ranging business processes.
Organizational leaders should not shy away from utilizing
external service providers. This is specifically true when the
services in question are not a mission- critical aspect of business
operations (for example, postage and billing), or when the
services are offered at a price (or at a location) that cannot be
matched internally because of the economies of scale that the
shared-service provider gains. However, most enterprise teams
are required to manage their systems under the “lock and key”
of their data center. Hence it is often the case that externally
provided services need to be coordinated with the internal
systems, and in fact need to be managed as part of the internal
service fabric.
APIs. An API is a recycled term that is currently being used to
represent a “public” persona for your business—a persona that
can be consumed by ISVs and business partners. A successful
public persona is typically:
●● Simple in scope (for example, a small number of unique APIs)
●● Pervasive throughout multiple architectures (for example,
supports multiple protocols and programming models for
service and data access)
●● Presented as a simple data model (for example, Java Script
Object Notation)
●● Provides controls in the form of policies (for example, a quota,
which limits the number of calls to this API from a given user
over a specific time period)
APIs are the externalized aspect of services and as such should
not be viewed as an “alternative” to service-oriented-architecture,
but rather a part of a well-architected service-oriented enter-
prise. However, APIs are a specific genre of services with
a lifecycle that is focused on “external” consumption. This is
more than just a nuance. It drives a focus on simplicity, security
and compatibility with standards-based external systems.

Managing business APIs is key to extending enterprise “reach”
to the new channels presented by mobile and software-as-a-
service and is key for those who wish to utilize big data for
insights. In essence, this transformation is replicating what
e-business did in the late 1990s. E-business placed web platforms
in front of mainframe-based applications as a way to externalize
the mainframe applications to the web without destabilizing core
business transactions. Now people are expanding beyond the
walls of the enterprise by using APIs to externalize internal
services responsibly to mobile and software-as-a-service
environments.
Apps. APIs enable apps. In this context, an app is a component
of a distributed application that can reside outside the boundar-
ies of your enterprise. A common example is a mobile phone app
that resides in an external “app store.” However, an app can be
much more. Apps can run on any device (for example, in a car or
a set-top box), be a transmitter of data gathered from a sensor
network (for example, a smart electric meter or a pacemaker), or
represents an application running in an external software-as-a-
service provider. An app is ultimately any piece of external code
that interacts with your published APIs, and APIs can be devel-
oped by anyone from corporate developers to mobile customers.
When you enable apps, you enable innovation. While you are
the sole creator of your own “public” persona (API), you want to
encourage the world at large to extend this persona by building
apps and making it possible for you to reach markets that you
would not be able to reach on your own. Thus apps are another
key element in the foundation for extending enterprise services
to external stakeholders.
While published business APIs need to be relatively stable, apps
vary much more rapidly and significantly. The rapid lifecycle
of apps is exacerbated by the fact that apps are typically fine-
grained, built to purpose and updated frequently to multiple
target environments (for example, devices or software-as-a-
service providers). To foster the proper creation of apps, you
need a first-class app software development kit that enables app
developers to create a variety of external applications (especially
mobile) rapidly, throughout a variety of “device” platforms.
Publishing apps and APIs Responsibly publishing your enter-
prise apps and APIs to key places outside your enterprise make it
possible for these assets to be discovered and properly used. For
example, apps are published to app stores, which can be public
services like the Apple App Store or the Android Market, or
enterprise leaders may choose to manage their own app store for
use by partners, customers and employees. Similarly, APIs need
to be published to an external API portal, which can be an exter-
nal web site, a portal erected by the enterprise or a public API
directory like ProgrammableWeb.com.
There is also an element of marketing in the publishing process.
Capabilities are needed to alert, track, rate, and monitor assets
within communities of interest. For example, after updating an
API, a Twitter alert can be made to a hashtag “ACME-API”
informing developers that a new version of the “Acme” API or
app is available.

