The International Guide to Choosing and Working With Estate Agents

There is no single “best estate agent”.

The right choice depends on the assignment.

You may need an agent to:

• sell a family home;
• sell an investment property;
• find an overseas property;
• market a development;
• source an off-market opportunity;
• locate a tenant;
• manage a rental;
• advise on pricing;
• negotiate a purchase;
• or handle a portfolio.

Each requires a different skill set.

A seller normally needs an agent who can:

• price accurately;
• position the property;
• prepare marketing;
• generate enquiries;
• qualify buyers;
• conduct viewings;
• negotiate offers;
• and maintain progress through to completion.

The best salesperson is not necessarily the agent offering the highest valuation.

In some markets, buyers commonly work directly with selling agents.

In others, a dedicated buyer's agent may:

• search across the market;
• identify suitable properties;
• arrange inspections;
• investigate comparable values;
• negotiate;
• and coordinate local professionals.

Understand who the agent represents.

A letting agent may provide services such as:

• advertising;
• tenant enquiries;
• viewings;
• referencing;
• deposits;
• tenancy administration;
• rent collection;
• inspections;
• maintenance;
• and property management.

The exact scope should be clearly defined.

Investors need more than attractive photographs.

An investment-focused agent should understand:

• rent;
• occupancy;
• operating expenses;
• local demand;
• resale;
• service charges;
• management;
• and regulatory issues.

A strong residential sales agent may not be a strong investment adviser.

At higher values, the agent's ability to access qualified buyers may matter more than generating large numbers of enquiries.

Luxury property sales can involve:

• privacy;
• international buyers;
• family offices;
• private introductions;
• relocation;
• and off-market marketing.

Developer property requires a different approach.

Agents may work as:

• direct developer representatives;
• external channel partners;
• independent brokers;
• or buyer representatives.

Buyers should understand exactly who is paying the agent and whose interests they represent.

Sole Agency

A seller appoints one agent for an agreed period.

Potential advantages:

• one accountable agent;
• consistent marketing;
• focused negotiation;
• and straightforward communication.

But the quality of that one appointment matters enormously.

Several agents may be instructed.

This can potentially increase exposure.

It can also create:

• duplicated listings;
• inconsistent pricing;
• poor control;
• and agents competing to close quickly rather than maximise value.

Some agency agreements provide an agent with rights to commission during the agreed period even if the seller finds the buyer independently.

Always read the agreement carefully.

Terminology and legal effect vary by jurisdiction.

Some markets allow multiple agents to market a property with commission usually going to the agent responsible for the successful transaction.

This can increase reach but may reduce individual agent commitment.

A buyer may appoint an agent specifically to represent their interests.

This can be particularly useful when:

• buying remotely;
• entering an unfamiliar market;
• searching for specialist property;
• or negotiating complex transactions.

In some jurisdictions and circumstances, one agent or brokerage may have relationships with both sides of a transaction.

Where permitted, disclosure and consent requirements may apply.

A buyer or seller should understand any potential conflict.

Agents marketing new developments may receive commission directly from the developer.

That does not necessarily mean the property is unsuitable.

But buyers should understand the commercial relationship.

Do not choose on branding alone.

Look for evidence.

An agent should understand the immediate market.

Not simply the city.

They should know:

• individual streets;
• developments;
• neighbourhood boundaries;
• school areas;
• transport;
• typical buyers;
• rental demand;
• and current competition.

An agent who mainly sells small apartments may not be ideal for:

• rural estates;
• commercial investments;
• waterfront homes;
• development land;
• or luxury villas.

Ask what comparable properties they have handled.

Recent evidence is more useful than old reputation.

Ask:

• What have you sold recently?
• At what price level?
• How long did it take?
• How close was the sale price to asking price?
• What happened when a sale became difficult?

Many agents talk about having a database.

Ask what that actually means.

A database containing thousands of old contacts has little value if few are actively looking.

A useful buyer network is:

• current;
• relevant;
• segmented;
• and engaged.

