The real estate world is facing an epochal upheaval. While traditional estate agents were once the undisputed mediators between supply and demand, the balance of power has shifted radically in recent years. Digital marketplaces dominate the initial contact, control visibility and are increasingly beginning to intervene in the transaction process itself.
This is particularly evident in the example of large platforms such as SMG. With price increases, an aggressive data policy and the integration of their own tools, they are transforming themselves from a pure listing platform into an all-encompassing transaction platform. Brokers, who previously acted as independent consultants and market experts, are thus being forced into the role of pure suppliers, becoming dependent, restricted and interchangeable.
The problem goes deeper than just rising costs or reduced margins. It is a system change, platforms are hoarding data, prioritizing content according to their own rules and shifting the customer relationship away from the broker and towards themselves. This threatens to turn the real estate industry into an “Uber model”. Agents are becoming service providers without direct access to customers, while platforms skim off the added value.
Does this mean that the estate agent profession has had its day? No, but it does need to reinvent itself. The future of the estate agent no longer lies solely in access to buyers and sellers, but in building trust, advisory expertise and individual support. Particularly in an increasingly complex market, characterized by regulatory changes, tax issues and high investment volumes, clients are looking for personal expertise, reliability and discreet support.
However, the sector must take active steps to avoid being marginalized. This includes:
- Maintaining independence: Diversifying insertion strategies, promoting alternative platforms and not relying exclusively on monopolists.
- Use technology instead of fearing it: Build your own digital tools, strengthen customer proximity instead of handing it over to third parties.
- Networks and cooperation: Industry initiatives and collective action can reduce dependence on platforms.
- Customer centricity: Clearly communicate the added value of personal advice – from valuation to emotional support in buying and selling processes.
The broker of the future is not superfluous, but more necessary than ever as they evolve from pure intermediary to strategic advisor, data interpreter and trusted partner. Those who do not seize this opportunity run the risk of becoming irrelevant in the digital world.
The decision lies with the industry itself, resignation or redesign.
