SlideShare a Scribd company logo
1 of 7
Download to read offline
TRANSFORMING BUSINESS
COLLABORATION
THROUGH ENTERPRISE
SERVICE MANAGEMENT
1
It’s no longer just IT. The mindset of
departments as service providers is on
the rise. With the increasing demand
for services across organizations to
support rapid growth and development,
exceptional service delivery is more
critical than ever. Yet, it’s the delivery
that remains a struggle. The quality and
consistency of services vary across the
organization, often requiring multiple
resources, teams, and tools to deliver
what’s needed by employees.
If your company is like most, you have
multiple internal teams providing services
-- from IT, HR, facilities, and more.
Approval chains can be a mixed bag of
emotions, and tools and processes used
to deliver services can be chaotic. Internal
service providers struggle with visibility
and intelligence in optimizing service
delivery processes and implementing
continuous improvement, leading to
complex interactions that have the
opportunity to be simplified.
Service requesters
might say…
•	 I have no idea who to go
	 to get things done…
•	 Delivery standards and 		
	 consistency vary greatly from 	
	 one internal service provider
	 to the next…
•	 When is my request going
	 to be finished?!?!
Internal service providers
might say…
•	 We have our own processes
	 to deliver services...
•	 We use a combination 		
	 of email, spreadsheets, 		
	 homegrown tools,
	 or off-the-shelf products...
•	 We’re dependent 			
	 upon specific people - in 		
	 specific places - to get
	 things done...
2
Enterprise Service Management. At its backbone, there’s
tried and tested ITIL and service management concepts
and capabilities. From that foundation, Enterprise Service
Management drives benefits, like department transparency,
business continuity, cost control, and staff productivity to the
greater expanse of a business.
If any of these sound familiar, your
organization may not be effectively
servicing the needs of employees and
hindering business growth. Excellence
and success in today’s dynamic and
competitive business world is both
data- and customer-driven. In order for
teams to perform and interact efficiently,
capabilities and processes need to be in
place to continuously improve operational
efficiency and the customer experience.
A service desk for the entire company
has the ability to streamline and
accelerate your service success.
3
ENTERPRISE SERVICE MANAGEMENT
HELPS YOU ACCELERATE YOUR SUCCESS
With enterprise service management,
capabilities are available to every internal
service provider within an organization. Teams
now have the ability to deliver valuable
business and IT services across the company
-- reliably and consistently -- while providing
employees with unmatched customer service
experiences.
Today, there are so many new wants and
expectations on IT organizations. Some of
biggest game changers include:
Connect Everyone, Everywhere
to Maximize Service Success
If we’re going to treat employees like
customers, we need to employ the same
techniques we’ve applied in business for
decades. You need a platform that allows
you to connect, engage, and interact at a
personal level. Mobility, the social revolution,
and new applications create new challenges in
recognizing and managing customer needs.
Put People in the Middle
of Service Conversations
The digital age has led to systems,
applications, and processes replacing many
interactions, but service delivery processes
often miss the mark. The service itself may
not work, the agent may not be helpful, or
the customer gets passed from one agent to
another, with a lack of accountability.
What’s needed is an unmatched user
experience that puts the customer in the
middle of all service interactions, helping each
internal service provider understand every
aspect of their customer’s wants and needs.
Now, customers can get services when, where,
and how they want them, while internal
service providers can continuously improve
customer satisfaction and efficiency.
4
Centralize All Service
Interactions Into One Place
It’s no secret that service management has
a bad reputation. That’s because the user
experience - for both service requestors
and internal service providers - continues to
be poor. From technology-centric tools to
complicated user interfaces, many offerings
disappoint.
Internal applications have lagged behind
consumer experiences. This needs to
change. If all service interactions - among
customers, vendors, and employees - can be
centralized, we can better understand all of
these variables and improve the overall user
experience.
Deliver a Better Service
No Matter The Function
With a common platform for all service
activities, service processes across
different providers can be accelerated and
personalized for each customer in the ways
they are used to working. Manual processes
can be automated to increase service
provider productivity, while giving customers
greater consistency and quality. Now, service
level agreements (SLAs) can improve, ticket
processes speed up, and quality increases as
everything is now better-defined.
Gain New Levels of Visibility and
Intelligence To Improve Service
Management
A single, enterprise solution for service
management enables new levels of
transparency and intelligence. With critical
information and data -- summarized and
up-to-date -- you can effectively streamline
service delivery processes, optimize staffing,
educate staff and employees, and improve
the customer experience.
Visibility into how service quality
and response times impact the entire
organization’s performance and the
company’s revenue helps you better support
the business. And with greater intelligence
you can plan capacity, ensure ongoing
alignment to business needs, track service
delivery progress, and plan for the future.
“...if all service interactions can be centralized, we can
better understand all of these variables and improve
the overall user experience...”
5
ABOUT SAMANAGE
ENTERPRISE SERVICE
MANAGEMENT
Samanage is the Service Success Company,
enabling modern organizations worldwide
to deliver a superior service experience
to their employees. Samanage’s
enterprise service management software
accelerates efficiency and visibility
into services requested and delivered
across an organization, making it easy
to continuously streamline process
improvement and greater productivity.
Through unprecedented agility and
scalability, Samanage gives service
providers the ability to rapidly and
consistently deliver the services that
employees need to get work done.
Samanage is the service management
industry’s top reviewed IT service desk
solution, according to customer reviews.
To learn more about Samanage,
please visit www.samanage.com
or call 1-888-250-8971.
7
www.samanage.com
1-888-250-8971