For some properties, international exposure can matter.

This is particularly relevant for:

• luxury property;
• resort markets;
• investment property;
• second homes;
• and internationally mobile buyers.

But international reach should be genuine.

A logo saying “global” does not automatically create buyers.

Evaluate communication before signing.

Ask:

• Who will handle the instruction?
• Who conducts viewings?
• How often will I receive feedback?
• How quickly are enquiries answered?
• Can I contact the senior agent?

The service you experience before signing often predicts what happens afterwards.

One of the easiest ways for an agent to win an instruction is to quote the highest price.

That does not mean it is the correct price.

A valuation should be supported by:

• comparable sales;
• current competing listings;
• market conditions;
• property condition;
• location;
• size;
• and demand.

A competing owner may ask any price they want.

That does not establish market value.

Where reliable data is available, actual completed transactions are usually more informative.

A property on the same street is not necessarily a meaningful comparison if it differs substantially in:

• size;
• condition;
• view;
• floor;
• garden;
• parking;
• lease;
• amenities;
• or specification.

A property launched too high may:

• generate little interest;
• remain online too long;
• require repeated reductions;
• and become perceived as stale.

The eventual sale price can sometimes be lower than if it had entered the market correctly.

Deliberate underpricing strategies are used in some markets to create competition.

That may be appropriate in certain circumstances.

But the seller should understand the strategy before agreeing to it.

Instead of asking:

“What do you think it's worth?”

ask:

“Show me why.”

Good property marketing has one purpose:

to make the right buyer want to know more.

It is not simply a collection of photographs.

Images should accurately show:

• space;
• condition;
• light;
• layout;
• and key selling points.

Over-editing can damage trust when the buyer arrives.

Where commonly used and legally appropriate, floor plans help buyers understand:

• flow;
• room relationships;
• access;
• and usable space.

Video can be particularly useful for:

• larger homes;
• overseas buyers;
• luxury properties;
• resort property;
• and unusual layouts.

Virtual tours can help filter serious buyers before physical viewings.

But they should complement rather than hide the property.

A good description should explain:

• what the property is;
• where it is;
• who it may suit;
• important features;
• and practical information.

Avoid meaningless superlatives.

Online property portals are important in many markets.

Ask which platforms the agent uses and why.

More portals do not automatically mean better marketing.

The right audience matters.

Social channels can help create:

• awareness;
• targeted exposure;
• video reach;
• and local engagement.

But social media impressions are not the same as qualified buyers.

A properly segmented email audience can be highly effective.

The key word is:

segmented.

A buyer looking for a two-bedroom apartment does not need every seven-bedroom villa sent to them.

Physical signage remains effective in many locations.

It can generate:

• local buyers;
• neighbours;
• investors;
• and word-of-mouth enquiries.

Rules vary by location.

Some sellers prefer:

• discreet marketing;
• selected agents;
• direct approaches;
• or off-market introductions.

Privacy can be valuable, but reduced exposure may also reduce competition.

Not every enquiry is a buyer.

A good agent distinguishes between:

• interest;
• intent;
• and ability to transact.

Depending on jurisdiction and transaction type, the agent may seek to understand whether the buyer is:

• cash;
• financed;
• mortgage approved;
• selling another property;
• or dependent on another transaction.

Some property markets involve transaction chains.

Others do not operate in the same way.

Where dependencies exist, understand them.

Ask:

• Why are they buying?
• When do they need to move?
• What else are they considering?
• Is this their preferred property?
• Are they ready to proceed?

Motivation affects negotiation.

High numbers of viewings do not necessarily indicate strong performance.

Twenty unsuitable viewers may be less valuable than three serious buyers.

A good negotiator does more than relay numbers.

They understand:

• motivation;
• timing;
• alternatives;
• leverage;
• risk;
• and deal structure.

Consider:

• finance;
• conditions;
• timing;
• certainty;
• deposits;
• dependencies;
• and likelihood of completion.

A slightly lower offer with greater certainty can sometimes be stronger.

