CRM for renovation companies: from a survey request to a handed-over project.
In renovation the deal doesn’t end when the contract is signed — months of stages, payments and approvals follow. The CRM handles both parts: sales (enquiry, survey, estimate, contract) and production (stages, crews, photo reports to the client, payments), so no estimate stalls and no project falls off schedule.
The sales cycle in renovation is long: from the first enquiry to a contract takes anywhere from a week to several months. The client requests quotes from several companies, waits for keys, saves money and chooses a designer at the same time. Without a CRM the manager only remembers recent conversations, and a client who was promised a call back after the survey goes to a competitor.
A CRM for a renovation company records every enquiry with its source, sets tasks for surveys and call-backs, stores estimates and their versions, and shows survey-to-contract conversion for each manager. After signing, the deal moves into the production pipeline: renovation stages, responsible foreman, payment schedule, photo reports.
The most visible effect for the client is regular reporting: after a stage is closed, the CRM sends photos and a short comment via WhatsApp, and before a payment — a reminder with the amount and a Kaspi link. “How is it going” calls drop noticeably.
What we set up in a renovation company CRM.
Enquiry → qualification → survey → estimate → design project if needed → contract. Tasks, deadlines and message templates at every stage.
Assigning surveys to surveyors and districts, reminders to the client the day before, survey results and photos right in the deal card.
Standard estimates by renovation type with per-m² prices, estimate versions and sending to the client as PDF; price changes in one reference list.
Project stages from demolition to finishing and handover, responsible foreman, planned and actual dates, delays highlighted.
When a stage is closed the client automatically gets photos and a comment via the WhatsApp Business API; history is kept in the project card.
Payment schedule under the contract, reminder to the client with a Kaspi Pay link, receivables control by project.
Instagram Direct, WhatsApp, calls, website forms and calculator, ad leads — tagged with source and campaign.
Enquiries, surveys, contracts, average deal size, conversion by manager and source, crew workload and delayed projects.
Pipelines and automations.
- “Sales” pipeline: enquiry → survey → estimate → contract
- “Design project” pipeline with handoff to renovation
- “Projects” pipeline: demolition → rough works → engineering → finishing → handover
- “Warranty” pipeline: post-handover claims
- Auto reminders about surveys and call-backs after estimates
- Photo report to the client when a stage closes
- Payment reminders with a Kaspi Pay link
- Tasks when an estimate idles for more than 3 days
- End-to-end ad analytics
Where a renovation company loses money before work starts.
In our experience and according to market data, renovation companies lose the most money not on ads but between the survey and the contract. A survey costs the company a specialist’s trip and several hours on the estimate; if the client isn’t called back within 2–3 days, that cost is wasted.
A CRM closes three typical gaps:
- Unanswered enquiries — messages at night and on weekends get an auto-reply and a morning task for the manager.
- Estimates with no follow-up — if the client hasn’t replied to an estimate for 3 days, the CRM sets a call-back task; after a week — offer a design project discount or lock in the price.
- “Waiting for keys” — clients who will get their apartment in 2–6 months go into a deferred pipeline with a reminder timed to the key handover date in their complex.
As a result you see the cost of one contract per source, not just the cost of an enquiry.
How implementation works in a renovation company.
- Audit — 2–3 days: we review how enquiries, surveys and estimates flow now and where clients are lost. We deliver a pipeline scheme and estimate.
- Sales — 1–2 weeks: pipeline, channels, telephony, estimate and message templates.
- Production — 1–2 weeks: project stages, foreman roles, photo reports, payments.
- Training — managers, surveyors, foremen and management; foremen get a short phone-based scenario.
- Follow-up — a month of adjustments based on real work, then support on request.
What affects the implementation price.
A basic amoCRM or Bitrix24 implementation for a renovation company — sales pipeline, channels, surveys, estimate templates, training — costs ₸350,000–600,000, 2–3 weeks. With a production pipeline, photo reports to clients via the WhatsApp Business API, Kaspi payments, telephony and 1C integration — ₸600,000–1,000,000, 4–6 weeks. A custom CRM built around the company’s processes starts from ₸1,500,000. CRM and WhatsApp API licences are paid to vendors separately.
Base prices and the “off-the-shelf or custom” choice are on the CRM and automation page.
The short version.
How much does a CRM for a renovation company cost?
A basic implementation with a sales pipeline, surveys and estimate templates costs ₸350,000–600,000. With project stages, WhatsApp photo reports, Kaspi and 1C — ₸600,000–1,000,000. amoCRM or Bitrix24 licences are separate.
Which CRM should we choose: amoCRM or Bitrix24?
amoCRM is more convenient for sales with a high flow of enquiries from Instagram and WhatsApp. Bitrix24 is stronger in tasks, projects and documents, so it fits better if you need to manage project production. We decide after the audit.
Can estimates be calculated right in the CRM?
Yes, using templates with per-m² prices and work items; complex estimates with materials are easier in 1C or a spreadsheet, with the total and versions stored in the CRM. We choose the scheme for your process.
Do foremen have to work in the CRM?
Only minimally: close a stage and upload photos from a phone. The manager does the rest, and the client receives the report automatically.
When will we see the effect?
Enquiry tracking and call-back reminders after surveys work from the first week. Cost-per-contract analytics and the deferred “waiting for keys” pipeline pay off in 2–3 months.
Same service for other industries
Surveys not turning into contracts? Describe your process — we’ll propose a scheme and estimate.
Tell us how many managers, surveyors and foremen you have, where you calculate estimates now and whether you already have a CRM. We’ll reply with an implementation plan within 1–2 business days.