Jersey City, NJ
ITSM and ITAM
“We don't want data to be everywhere. If we can contain it all within Samanage and track it all within Samanage, that's exactly what we want to do.”
Bryan Greer, Senior System Engineer
Global Organization Uses Samanage to Put Employees First
In 1936, Don Prudencio Unanue and his wife Carolina, immigrants who first migrated to Puerto Rico from Spain, started Goya Foods in a small storefront on Duane Street in Lower Manhattan. Today, Goya is the largest Hispanic-owned food company in the United States and the premier source for authentic Latin cuisine. It provides consumers with over 2,500 high-quality and affordable food products that originate from the Caribbean, Mexico, Spain, and Central and South America.
When you’re in charge of process-heavy activities such as IT asset management, contract management, and change management, it’s critical to find a friction-free tool that enables those processes to be managed with both maximum efficiency and minimum effort. In an ideal world, that tool would scale affordably as your needs evolve and grow.
For Bryan Greer, Senior System Engineer at Goya Foods, the company’s previous IT asset management and service desk solution was working precisely counter to those goals.
“We were using ManageEngine,” Greer explained, “The license we had was mainly for service desk and asset management, but I had change management and workflow requirements that I couldn’t meet without buying additional modules.”
Goya decided to look for a solution that could capture this functionality without having to purchase new elements or hire developers. Greer had three principal goals in mind when shopping for a new solution:
- Simplicity: He wanted the service desk staff to be able to start working as soon as requests came in. He didn’t want them to waste any time collecting more information or filling something out manually.
- Visibility: Greer’s team at Goya needed a single-dashboard view with answers to critical questions like, “Are we out of license compliance? Are we missing our SLAs? What do our assets look like?”
- Empowerment: Giving employees a single point-of-contact, in the form of an intuitive portal, would enable Greer’s team to reduce its ticket volume and improve employee satisfaction simultaneously.
When it came time to shortlist potential candidates, Greer’s decision was easy.
“I knew Samanage could capture all that, so there would be no reason to look at anything else.” said Greer. “The fact is, out of the box, you get all the features with Samanage. With other solutions, if you wanted to automate processes or use our API or wanted to use single sign-on, you take whatever you’re spending and triple it. With other softwares, you don’t get all the modules, so you still have to buy additional stuff in order to make it work.”
Measuring Impact on Employees
Although Samanage checked all of the boxes for Greer and his team, he knew he still needed to put some processes in place to ensure Goya was providing the best possible service for employees.
He started by creating access to the service desk and to self-service options through an employee service portal.
“We can put power back into our people’s hands to allow them to close their own ticket. We use the service portal to give them information like, ‘Hey, these are the top 10 issues people have been putting in’ or ‘Here’s a little bulletin about a scheduled change that’s happening this Friday,’” said Greer. “You can help people mitigate having to put in tickets by giving them that kind of information.”
In addition, Greer created a set of SLAs to hold his team accountable for providing swift, useful responses.
“If a ticket wasn’t delegated in the first hour, then a breach email sent to senior staff,” said Greer. “It helps our team stay on top of things and avoid breaches. We’re also able to report on the number of tickets that come in, how attentive we are, and how many we close on the first touch.”
Perhaps most importantly, Greer and his team at Goya have a constant pulse on how employees feel about the service they’re receiving.
“No one wants to fill out 30 questions, so we send a simple email that asks if they’re happy, yes or no,” said Greer. “I encourage them to be honest, because if they say it’s great, I won’t do anything. But if the experience was poor, we follow up. There’s no point in sending it if you don’t follow up.”
They’ve even changed some of their processes as a result of these customer satisfaction surveys.
“Some of the feedback said it took two hours for someone to come help install an application, and then someone else had to come back for the final configuration,” Greer recalled. “We knew this was a problem, so we implemented fully automated application pushes. We now manage software installs, patching, OS updates, and all of those types of things right from a console so we’re not interrupting the user.”
Goya continues to grow as a global company, and they’re constantly looking for ways to leverage Samanage in different areas.
“Matt Cox (Samanage Solutions Consultant) trained our support team in Spain, and he spoke Spanish for the entire session, which worked out great,” said Greer. “The initial hand holding is really helpful. It makes adoption so much easier when we actually have the experts train our support staff.”
While many IT service desk solutions require the customer to commit development resources for customized functionality, Goya found that assistance is available for any of their needs.
“It speaks volumes to the service Samanage gives,” said Greer. “Too often it’s, ‘here’s your application, now go figure it out.’ Samanage people are there to help, which you really don’t see anymore.”
Goya is also preparing to use Samanage beyond IT, as a single service platform for the entire organization. This way, employees can make any of their service requests in one place.
“The fact is, we use it every day, and it’s getting better every day with the information that we put in,” explained Greer. “So, we’ll already have the data loaded for HR. We’ll already have the data loaded for sales. You know what I mean? We’ve already gone through the hard part.”