5IBM Software
Information Consistency. As an enterprise team publishes apps
and APIs, they need to ensure information consistency between
external assets and back-end systems. For example, an app that
engages customers on mobile devices to purchase a retailer’s
product must stay consistent with the information in that retail-
er’s order management system so that the selected product is
ultimately shipped and delivered to the customer. In particular,
an enterprise that uses an external provider must ensure that the
services delivered in through that provider are services that can
access information in the appropriate back-end systems, either
directly or through a near-real-time information cache.
Transact with integrity, scale, and speed
As an enterprise gains success by extending services through
APIs and apps, those who operate within the enterprise must be
prepared to deal with this success. New external engagements
require you to support a proliferation of application end points,
along with wildly fluctuating request and data volumes at inter-
net scale. You must be prepared to operate with business integ-
rity throughout the extended enterprise, ensuring that all
transactions that are initiated through new external channels
complete with the same quality of service as those transactions
that are initiated and processed in a more traditional fashion.
Four key concepts that help address the transactional demands
placed on the enterprise are elastic services, Internet-scale
messaging, quality of service and accounting.
Elastic services. An elastic service is a service written in a
way that makes it possible for the service to run securely and
economically within an external or internal hosted environment.
Elastic services abide to a set of rules that strongly promote
resource sharing (for example, multi-tenant using shared-nothing
architectures), use of elastic data (for example, data grids and
non-SQL data stores) and flexible transaction models (for exam-
ple, eventual consistency). These services can be written in any
language, provided that the service abides to the aforementioned
rules. As with any service-oriented architecture, these elastic ser-
vices can be combined and composed into new elastic services
more easily. Using an elastic service as the implementation for
an API creates a very scalable, economically managed solution
that can manage the most demanding apps.
Internet-scale messaging. “Internet-scale” messaging makes
it possible for massive amounts of messages to enter your
enterprise from a massive number of devices. An internet-scale
messaging system can process standardized messaging protocols
including Web Sockets or MQ Telemetry Transport in the mil-
lions of messages (per second, stored persistently), which enables
a variety of use cases involving mobile and sensor networks.
Transformation enables data to be converted from one format to
another, including binary formats. Also, data can be efficiently
compressed over the network to future optimized interactions
with external environments. And finally, caching can help opti-
mize operational efficiencies (acting as a fluctuation absorber)
between the app and API (front end) or the API and the elastic
or internal-services (back end).
Quality of service. Security is almost inevitably the most
important quality of service aspect for any enterprise that
extends transactions beyond its own boundaries. Security covers
a broad range of topics including the authentication of users
invoking transactions using APIs and users’ operational authori-
zation to access a particular API. Security standards such as
OAuth are important for interoperability outside the confines of
your enterprise without spreading passwords around the web in
readable form.

Resilience is the second-most important quality of service aspect
to consider. Resilience ensures an API interaction’s availability in
the face of operational instability in back end transaction systems
or underlying networks. As an example, a resilient solution is
able to reroute around failed networks and provides active disas-
ter recovery. Published APIs, through the clean separation of
API from underlying implementation, help mitigate the cascad-
ing effect of failures by providing compensation for service-
provider failure or even dynamic substitution of the service
provider itself.
Finally, still under quality of service, control describes mecha-
nisms to alter the interaction flow corresponding to business or
IT traffic management policies. For example, classes of interac-
tions could be prioritized lower, or even dropped entirely, under
low resource conditions. Operational throttling policies ensure
that the inbound call rates do not exceed the certified rating, or
quotas, of a specific API. Intelligent routing mechanisms can
discriminate incoming transactions and can exert admission con-
trol over them. Application-aware routing is employed to utilize
intelligence from elastic and internal services, providing the most
efficient and robust routing workload management.
Accounting. Accounting deals with metering and billing. Once
security aspects have ascertained the identity of app developers
and of the end users of apps and have ensured that only duly-
authenticated and authorized users have access to appropriate
information, those developers and users can be metered and
billed according to established service level agreements (SLAs)
and quotas. Based on the metering information, billing for paid
apps, APIs and elastic services is a necessary component of the
business model.
Optimize business operations
There are a number of operational considerations that come into
play as the enterprise creates and extends new engagements.
These considerations concern not only the day-to-day opera-
tions of business activities and decisions, but also the develop-
ment and delivery of software capabilities that support
published APIs.
As organizations extend and engage more broadly, there are
many new insights to be gleaned that can help improve opera-
tional efficiency. Having thorough, wide-ranging insight helps
you to optimize and improve your business continually and
creates the ability to react to new business opportunities in
near-real-time. This is part of the reward for those who can
extend and transact business effectively. Monitoring key points
of interest and generating usage statistics and trend data forms
the foundation of the system’s ability to “learn.” Near-real-time
events, generated from mobile apps or APIs usage, trigger
actions that make it possible for organizational teams to gain
business insight immediately and to respond to opportunities
or threats.
Insight tracking should be a foundational part of any new
engagements that the enterprise creates, and these engagements
should be continuously monitored. Information gained from
engagements is relevant to three key roles in the organization:
business operations, DevOps and app developers.
Business operations. Business operations are the caretakers of
the external persona of an enterprise. They are responsible for
growing the business through an external community and they
need real-time insights into how their ecosystem is functioning
and performing—because that knowledge helps them respond

