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
Managing Processes the Easy Way Generates Smiles and Savings
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, like 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. And 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 asset management and service desk solution was working precisely counter to those goals.
“We were using ManageEngine,” Greer explained, “And the license we had was just mainly for service desk and asset management. And, I had change management and workflow requirements that I couldn’t meet with Service Desk without buying additional modules.”
Greer added that it wasn’t just the burdensome, “that-costs-extra” licensing arrangement that was causing issues for his team. There was also the not-so-little matter of getting the core technology to accomplish simple tasks without heavy lifting.
“With ManageEngine, it’s ‘I need a SQL server. Then I need a front-end application server.’ There’s a lot of moving parts in order to just get something as simple as a monitoring tool or as simple as a help desk tool to run,” Greer said. “I shouldn’t need all this infrastructure just to do that.”
Armed with ample frustrations and incentives to find a more effective solution, Greer began a search for a smarter tool that could help his team–and the users it supports–accomplish more with less.
Greer explained that Goya had three principal goals in mind when shopping for a new solution:
- Simplicity: “When a person enters a service desk ticket, it shouldn’t take longer to put the ticket in than it does to actually fix the problem or fulfill the request,” said Greer. “With a lot of tools, you’re just hounded for information, and nothing will turn off a service desk person more than requiring them to fill in so much information before they can actually get to do the work.”
- Visibility: Having a single-dashboard view with answers to critical questions like “Are we out of license compliance? Are missing our SLAs? What do our assets look like?” was critical to Greer’s team at Goya.
- 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 user satisfaction simultaneously. “We can put power back into our people’s hands to allow them to close their own ticket if their initial self-service portal gives 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.”
When it came time to shortlist potential candidates, Greer found it an easy task.
“My use case was for change management and putting together formalized processes. I knew Samanage could capture all that,” said Greer. “So there would be no reason to look at anything else. I knew how easy it was, and what the support was like.”
Greer explained that the value Samanage would provide Goya became readily apparent–fast.
“Within two weeks, we had a few hundred assets already in Samanage and that kind of gave us a proof of concept, that, ‘Hey, this is doing a big piece of what we needed and we can tie all the different requests to this asset and you can get a full lifecycle’,” said Greer. “The fact that the workflows were so easily managed made it really attractive–and was the proof that this is exactly what we needed.”
Greer also found that Samanage’s simple integration with Jira has been paying dividends for Goya on multiple fronts.
“Because we can do a Jira pull directly into Jira from Samanage, people can put in tickets from one console and never have to worry about entering a Jira ticket if they want a feature request or they found a defect in one of the applications,” said Greer. “We’re not confusing people by saying, ‘Use this ticketing system for that, but not for this.’ Because once you start complicating that, people stop using it and start using email again–and that was what we needed to get away from.”
Greer explained that using Samanage has saved Goya money by decreasing the number of licenses it needed for Jira. Having multiple functions housed in a single tool in Samanage is also giving Goya another useful financial edge.
“The fact is, out of the box, you get all the features with Samanage,” said Greer. “With other solutions, if you wanted to automate processes or use our API or wanted to use single sign-on, now you’re going down the ‘Enterprise route,’ so take whatever you’re spending and triple it. And, with other softwares, you don’t get all the modules, so you still have to buy additional stuff in order to make it work.”
Goya’s initial successes with Samanage in asset management is only the beginning of demonstrating its value to the company. Greer predicts that its impact will soon be benefiting multiple departments throughout the organization.
“We’re giving this tool to HR and we’re giving it to Facilities so that they can start inputting assets,” said Greer. “And now that we’re looking at putting in a real ERP system, we can make the case for, ‘You should be using this ticketing system from Samanage for tracking any of these requests.’ We might also be starting a Sales call center, so they’d have their own queue inside Samanage.”
“We don’t want data to be everywhere,” said Greer. “If we can contain it all within Samanage and track it all within Samanage, that’s exactly what we want to do.”