Selling a condominium? Great in the conurbations, patience is required in the countryside

20.04.2023

Anyone who wanted to buy a condominium in 2022 had to be quicker and had less choice than in 2021. In other words: condominiums sold more easily again, especially in the conurbations. In rural areas, on the other hand, they were less in demand in many places than a year ago. Overall, the number of advertised condominiums decreased by five per cent last year. At the same time, the average listing duration fell by nine per cent. In summary, this results in higher demand than a year ago. This is surprising since interest rates increased significantly during this time, while the use of home office decreased.

Zurich, 20 April 2023 – The latest edition of the Online Home Market Analysis by the real estate portals Homegate and ImmoScout24, in collaboration with the Swiss Real Estate Institute (SwissREI), analyses the listings data for condominiums for the year 2022. The listings analysed come from several major real estate portals in Switzerland and thus comprise the majority of all online listings for the period under review.

Declining number and duration of advertisements
While the listing period for condominiums remained above 80 days during the Covid19 pandemic, it has now fallen again by eight days to 77 days nationwide for 2022. At the same time, there was a five per cent decrease in supply to around 70,000 properties. The combination of these two values shows that across Switzerland, demand for condominiums increased in 2022.

For Martin Waeber, Managing Director Real Estate at SMG Swiss Marketplace Group, the results of the current analysis show the robustness of the Swiss real estate market: “Home ownership is and remains a sought-after but limited commodity in Switzerland. Because despite significantly higher financing costs, condominiums sold faster again last year than in the previous year”. Except for the regions of Ticino and Geneva, the length of time for which condominiums are held has shortened, in some cases significantly, in the majority of the regions surveyed. “On the one hand, this shows the continuing and even increased demand for condominiums. On the other hand, real estate platforms such as Homegate and ImmoScout24 are the best possible way to avoid missing out on offers in a highly competitive market and to maintain an often time-critical lead”, Waeber continued.

Advertisement durations in the regions are aligning – with the exception of Ticino
Looking at the individual regions of Switzerland, the spread in the listing duration has narrowed over the past year. In other words, the Swiss real estate market is becoming more balanced in terms of condominium sales. Condominiums continued to sell fastest in the Zurich region, namely within 43 days. This value remained unchanged compared to 2021. In six other regions, the tender duration even decreased between five and seventeen per cent. The situation is different in Geneva, where the average listing time increased slightly by just under two per cent. Ticino continues to be decoupled from the other regions. Here, the already longest duration of advertisements increased by another seven per cent last year.

Almost universal increase in demand for condominiums
The combination of changes in the duration and number of advertisements allows conclusions to be drawn about demand in Switzerland as a whole and in the individual regions. In the Zurich region, for example, a thirteen per cent increase in the number of advertisements was registered compared to the previous year. Since, despite this increase in supply, the duration of listings in Zurich did not increase to the same extent – but, on the contrary, remained unchanged between 2021 and 2022 – from this, an increased demand for condominiums in this region can be derived.

With one exception – Ticino – the same picture emerges for the remaining regions of Switzerland: they all report a combination of listing duration and number for 2022, which places them in the area of increasing demand. In Ticino, on the other hand, condominiums had to be advertised for nine days longer last year with an almost unchanged supply volume. It can therefore be concluded that demand is decreasing in this region.

Conurbations clearly stronger in trend than rural communities
Differences in the demand for owner-occupied flats are not only apparent with regard to the regions, but a clear picture also emerges when comparing the type of municipality: while in the municipalities in the first ring of conurbations (“suburban municipalities”), seven of the eight regions surveyed showed an increase in demand for home ownership, in the “rural commuter municipalities”, on the other hand, a weakening in demand was frequently observed. The rural communities in the regions of Espace Mittelland and Ticino suffered a particularly strong decline in demand. On the other hand, demand only increased in Zurich and central Switzerland. The situation is completely different in the suburban municipalities: here, it is only Ticino where demand declined slightly, even in the urban areas.

For Peter Ilg, Head of the Swiss Real Estate Institute, it is astonishing how quickly the real estate markets have “returned to normal” after the Covid19 pandemic: “During the pandemic, it was often claimed that an irreversible trend towards a new world of work had begun. Just one year later, we see that this is hardly the case. Home office is already being significantly reduced again in most, especially smaller, companies. This is also reflected in the change in demand for condominiums: rural communities are once again less in demand, while those around the centres are once again significantly more in demand.”

Fabian Korn
Communications Manager

[email protected]
+41 44 711 86 29

Prof. Dr. Peter Ilg
Head of Swiss Real Estate Institute

[email protected]
+41 43 322 26 84

Marta Andreoni

Head of Design for Automotive

Introduce yourself and your role at SMG

I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience. 

In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.

 A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.

What helps you feel empowered and confident in your role?

If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved. 

Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about. 

What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?

In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.

That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing. 

Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?

Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.

Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?

There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.

One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.

 

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