More Related Content

What's hot

Service Desk Excellence White Paper 2016
Service Desk Excellence White Paper 2016Service Desk Excellence White Paper 2016
Service Desk Excellence White Paper 2016Paul Barker
 
Smart Care | The Future of Customer Care
Smart Care | The Future of Customer CareSmart Care | The Future of Customer Care
Smart Care | The Future of Customer CareSa3dni
 
Cmmi lecture on Services Marketing
Cmmi lecture on Services MarketingCmmi lecture on Services Marketing
Cmmi lecture on Services Marketingcmmindia2017
 
Dimensions of service quality
Dimensions of service qualityDimensions of service quality
Dimensions of service qualityGopinath Guru
 
Fuji-Xerox-DMS-Corporate-Profile
Fuji-Xerox-DMS-Corporate-ProfileFuji-Xerox-DMS-Corporate-Profile
Fuji-Xerox-DMS-Corporate-ProfileDale Justins
 
Customer expectations of service
Customer expectations of serviceCustomer expectations of service
Customer expectations of serviceNafiz Imtiaz
 
Customer Expectation and Service Excellence - Final
Customer Expectation and Service Excellence - FinalCustomer Expectation and Service Excellence - Final
Customer Expectation and Service Excellence - FinalSid Gupta
 
Customers Expectation of a Service
Customers Expectation of a ServiceCustomers Expectation of a Service
Customers Expectation of a ServiceSaugata Palit
 
Managing Customer Expectations
Managing Customer ExpectationsManaging Customer Expectations
Managing Customer ExpectationsFaakor Agyekum
 
Service focus and service encounters
Service focus and service encountersService focus and service encounters
Service focus and service encountersAamir chouhan
 
Don Green referral
Don Green referralDon Green referral
Don Green referralCarrie Clark
 
Service quality Gap model of ZHSUST
Service quality Gap model of ZHSUSTService quality Gap model of ZHSUST
Service quality Gap model of ZHSUSTBijoy92
 
Measuring, Managing and Improving Customer Service 0816 AU (Ben)
Measuring, Managing and Improving Customer Service 0816 AU (Ben)Measuring, Managing and Improving Customer Service 0816 AU (Ben)
Measuring, Managing and Improving Customer Service 0816 AU (Ben)Benjamin Porter
 
Managing Customer Expectations
Managing Customer ExpectationsManaging Customer Expectations
Managing Customer ExpectationsSparkhound Inc.
 