If the buyer has not made an offer, do not immediately volunteer a discount.

Let the negotiation begin.

A counteroffer should have purpose.

It may be used to improve:

• price;
• timing;
• deposit;
• conditions;
• included items;
• or certainty.

Where legally permitted and properly handled, competing buyers can strengthen the seller's position.

The agent should follow local rules and ethical standards.

Property is emotional.

That makes professional representation useful.

A good agent can keep negotiations focused when buyers and sellers become personally invested.

Agency fees vary substantially around the world.

They may be:

• percentage based;
• fixed fee;
• tiered;
• success based;
• monthly;
• or combined with management charges.

Suppose:

Agent A

charges 1%.

Agent B

charges 2%.

If Agent B negotiates a materially higher sale price or completes much faster, the higher commission may produce the better net result.

Compare:

net outcome — not headline fee.

Fees may or may not include:

• photography;
• portals;
• video;
• floor plans;
• advertising;
• viewings;
• legal coordination;
• or specialist marketing.

Some agreements contain fees if the seller withdraws.

Understand them.

Ask whether marketing charges are:

• included;
• payable upfront;
• refundable;
• or additional.

Agents may receive referral income from:

• lawyers;
• mortgage providers;
• insurance;
• surveyors;
• relocation companies;
• or other suppliers.

Disclosure requirements vary by jurisdiction.

Ask if there is a commercial relationship.

Do not treat the agency agreement as a formality.

Read it.

Understand:

• start date;
• minimum period;
• renewal;
• and termination.

Exactly when does commission become payable?

This varies by agreement and jurisdiction.

Some agreements can create commission exposure after the agency relationship ends if a buyer originally introduced by the agent later purchases.

Understand the wording.

Check who can:

• advertise;
• photograph;
• use property information;
• and distribute materials.

Understand how your personal and property information may be used.

Buyers should remember:

the agent showing you the property may not represent you.

This distinction matters.

Before relying on advice, establish whether the agent acts for:

• seller;
• developer;
• landlord;
• buyer;
• or multiple parties.

An agent can provide information.

They are not a substitute for appropriate:

• legal advice;
• survey;
• valuation;
• tax advice;
• finance advice;
• or building inspection.

If something materially affects your purchase, verify it independently.

Examples can include:

• property size;
• title;
• planning;
• rental return;
• service charges;
• completion date;
• permissions;
• and development facilities.

Treat guaranteed investment returns carefully.

Ask:

• Who guarantees them?
• For how long?
• On what conditions?
• Is the return gross or net?
• What happens afterwards?

International buyers face an additional layer of complexity.

Do not assume the process works like your home country.

Differences may include:

• agent roles;
• reservation deposits;
• legal representation;
• ownership restrictions;
• taxes;
• registration;
• and completion.

Some jurisdictions allow unrestricted foreign ownership.

Others restrict:

• land;
• property types;
• locations;
• ownership percentage;
• or legal structure.

Check before committing.

If the purchase and your wealth are in different currencies, exchange rates can materially change the final cost.

Potential taxes may arise on:

• purchase;
• ownership;
• rental income;
• sale;
• inheritance;
• and capital gains.

Rules vary by jurisdiction and personal circumstances.

Use appropriately qualified independent legal advisers.

Do not assume the seller's or developer's advisers protect your interests.

Never sign a document you do not properly understand.

Use reliable translation where needed.

International sellers should think about the buyer market geographically.

Ask:

• Is demand local?
• Regional?
• International?
• Investor-led?
• Lifestyle-led?

The marketing strategy should follow the likely buyer.

A seller may think in one currency while buyers compare in another.

Currency movement can influence demand.

International purchasers may need more time for:

• finance;
• legal checks;
• money transfer;
• visas;
• company structures;
• and travel.

The agent should know how to manage this.

Developer property deserves particular caution because the buyer is often purchasing:

something that does not yet exist.

A show home is a marketing environment.

Check exactly what is included in the property being purchased.

Computer-generated images can illustrate intended appearance.

