How to Work with Kommo Analytics (formerly amoCRM): A Business Guide – Brutal Marketing Blog

Analytics in CRM is not just numbers and charts. It’s a tool that allows you to see where the business “leaks,” identify bottlenecks, understand what works and what doesn’t, and react in time. Especially for small and medium-sized companies, analytics can be the component that helps prevent profit loss, improve sales department efficiency, and optimize resources.

In this article, we will cover:

1. Why analytics is critical for business
2. What types of analytics can be set up in CRM
3. Which metrics are important to track
4. How to create reports and interpret data
5. How sales quality control and end-to-end analytics help make better decisions
6. Best practices for regular analysis

CRM analytics is the collection, systematization, and analysis of information about all stages of sales: from lead to payment. The goal is to understand how processes work, which ones deliver results, where losses occur, and which actions need optimization.

Key benefits of analytics:

• identifying weak points in the sales funnel;
• evaluating the effectiveness of managers and their work methods;
• planning resources (marketing, personnel, time);
• forecasting results and financial flows;
• the ability to adjust course in time if metrics decline.

For small businesses, it is especially important to spot problems before they lead to revenue loss. Analytics should become part of regular work, not just a month-end assessment.

A company that wants to truly leverage CRM analytics can set up the following types:

The system has six ready-made reports, available on the “Advanced” and “Corporate” plans.

To make analytics useful, it’s not enough to collect everything possible — you need to focus on the metrics that provide actionable insights.

Here’s a list of important metrics:

• Number of leads (from all channels)
• Proposals sent / leads (percentage of those who reached the commercial proposal stage)
• Proposal → negotiations / agreement conversion
• Deals converted to payment
• Average check
• Time from lead to first communication
• Time from deal to closure
• Cost per lead (CPA)
• Total marketing / advertising channel costs
• ROI by advertising channels
• Repeat customer rate (if applicable)
• Manager performance quality: adherence to scripts, response to inquiries, response speed

Examples: if a manager gets many leads but few proposals — the issue may be in lead qualification or weak pre-communication scenario. If there are many proposals but few payments — proposals may be unconvincing or terms not fully discussed.

How are deals moving? How much and at what stages is money lost?

Let's select two of our managers in the filter - Nikita and Elena - and compare their performance.

Nikita received 142 applications, a commercial offer was sent to 48% of clients, payments were agreed - 16%. Our average conversion is 21%. This means that Nikita's performance is below the average within the company.

For Elena's team, out of 100% of all applications, a commercial offer was sent to 79% of leads, of which 37% paid the bill.
Although Elena has even fewer incoming applications than Nikita. Obviously, Nikita's funnel has bottlenecks, he has growth points.
It is necessary to understand why, after submitting an offer, only half of Nikita's leads reach the discussion stage.

You need to talk with the manager, study the deals, listen to calls - find out why it was not possible to discuss the proposal.

Perhaps Nikita does CRM incorrectly and in fact he is discussing the quotation with the client. But immediately after the first refusal, it transfers the deal to "Closed and unrealized", and does not squeeze the client.

In addition, Nikita initially took a lot of applications. Perhaps he simply physically could not send the CP to everyone, because he did not have time. As a result, he sent 40% less CP - this led to a final profit 40% less than possible.

Therefore, in the "Summary Report" it is important to keep track of how many deals each manager has. A summary report is a summary of deals, contacts, and tasks in your account.

If the number of transactions exceeds the company's verified set bar, then the manager is at the limit, he is overwhelmed and will be confused in clients and transactions.
The employee will not be able to make the sale. If there are too few transactions, the salesperson will not have enough volume to fulfill the sales plan.

It is important to find a balance, compare employees, monitor their effectiveness and average conversion. Then it will be possible to understand what kind of workload is needed for managers specifically in your sales department for the most optimal work. We have the number 60 - this is the limit, it may differ for you.

These are statistics on all types of activities that a manager performs in CRM.

The report on employees allows you to track the activity of managers in quantitative terms, evaluate their workload. You need to watch this every day.

If the manager stopped working today, you will only feel it in revenue in 2-5 weeks, depending on your sales cycle.

Therefore, with the help of this report, we can "look into the future."

A kind of event feed in which you can see everything that your employees are doing in your account.

This report allows you to be a thousand kilometers from an employee and know when he started and finished work, when and how long he had lunch, how many times he went to smoke.

Even if an employee is sitting across from you, they can look serious and still be on social media. In sales, it is very important to distinguish a working employee from one who does nothing.

The list of events helps to identify freeloaders and say goodbye to them.

If you have telephone sales in your company, then this indicator will help you track who and how much calls, as well as listen to calls.

The picture shows who calls the most and who does not call at all. For example, for today our company has the following call analytics:

You can filter them by duration and see how many and who had successful calls for a given period.

It is important to listen to calls from time to time, work out typical mistakes of managers in working with clients, explain how to work with objections correctly, find examples of successful calls that other managers can learn from. This directly affects your earnings.

You can set up a deal and budget goal for a team or a specific manager. In analytics, you will be able to see the progress of the implementation of plans.