Uplifting Service Introduction
Uplifting Service IntroductionUplifting Service Introduction
Uplifting Service IntroductionUpYourService
 
Brochure culture assessment-email_n249
Brochure culture assessment-email_n249Brochure culture assessment-email_n249
Brochure culture assessment-email_n249Oscir Zancan
 
8c80720090713 Mos%20 Mba
8c80720090713 Mos%20 Mba8c80720090713 Mos%20 Mba
8c80720090713 Mos%20 MbaGOEL'S WORLD
 
Service quality-bank-case-study-vg
Service quality-bank-case-study-vgService quality-bank-case-study-vg
Service quality-bank-case-study-vgiipmff2
 

What's hot (20)

Service Desk Excellence White Paper 2016
Service Desk Excellence White Paper 2016Service Desk Excellence White Paper 2016
Service Desk Excellence White Paper 2016
 
Smart Care | The Future of Customer Care
Smart Care | The Future of Customer CareSmart Care | The Future of Customer Care
Smart Care | The Future of Customer Care
 
Cmmi lecture on Services Marketing
Cmmi lecture on Services MarketingCmmi lecture on Services Marketing
Cmmi lecture on Services Marketing
 
Customer Service Expectations
Customer Service ExpectationsCustomer Service Expectations
Customer Service Expectations
 
Dimensions of service quality
Dimensions of service qualityDimensions of service quality
Dimensions of service quality
 
Fuji-Xerox-DMS-Corporate-Profile
Fuji-Xerox-DMS-Corporate-ProfileFuji-Xerox-DMS-Corporate-Profile
Fuji-Xerox-DMS-Corporate-Profile
 
Customer expectations of service
Customer expectations of serviceCustomer expectations of service
Customer expectations of service
 
Customer Expectation and Service Excellence - Final
Customer Expectation and Service Excellence - FinalCustomer Expectation and Service Excellence - Final
Customer Expectation and Service Excellence - Final
 
Customers Expectation of a Service
Customers Expectation of a ServiceCustomers Expectation of a Service
Customers Expectation of a Service
 
#TFT12: Barclay Rae
#TFT12: Barclay Rae#TFT12: Barclay Rae
#TFT12: Barclay Rae
 
Managing Customer Expectations
Managing Customer ExpectationsManaging Customer Expectations
Managing Customer Expectations
 
Service focus and service encounters
Service focus and service encountersService focus and service encounters
Service focus and service encounters
 
Don Green referral
Don Green referralDon Green referral
Don Green referral
 
Service quality Gap model of ZHSUST
Service quality Gap model of ZHSUSTService quality Gap model of ZHSUST
Service quality Gap model of ZHSUST
 
Measuring, Managing and Improving Customer Service 0816 AU (Ben)
Measuring, Managing and Improving Customer Service 0816 AU (Ben)Measuring, Managing and Improving Customer Service 0816 AU (Ben)
Measuring, Managing and Improving Customer Service 0816 AU (Ben)
 
Managing Customer Expectations
Managing Customer ExpectationsManaging Customer Expectations
Managing Customer Expectations
 
Uplifting Service Introduction
Uplifting Service IntroductionUplifting Service Introduction
Uplifting Service Introduction
 
Brochure culture assessment-email_n249
Brochure culture assessment-email_n249Brochure culture assessment-email_n249
Brochure culture assessment-email_n249
 
8c80720090713 Mos%20 Mba
8c80720090713 Mos%20 Mba8c80720090713 Mos%20 Mba
8c80720090713 Mos%20 Mba
 
Service quality-bank-case-study-vg
Service quality-bank-case-study-vgService quality-bank-case-study-vg
Service quality-bank-case-study-vg
 

Viewers also liked

252.регулирование добываемой попутной воды благодаря новому программному обес...
252.регулирование добываемой попутной воды благодаря новому программному обес...252.регулирование добываемой попутной воды благодаря новому программному обес...
252.регулирование добываемой попутной воды благодаря новому программному обес...ivanov1566359955
 