7IBM Software
and “course correct” rapidly. Questions that business operations
personnel may ask are: Which app is generating the most
amount of revenue for the business, what is unique about this
app, and what APIs does it leverage? Which APIs are generating
the highest number of questions in the developer community,
which APIs have the most number of open tickets against them,
how much interest and discussion are my APIs generating on
social networking sites?
DevOps. In this combined role, an individual who is responsible
for development and systems administration can learn about
usage-demand, can perform problem-determination, or can
understand the impact analysis of an upcoming change. Focused
searches can be done to show API response times and drift, cor-
relate multiple problems in a fixed time window and track the
progress of a deployment of multiple assets to an external app
store or to software-as-a-service providers.
App developers. App developers (often external to your enter-
prise) who use your APIs or elastic services need to understand
whether they are using your capabilities in an appropriate and
effective fashion. Their role includes statistical analysis similar to
the DevOps role, but also includes focused searches to provide
insights into what might be going wrong, including the ability to
debug current or future problems.
There is economy and efficiency in thinking about all of these
operational elements throughout the three roles as a coherent
design pattern. Such a design pattern produces an integrated
experience throughout development, management (for example,
security and control), optimization (for example, scale and per-
formance) and accounting (for example, identity and billing).
Becoming an engaging enterprise is not just
about innovating internally with developers
on staff. You must find ways to profit from
the innovation that exists within external
communities—communities that you do not
directly control and can only influence.
The foundation of new business
engagements: service-oriented design
For the last ten years, SOA principles were the foundation for
the evolution of transactional systems to web applications,
e-business and thorough business process integration. Now, the
same SOA principles are at the core of cloud, mobile, social
business and big data as these new-era business engagements
transact at scale throughout locations, devices, people, processes
and information. The “SOA manifesto” contains six key design
principles, each of which is fundamental to an engaging
enterprise.
Service orientation at the core. Service orientation does not
begin with technology; it begins with the mind-set of thinking
about your business and the world around you in terms of func-
tional components. Thinking in terms of services and processes
transcends any particular channel or business unit and provides a
uniform mediated architecture that can connect the key stake-
holders inside and outside the enterprise.

Service orientation does not begin with
technology; it begins with the mind-set of
thinking about your business and the world
around you in terms of functional
components.
—Steve Mills, Senior VP and Group Executive, IBM Software and Systems
Process integrity at internet scale. For the extended enter-
prise, transacting with integrity means managing carefully the
integrity of business processes. Thorough, wide-ranging business
processes are not limited to what happens inside the walls of the
enterprise. Furthermore, these business processes happen at
internet scale in terms of number of nodes and variability of
workload. Thus process integrity at internet scale requires a
transition from “database-centric” transaction principles (for
example, two-phase commit) to more-loosely coupled transac-
tion models that include compensation and recovery models,
which are better suited for long-running or asynchronous busi-
ness transactions (for example, those that are conducted using
systems management services).
Integration with enterprise capabilities and back end
systems. IT teams have learned time and again that tightly
coupled systems do not scale well in a dynamic, ever-changing
environment. Nevertheless, integration with the transactional
backbone of the enterprise remains an important capability for
those who wish to support new business models and extended
ecosystems. The basic SOA design principle (service consumer,
service mediator, and service provider) is an excellent basis for
loosely coupling external and internal participants. The media-
tion part of the pattern is often overlooked and undervalued, yet
it is exactly this part of the pattern that makes possible the medi-
ating between externally published business APIs and internal
transactional services, thus providing virtualized external services
in a way that does not require recoding or extension of the
transactional backbone itself.
Based on industry standards. This is the perhaps most obvious
SOA principle, and in reality not restricted to, or specific for, a
service oriented environment. Having said that, there are certain
characteristics of a service oriented environment which require
industry standards beyond protocols and message schemas.
Think about a situation in which a partner consumes an external
API, provided and published by the enterprise, but the service
provider in turn requires the capabilities of four internal services.
In this situation, not only must there be an explicit service con-
tract between consumer and service provider, but that service
provider in turn needs service contracts with the four “sub-
providers” that are part of the transactional backbone. Thus the
notion of “wire by contract” (for example, embodied by Service
Component Architecture or Service-oriented architecture
Modeling Language), in which service consumers and providers
are recursively (and potentially dynamically) matched based
upon their declared external dependencies. This reality becomes
a fundamental tenet of the extended enterprise and must be
standardized in the same fashion as protocols and message
schemas have already been standardized. Furthermore, advanced
service contracts will include policies and SLAs that guide and
govern the interaction according to established agreements
throughout the extended ecosystem.
Leveraging and extending open source technologies. Most
Chief Information Officers will tell you that open source is a
consideration for the strategic evolution of tools and middle-
ware. While most often not on par with vendor provided capa-
bilities, open source is often “good enough” for the more stan-
dardized aspects of the IT infrastructure. Furthermore, in the
context of the extended enterprise, apps may often be created by