They are not the completed property.

Check contractual specifications.

Understand:

• target date;
• contractual date;
• permissible extensions;
• and delay provisions.

Off-plan purchases may require payments during construction.

The structure varies significantly by market.

Research:

• completed projects;
• delivery;
• quality;
• after-sales service;
• and financial strength.

An investment agent should be able to discuss more than:

“Prices are going up.”

Understand whether quoted yield is:

• gross;
• net;
• projected;
• historic;
• or guaranteed.

A theoretical rent is irrelevant if the property is regularly empty.

Include:

• management;
• service charges;
• maintenance;
• insurance;
• taxes;
• utilities;
• furnishing;
• and vacancy.

Before buying, ask:

Who is likely to buy this property from me later?

A property may produce rent but have limited resale liquidity.

A strong letting agent should understand both:

• tenant acquisition;
• and ongoing property management.

The precise process varies by jurisdiction.

Good practice may include appropriate:

• identity checks;
• affordability checks;
• references;
• and legally required verification.

Understand:

• payment process;
• arrears procedure;
• reporting;
• and remittance.

Ask:

• Who authorises repairs?
• What spending limit applies?
• Are contractors independent?
• Does the agent add a margin?

Regular inspection can help identify:

• maintenance;
• damage;
• compliance issues;
• and tenancy problems.

For remote landlords, 24-hour response capability may be important.

Property search increasingly begins online.

But technology has not removed the need for skilled agents.

It has changed where agents add value.

Portals make it easy to see:

• listings;
• prices;
• photographs;
• and locations.

But they do not necessarily explain:

• motivation;
• hidden problems;
• negotiation;
• market sentiment;
• or off-market opportunities.

Automated valuation tools can provide useful indications.

But unique properties may be difficult to value algorithmically.

Local professional judgement remains valuable.

Modern agents should use customer relationship systems to understand:

• buyer preferences;
• previous enquiries;
• viewing history;
• and current requirements.

This can improve matching.

Artificial intelligence can assist with:

• descriptions;
• lead qualification;
• image processing;
• data analysis;
• and customer service.

It should not replace accurate property information or professional judgement.

Be cautious if an agent:

• cannot justify the valuation;
• pressures you to sign immediately;
• avoids discussing fees;
• cannot explain the agency agreement;
• has poor communication;
• provides misleading property information;
• promises guaranteed prices;
• cannot identify recent comparable transactions;
• constantly blames the market;
• or recommends every property as an “investment opportunity”.

Property scams can involve:

• properties that do not exist;
• properties the advertiser does not control;
• cloned listings;
• fake landlords;
• false developer offers;
• and payment instructions altered by fraudsters.

Never transfer large sums solely on the basis of an email.

Property transactions can attract payment-diversion fraud.

Independently verify:

• bank details;
• recipient;
• and any changed payment instructions.

Many jurisdictions regulate real-estate agents.

Where licensing or registration exists, verify the agent appropriately.

About the Market

□ What similar properties have you sold recently?

□ What evidence supports your valuation?

□ Who is the likely buyer?

□ What competing properties are currently available?

□ How long are comparable properties taking to sell?

About Marketing

□ Which portals will you use?

□ Will you use professional photography?

□ Will you create video?

□ Do you have relevant buyers already registered?

□ Will you market internationally?

□ Will you use email marketing?

□ What is your launch strategy?

About Service

□ Who handles my property?

□ Who conducts viewings?

□ How quickly are enquiries answered?

□ How often will I receive feedback?

□ How do you qualify buyers?

About Fees

□ What is the commission?

□ What is included?

□ Are there additional marketing charges?

□ Is tax added?

□ Are there withdrawal charges?

□ When does commission become payable?

□ Do you receive referral fees?

About the Agreement

□ Is it sole agency?

□ Exclusive?

□ Multiple agency?

□ How long is the term?

□ How do I terminate?

□ Is there continuing commission liability?

□ Why is the owner selling?

□ How long has the property been available?