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...ivanov1566359955
 
Где живут книги. урок-путешествие
Где живут книги. урок-путешествиеГде живут книги. урок-путешествие
Где живут книги. урок-путешествиеСкиту Омск
 
Bahasan 6 wbt cbt elearning blog
Bahasan 6 wbt cbt elearning blogBahasan 6 wbt cbt elearning blog
Bahasan 6 wbt cbt elearning blogfifirahmi
 
Kelompok 6 gigiku
Kelompok 6 gigikuKelompok 6 gigiku
Kelompok 6 gigikufifirahmi
 
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...Rooswelth Gerardo Zavaleta Benites
 

Viewers also liked (8)

252.регулирование добываемой попутной воды благодаря новому программному обес...
252.регулирование добываемой попутной воды благодаря новому программному обес...252.регулирование добываемой попутной воды благодаря новому программному обес...
252.регулирование добываемой попутной воды благодаря новому программному обес...
 
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...
257.реализация дидактических принципов при изучении темы «сознание» в курсе ф...
 
IQ4 Final Presentation (1)
IQ4 Final Presentation  (1)IQ4 Final Presentation  (1)
IQ4 Final Presentation (1)
 
Где живут книги. урок-путешествие
Где живут книги. урок-путешествиеГде живут книги. урок-путешествие
Где живут книги. урок-путешествие
 
Bahasan 6 wbt cbt elearning blog
Bahasan 6 wbt cbt elearning blogBahasan 6 wbt cbt elearning blog
Bahasan 6 wbt cbt elearning blog
 
Kelompok 6 gigiku
Kelompok 6 gigikuKelompok 6 gigiku
Kelompok 6 gigiku
 
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...
JNE - Resolución N° 286-2015 - Precisiones de los plazos para renuncia de las...
 
TSB USA Tour 2016
TSB USA Tour 2016TSB USA Tour 2016
TSB USA Tour 2016
 

Similar to introtoesm_whitepaper

QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...
QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...
QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...DitasDelaCruz
 
Hospitality Services
Hospitality ServicesHospitality Services
Hospitality Servicesnooris79
 
Service management
Service managementService management
Service managementHredoy Mesha
 
What is Service Design: Tampa Service Jam
What is Service Design: Tampa Service JamWhat is Service Design: Tampa Service Jam
What is Service Design: Tampa Service JamLaura Andersen
 
Profit Through Service
Profit Through ServiceProfit Through Service
Profit Through Servicenormanhuckerby
 
9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework 9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
 
Implementing ServiceNow CSM to Reinvent Customer Service.pdf
Implementing ServiceNow CSM to Reinvent Customer Service.pdfImplementing ServiceNow CSM to Reinvent Customer Service.pdf
Implementing ServiceNow CSM to Reinvent Customer Service.pdfAelum Consulting
 
Affect Partners_Operations
Affect Partners_OperationsAffect Partners_Operations
Affect Partners_OperationsRobert Sinkhorn
 
The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...3gamma
 
Managed Services Client Onboarding Simple Process Free Template
Managed Services Client Onboarding Simple Process Free TemplateManaged Services Client Onboarding Simple Process Free Template
Managed Services Client Onboarding Simple Process Free TemplateKashish Trivedi
 
Digitizing Business Services
Digitizing Business ServicesDigitizing Business Services
Digitizing Business Servicesaccenture
 
Digitaizing Business Services
Digitaizing Business ServicesDigitaizing Business Services
Digitaizing Business Servicesaccenture
 
Cracking The Customer Support Efficiency Code
Cracking The Customer Support Efficiency CodeCracking The Customer Support Efficiency Code
Cracking The Customer Support Efficiency CodeWorkforce Group
 
David D'Agostino and Tony Price: Kicking the KPI Habit
David D'Agostino and Tony Price: Kicking the KPI HabitDavid D'Agostino and Tony Price: Kicking the KPI Habit
David D'Agostino and Tony Price: Kicking the KPI HabititSMF UK
 
Implementing Service Level Management
Implementing Service Level ManagementImplementing Service Level Management
Implementing Service Level ManagementPink Elephant
 
Managed service provider
Managed service providerManaged service provider
Managed service providerElena Benson
 

Similar to introtoesm_whitepaper (20)

QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...
QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...
QSM Chap 6 Quality Service Delivery System in Tourism and Hospitality Industr...
 