9IBM Software
third-party stakeholders (for example, customers and partners),
who in turn may apply open source technology to create those
apps. Consequently a good IT strategy needs to embrace and
extend open source technologies rather than keep open source as
a separate, disconnected environment.
Providing the platform for a growing ecosystem. The notion
of APIs and API management—the idea that external business
interfaces can be codified and published—is a critical enabler for
an extended and growing ecosystem. APIs are business services
that provide a managed interface for interaction throughout the
corporate boundary. As such, the full power of SOA can and
should be applied to the creation and management of business
APIs, importantly including the notion of API registries (often
called API catalogs) for publication and externalized Enterprise
Service Bus capabilities for integration and mediation.
An example of the new business of
technology in action
Here is an example of how these pieces come together to create
an engaging enterprise. Imagine an airline company called
“Acme Airlines.” Acme Airlines has two major business goals
that they are trying to achieve. One goal is to increase sales, and
the other goal is to increase customer satisfaction. Acme leaders
believe they can help achieve these goals by engaging directly
with customers and external developers using mobile and social
technologies.
The first step in the process is to create external APIs for several
core services: price quotes, booking, baggage tracking and flight
information. All of these services are typically used by third-
party travel aggregators, and will provide Acme with new reve-
nue streams if they can convince developers to begin using their
APIs. Acme implements the APIs as REST services that can be
easily identified and called using URLs. The APIs map directly
to internal services running on-premise in their data center.
Acme also creates documentation and several sample use cases
for the APIs. Acme then publishes their APIs to a hosted catalog
where they can easily create a landing page for their content, and
link to popular social networks.
The next step is to improve Acme Airline’s mobile application.
Currently the airline has a mobile version of their website, but
functions are limited. Acme moves to a hybrid app model, in
which the mobile app runs natively on multiple operating sys-
tems (and making it possible for the mobile app to be distributed
through third-party app stores), and the main content is served
directly from Acme where it is controlled and maintained. The
main content for the app is written in HTML5, making the
most of Acme Airline’s public APIs with added details for each
supported platform.
For flight status and baggage alerts, Acme Airlines adds push
notifications to their application. This outreach updates
customers immediately of any issues or changes to their flights.
Although most of the content is served directly from Acme, the
hybrid approach makes it possible for content such as travel itin-
eraries to be encrypted and stored directly on mobile devices.
This is an important business advantage, since Acme customers
can access important information in a secure manner even when
the App is disconnected.
Acme has successfully created new external interfaces for their
business, but the airline still must be able to transact business
successfully through these channels. In the past, the team at
Acme had struggled to cope with “flash loads,” which occurs
when many travelers attempt to re-book at once during inclem-
ent weather. With several new customer channels now available,
scalability becomes an even more critical issue. To help mitigate
the problem, the Acme Airlines team adds a dynamic scaling
policy to their virtualized web application patterns. This makes it
possible for the team to scale-up automatically as load increases.