□ Has the price changed?

□ Have previous transactions fallen through?

□ Are there offers?

□ What is included?

□ Are there service charges?

□ Are there restrictions?

□ Is it occupied?

□ What are comparable properties selling for?

□ Who does the agent represent?

□ Is the agent receiving commission from another party?

Not every question must be answered, and disclosure rules vary.

But asking them can reveal useful information.

An agent's job is not simply to upload a listing.

A professional agent can create value through:

Pricing

Positioning the property correctly.

Presentation

Making the property easy to understand and attractive to the appropriate audience.

Reach

Finding relevant buyers.

Qualification

Separating genuine prospects from casual enquiries.

Negotiation

Improving the commercial outcome.

Communication

Keeping all parties informed.

Progression

Helping prevent an agreed transaction from collapsing unnecessarily.

That is what the fee should be buying.

Score each shortlisted agent from 1 to 5.

Do not automatically choose the highest valuation or lowest fee.

Choose the agent with the strongest overall proposition.

How Different Property Situations Require Different Agents, Strategies and Decisions

The easiest way to understand estate agency is to look at how the decisions change in different situations.

These examples are illustrative rather than specific investment recommendations.

A homeowner plans to sell a four-bedroom house.

Three agents provide valuations:

Agent B appears attractive because the valuation is highest.

But the seller asks for comparable evidence.

Recent similar homes have actually sold between:

£465,000 and £490,000.

Agent B cannot provide evidence supporting £525,000.

Agent C recommends launching at £485,000 and explains how the property will be positioned.

The lesson:

The highest valuation is not necessarily the best valuation.

An unrealistic asking price can cost more than a higher commission.

A property is marketed at £400,000.

Two offers arrive.

Buyer A

Offers:

£405,000

but:

• has a property to sell;
• has not yet accepted an offer;
• requires mortgage finance.

Buyer B

Offers:

£395,000

and:

• has no property to sell;
• has finance agreed;
• can proceed immediately.

The £405,000 offer is higher.

But it also contains significantly more transaction risk.

The seller might:

• accept Buyer A;
• negotiate Buyer B upwards;
• or ask both buyers for best and final offers.

The important point is:

Price is only one part of an offer.

A professional agent should help the seller understand the quality of the buyer as well as the number.

A seller initially lists at:

£750,000.

Comparable sales suggest closer to:

£675,000.

After eight weeks there are:

• few enquiries;
• two viewings;
• no offers.

The price is reduced to:

£715,000.

Then:

£695,000.

Buyers browsing property portals now see that the property has:

• been available for months;
• had several price reductions;
• and remains unsold.

Some begin to assume there is a problem.

Eventually it sells for:

£660,000.

It is impossible to know precisely what would have happened under a different strategy.

But this illustrates why launching at an unrealistic price can sometimes weaken rather than strengthen a seller's negotiating position.

A seller has two choices.

Agent A

Large international brand.

Offers:

• major website;
• large marketing department;
• multiple offices;
• international branding.

Agent B

Independent local agency.

Offers:

• 15 years' experience in that neighbourhood;
• personally handles every viewing;
• already knows several buyers seeking that property type.

Neither is automatically better.

For a highly specialised local family-home market, Agent B may have the advantage.

For an international luxury property, Agent A's wider reach may matter more.

The correct question is:

Which agent has the strongest route to the likely buyer?

A buyer living in Germany wants an apartment in southern Spain.

The selling agent represents the seller.

The buyer likes a €350,000 apartment and is told:

• it has strong holiday-let potential;
• demand is excellent;
• and similar properties achieve attractive rental income.

Instead of relying exclusively on the sales agent, the buyer independently checks:

• title;
• planning status;
• community charges;
• local letting regulations;
• taxation;
• expected management costs;
• and realistic rental occupancy.

The property may still be an excellent purchase.

The point is that:

An estate agent's role does not replace independent legal, tax and property due diligence.

An investor is shown an apartment costing:

$300,000.

The agent advertises:

8% rental yield.