Hubnsub workflow system tour
Hubnsub workflow system tourHubnsub workflow system tour
Hubnsub workflow system tour
 
Web serviceseservicebestpractices
Web serviceseservicebestpracticesWeb serviceseservicebestpractices
Web serviceseservicebestpractices
 
Hospitality Services
Hospitality ServicesHospitality Services
Hospitality Services
 
Service management
Service managementService management
Service management
 
What is Service Design: Tampa Service Jam
What is Service Design: Tampa Service JamWhat is Service Design: Tampa Service Jam
What is Service Design: Tampa Service Jam
 
BROCHURE
BROCHUREBROCHURE
BROCHURE
 
Profit Through Service
Profit Through ServiceProfit Through Service
Profit Through Service
 
9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework 9 Critical Components for A Successful Client Interaction Framework
9 Critical Components for A Successful Client Interaction Framework
 
Implementing ServiceNow CSM to Reinvent Customer Service.pdf
Implementing ServiceNow CSM to Reinvent Customer Service.pdfImplementing ServiceNow CSM to Reinvent Customer Service.pdf
Implementing ServiceNow CSM to Reinvent Customer Service.pdf
 
Affect Partners_Operations
Affect Partners_OperationsAffect Partners_Operations
Affect Partners_Operations
 
The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...The Service Management Office - Driving it performance in the face of rising ...
The Service Management Office - Driving it performance in the face of rising ...
 
Managed Services Client Onboarding Simple Process Free Template
Managed Services Client Onboarding Simple Process Free TemplateManaged Services Client Onboarding Simple Process Free Template
Managed Services Client Onboarding Simple Process Free Template
 
Digitizing Business Services
Digitizing Business ServicesDigitizing Business Services
Digitizing Business Services
 
Digitaizing Business Services
Digitaizing Business ServicesDigitaizing Business Services
Digitaizing Business Services
 
Cracking The Customer Support Efficiency Code
Cracking The Customer Support Efficiency CodeCracking The Customer Support Efficiency Code
Cracking The Customer Support Efficiency Code
 
David D'Agostino and Tony Price: Kicking the KPI Habit
David D'Agostino and Tony Price: Kicking the KPI HabitDavid D'Agostino and Tony Price: Kicking the KPI Habit
David D'Agostino and Tony Price: Kicking the KPI Habit
 
ITService Management roadmap
ITService Management roadmapITService Management roadmap
ITService Management roadmap
 
Implementing Service Level Management
Implementing Service Level ManagementImplementing Service Level Management
Implementing Service Level Management
 
Managed service provider
Managed service providerManaged service provider
Managed service provider
 