To further improve functions, Acme leaders added a caching
function for user sessions, because the function helps prevent
multiple calls to back end systems to fetch user data.
In addition to scale, the Acme Airlines team needs to ensure that
new mobile transactions are as secure as possible. The team at
Acme implements centralized management over their mobile
app. This action gives them control over which versions of the
app are executed, and the team gains the ability to check the
integrity of the apps that are running on customers’ mobile
phones.
The Acme Airlines team has added scale and security to ensure
the availability and reliability of transactions in new external
channels. But the team must still ensure that customer engage-
ments through these new channels increase loyalty and customer
satisfaction. To make this a reality, the team at Acme attaches
business rules to their APIs. The price quote API and the
booking API are associated with rules that evaluate transaction
volume and frequent-flier status. Different discounts are auto-
matically applied depending on each customer’s status and
frequency of travel. The team implements another rule that
responds to flight-related and baggage-related events. This
provides a competitive advantage for the airline, because now
when an Acme flight is delayed, customers automatically receive
a free pass to the airline lounge.
The same attachment of rules and APIs can also be used to
encourage external developers to leverage their APIs for third-
party Apps. Developers in their affiliate program receive cash
rewards based on the volume of transactions generated through
their Apps that use Acme’s APIs.
The fact that this example is somewhat simplistic does not dilute
in any way the power of the possibilities before you. The story
of Acme Airlines illustrates how new technologies can improve
business outcomes more quickly and more easily when leaders
extend, transact and optimize their businesses. The future of
business growth is within your grasp. This is how your company
can become a truly engaging enterprise.
The new business of technology: business
considerations
As you go down the path of realizing the vision of an engaging
enterprise, recognize that this is not just a technology initiative.
It is also a fundamental shift in the way you think about your
business. Becoming a more engaging enterprise is not just about
innovating internally with developers on staff. You must find
ways to employ the innovation that exists within external
communities—communities that you do not directly control
and can only influence.
In the course of engaging with new customers in new markets,
you will need to add a practice to your business. This new prac-
tice will include professionals who understand the economics of
APIs and apps. These professionals understand how to engage
with communities of developers outside your organization to
help them succeed—and through their success, to help you suc-
ceed. Prepare to listen to (and respond to) groups of developers
who spend time in social and other communities that you do not
normally monitor and to which you do not normally respond.
Prepare to come up with interesting new ways to continue to be
“top-of-the-mind” with developers by creating relevant APIs and

11IBM Software
socializing them appropriately. Prepare to reach out to develop-
ers on a regular basis, going beyond online interaction. For
example, you might organize app events and contests to the
benefit of your business.
As you externalize your enterprise you must think about partner-
ships in a different way. You may find that you begin to generate
significant business through your APIs compared to your exist-
ing business model—a shift to selling through other businesses
versus selling directly to customers. You must become very
sophisticated in terms of creating tiers of APIs that you can offer
to the market, so that you are able to continuously provide
low-cost entry points, but you are able also to charge premiums
for differentiated high-value services.
Next steps
New engagements and extensions of your business bring in new
channels of profit—but these new engagements also present new
requirements to traditional workloads. The IBM team can help
you use the design principles of SOA to meet both imperatives.
Engage professionals who know how to help you generate
results quickly. In April 2012, based on analyst firm Gartner’s
definition of middleware, IBM was once again named the overall
marketshare leader in middleware software. According to the
Gartner report1, IBM was the leading software vendor, extend-
ing its lead to nearly double that of its closest competitor.
With IBM, you can expect strong performance, a smaller
footprint and faster startup. Many IBM clients see positive
results within six to twelve months.
For more information
To learn more about becoming an engaging enterprise, contact
your IBM marketing representative or IBM Business Partner, or
visit the following website: ibm.com/business-agility
Additionally, IBM Global Financing can help you acquire the
software capabilities that your business needs in the most cost-
effective and strategic way possible. We'll partner with credit-
qualified clients to customize a financing solution to suit your
business and development goals, enable effective cash manage-
ment, and improve your total cost of ownership. Fund your
critical IT investment and propel your business forward with
IBM Global Financing. For more information, visit:
ibm.com/financing

© Copyright IBM Corporation 2012
IBM Corporation
Software Group
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Somers, NY 10589 USA
Produced in the United States of America
July 2012
IBM, the IBM logo, and ibm.com, and Smarter Planet are trademarks of
International Business Machines Corp., registered in many jurisdictions
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“Copyright and trademark information” at ibm.com/legal/copytrade.shtml
This document is current as of the initial date of publication and may be
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It is the user’s responsibility to evaluate and verify the operation of any other
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THE INFORMATION IN THIS DOCUMENT IS PROVIDED
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The client is responsible for ensuring compliance with laws and regulations
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This information contains examples of data and reports used in daily
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examples include the names of individuals, companies, brands, and products.
All of these names are fictitious, and any similarity to the names and
addresses used by a real business enterprise is entirely coincidental.
1 http://www-03.ibm.com/press/uk/en/pressrelease/37390.wss
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