In our company, we use team goals. The screenshot shows Elena's Implementation Specialist team: Alexander and Daria.
Their plan for May is 1,000,000 usd.

The overall goal of the team was not achieved, although Elena significantly exceeded her plan. This happened because Alexander did not achieve his goal.

Goals are the same sales plan. Set the bar for your managers, raise them, compare the results. If the manager fails to achieve his goal, you need to work with him, sort out mistakes, direct his work in the right direction.

This report will give a rough idea of what results to expect from each employee and from the sales department as a whole. Then, throughout the month, you will be able to monitor the progress of the plan.

Analytics is one thing, but it’s important that information is accessible, clear, and delivered on time.

Report creation:

• Summary reports by managers: number of leads, proposals sent, payments, average check.
• Daily / weekly dashboards: current metrics that show whether the plan is being followed.
• Sales funnel reports: how many leads passed through all stages, where conversion “drops.”
• Reports by source channels: which channel brings the most leads, average lead cost, how many convert to payment.

Analysis:

• First — operational metrics assessment: if this week/month’s metrics fall outside usual patterns, investigate why.
• Then — financial results: analyze total revenue, net profit, deviations from budget.
• Simultaneously — process quality control: how managers handle leads, whether standards are followed, whether time is wasted.
• Regular team reviews: discuss results, review cases of success and failure, action plan for improvement.

Quality control and end-to-end analytics — two complementary directions: the first focuses on how managers perform, the second on where the business spends resources and what the effect is.

• Quality control includes checking scripts, call recordings, communication quality, response speed, and compliance with standards. This helps identify weak points that may be invisible if you look only at the numbers.
• End-to-end analytics allows you to match expenses (marketing, advertising, personnel) with results (leads, deals, revenue). For example: investment in an advertising campaign → number of applications → number of payments → revenue → net profit.

By combining both approaches, you can understand not just “how much we earned,” but “how much we could have earned if all stages worked like clockwork.

Regularity is key.

When working with analytics, similar problems often arise. Here are some of them and ways to address them:

To avoid doing everything chaotically at once, here’s a step-by-step plan for launching analytics:

Audit current processes — understand how leads are currently coming in, how managers work, what standards exist, and which reports are already being generated.

Define key performance indicators (KPI) — based on business goals, determine what exactly needs to be tracked (leads, proposals, payments, channels, etc.).

Set up CRM — properly structure deal pipelines and stages; configure fields to capture all data; integrate lead sources; connect advertising channel analytics.

Implement quality control tools — call recordings, communication checks, response standards, script templates.

Set up daily / weekly / monthly reports — create dashboards; define KPIs; assign responsibility for reporting.

Regular team meetings / analyses — review data, identify causes of deviations, create action plans; train managers.

Optimization and adjustments — refine processes, change channels, improve scripts, etc., based on analytical insights.

Imagine the situation:

• Manager Sergey received 200 leads in a month.
• He sent commercial proposals to only 90 of them (45 %).
• Of these, only 15 paid (≈ 17 % of those who received a proposal).
• The average check — 1000 UAH.

What can be done:

• Find out why only 45 % of leads received proposals: perhaps some leads were low-quality, or the manager is overloaded.
• Listen to calls or review notes to see how communication is handled.
• Change the proposal template or improve preparation before sending to increase the response rate.
• Automate part of the work so the manager doesn’t spend time on routine tasks and can focus more on quality.

For CRM analytics to provide real value, it must meet the following criteria:

• Data completeness — everything related to leads, deals, and communications should be recorded.
• Timeliness — reports should be updated regularly to ensure decisions are based on current data.
• Transparency — all key participants (managers, team leads) should understand which metrics are tracked and how they are formed.
• Actionable analysis — not just reviewing reports, but identifying causes, testing hypotheses, and implementing changes.
• Combining quality control with financial analysis — data on how managers perform should be compared with the results they deliver.

1. Bottlenecks in the sales funnel. Stages in the sales funnel where you lose a large number of clients and revenue. These can be identified through sales analysis. Bottlenecks should be addressed: investigate the causes, adjust the client handling process, and work with managers.
2. Workload by deals and tasks. You can monitor this in the summary report tab. Avoid overloading managers, otherwise they won’t be able to work effectively with the leads they have.
3. Number of processes. Tracked in employee reports and event lists. It’s important to ensure managers are actively working. Commercial proposals sent today should turn into closed contracts or lost leads tomorrow.
4. Working hours. Tracked in the event list for each manager. When an employee starts and ends their workday, how long their breaks are — all this affects workload and company revenue.
5. Call time. In the calls tab, you can listen to calls, track their quantity, and measure effectiveness by duration. Work with managers: teach them to handle objections properly and correct mistakes.
6. Financial results. The ultimate metric — how much revenue each manager has brought to the company. When a company implements CRM on its own, a lot of time can be spent learning to work with analytics.

We can also configure analytics according to the company’s needs and train staff to use it. However, this involves additional costs for the company.

It’s up to you to decide the best way to set up analytics. But remember, an additional tool should aid company operations, not create headaches for managers and employees.