introtoesm_whitepaper

  • 2. 1 It’s no longer just IT. The mindset of departments as service providers is on the rise. With the increasing demand for services across organizations to support rapid growth and development, exceptional service delivery is more critical than ever. Yet, it’s the delivery that remains a struggle. The quality and consistency of services vary across the organization, often requiring multiple resources, teams, and tools to deliver what’s needed by employees. If your company is like most, you have multiple internal teams providing services -- from IT, HR, facilities, and more. Approval chains can be a mixed bag of emotions, and tools and processes used to deliver services can be chaotic. Internal service providers struggle with visibility and intelligence in optimizing service delivery processes and implementing continuous improvement, leading to complex interactions that have the opportunity to be simplified. Service requesters might say… • I have no idea who to go to get things done… • Delivery standards and consistency vary greatly from one internal service provider to the next… • When is my request going to be finished?!?! Internal service providers might say… • We have our own processes to deliver services... • We use a combination of email, spreadsheets, homegrown tools, or off-the-shelf products... • We’re dependent upon specific people - in specific places - to get things done...
  • 3. 2 Enterprise Service Management. At its backbone, there’s tried and tested ITIL and service management concepts and capabilities. From that foundation, Enterprise Service Management drives benefits, like department transparency, business continuity, cost control, and staff productivity to the greater expanse of a business. If any of these sound familiar, your organization may not be effectively servicing the needs of employees and hindering business growth. Excellence and success in today’s dynamic and competitive business world is both data- and customer-driven. In order for teams to perform and interact efficiently, capabilities and processes need to be in place to continuously improve operational efficiency and the customer experience. A service desk for the entire company has the ability to streamline and accelerate your service success.
  • 4. 3 ENTERPRISE SERVICE MANAGEMENT HELPS YOU ACCELERATE YOUR SUCCESS With enterprise service management, capabilities are available to every internal service provider within an organization. Teams now have the ability to deliver valuable business and IT services across the company -- reliably and consistently -- while providing employees with unmatched customer service experiences. Today, there are so many new wants and expectations on IT organizations. Some of biggest game changers include: Connect Everyone, Everywhere to Maximize Service Success If we’re going to treat employees like customers, we need to employ the same techniques we’ve applied in business for decades. You need a platform that allows you to connect, engage, and interact at a personal level. Mobility, the social revolution, and new applications create new challenges in recognizing and managing customer needs. Put People in the Middle of Service Conversations The digital age has led to systems, applications, and processes replacing many interactions, but service delivery processes often miss the mark. The service itself may not work, the agent may not be helpful, or the customer gets passed from one agent to another, with a lack of accountability. What’s needed is an unmatched user experience that puts the customer in the middle of all service interactions, helping each internal service provider understand every aspect of their customer’s wants and needs. Now, customers can get services when, where, and how they want them, while internal service providers can continuously improve customer satisfaction and efficiency.
  • 5. 4 Centralize All Service Interactions Into One Place It’s no secret that service management has a bad reputation. That’s because the user experience - for both service requestors and internal service providers - continues to be poor. From technology-centric tools to complicated user interfaces, many offerings disappoint. Internal applications have lagged behind consumer experiences. This needs to change. If all service interactions - among customers, vendors, and employees - can be centralized, we can better understand all of these variables and improve the overall user experience. Deliver a Better Service No Matter The Function With a common platform for all service activities, service processes across different providers can be accelerated and personalized for each customer in the ways they are used to working. Manual processes can be automated to increase service provider productivity, while giving customers greater consistency and quality. Now, service level agreements (SLAs) can improve, ticket processes speed up, and quality increases as everything is now better-defined. Gain New Levels of Visibility and Intelligence To Improve Service Management A single, enterprise solution for service management enables new levels of transparency and intelligence. With critical information and data -- summarized and up-to-date -- you can effectively streamline service delivery processes, optimize staffing, educate staff and employees, and improve the customer experience. Visibility into how service quality and response times impact the entire organization’s performance and the company’s revenue helps you better support the business. And with greater intelligence you can plan capacity, ensure ongoing alignment to business needs, track service delivery progress, and plan for the future. “...if all service interactions can be centralized, we can better understand all of these variables and improve the overall user experience...”
  • 6. 5 ABOUT SAMANAGE ENTERPRISE SERVICE MANAGEMENT Samanage is the Service Success Company, enabling modern organizations worldwide to deliver a superior service experience to their employees. Samanage’s enterprise service management software accelerates efficiency and visibility into services requested and delivered across an organization, making it easy to continuously streamline process improvement and greater productivity. Through unprecedented agility and scalability, Samanage gives service providers the ability to rapidly and consistently deliver the services that employees need to get work done. Samanage is the service management industry’s top reviewed IT service desk solution, according to customer reviews. To learn more about Samanage, please visit www.samanage.com or call 1-888-250-8971.