That sounds like:

$24,000 per year.

But further investigation shows annual costs of:

• management: $3,000;
• service charges: $4,500;
• maintenance: $1,500;
• insurance: $700;
• vacancy and letting costs: $2,300.

Net income before tax and finance becomes approximately:

$12,000.

That is closer to:

4% on the $300,000 purchase price.

The lesson:

Always establish whether an advertised yield is gross or net.

A buyer is considering an apartment in a development scheduled for completion in two years.

The sales brochure contains:

• swimming pool;
• landscaped gardens;
• gym;
• premium kitchen;
• impressive CGI images.

The buyer asks the agent:

“Which of these items are actually included in my purchase contract?”

That question matters.

Marketing material illustrates the development.

The contractual specification determines what the developer is legally obliged to deliver.

The buyer therefore checks:

• exact unit;
• floor;
• orientation;
• internal area;
• balcony;
• parking;
• finishes;
• appliances;
• payment schedule;
• and completion provisions.

A buyer views ten properties through the same estate agent.

They begin treating the agent almost like their personal adviser.

But the agent has actually been instructed and paid by the sellers.

That does not mean the agent is behaving improperly.

It simply means the buyer should understand the relationship.

If the buyer wants someone specifically tasked with:

• sourcing;
• analysing;
• and negotiating property on their behalf,

they might consider appointing their own buyer's agent where that model is available.

A €4 million villa is being sold in an international resort market.

Publishing it everywhere may not necessarily be the strongest strategy.

The likely purchasers may include:

• international entrepreneurs;
• executives;
• investors;
• family offices;
• and existing property owners in the area.

The appointed agent develops a narrower strategy:

• high-quality photography;
• professional film;
• direct communication with qualified buyers;
• international broker cooperation;
• targeted digital campaigns;
• and carefully controlled viewings.

In this market, generating:

five genuine qualified enquiries

may be far more valuable than generating:

500 casual online leads.

An investor owns an apartment occupied by a reliable tenant.

The owner wants to sell.

There are potentially two different buyer groups:

Owner-occupiers

They may want the property vacant.

Investors

They may see the existing tenant and rent history as an advantage.

A good agent should establish which market creates the stronger proposition.

Simply advertising:

“Two-bedroom apartment for sale”

misses the investment story.

An agent tells a seller:

“We have 10,000 people on our database.”

That sounds impressive.

The seller asks:

• How many are actively looking?
• How many are looking in this location?
• How many want this property type?
• How many are in this price range?
• How many have been active recently?

The relevant audience turns out to be:

143 potential buyers.

That is still extremely valuable.

In fact, it is more useful information than the original 10,000 figure.

Relevant reach is more important than raw database size.

A landlord compares two agents.

Agent A

Management fee:

7%

but maintenance coordination is charged separately.

Agent B

Management fee:

10%

but includes:

• tenant communication;
• inspections;
• maintenance administration;
• arrears management;
• regular reporting.

The landlord lives overseas.

Agent B may therefore provide better value despite the higher percentage because the landlord requires a genuinely managed service.

A landlord selects the cheapest management company.

They later discover the agent:

• rarely inspects;
• responds slowly to maintenance;
• applies large contractor mark-ups;
• and provides poor financial reporting.

A relatively small saving in annual management fees creates much larger costs through:

• delayed repairs;
• tenant turnover;
• and poor property condition.

Management should be evaluated on:

total outcome, not commission percentage alone.

An investor living in Singapore buys an apartment in Europe.

The property will be rented permanently.

For this buyer, the agent's ability to provide:

• remote viewings;
• digital documentation;
• local legal introductions;
• management;
• maintenance;
• financial reporting;
• and tenant communication

may matter more than having a prestigious high-street office.

Different clients place value on different agency capabilities.

A buyer agrees to purchase an overseas property for:

€500,000.

Their funds are held in another currency.

Between reservation and completion, the exchange rate changes significantly.

The effective cost in the buyer's home currency increases.

Nothing about the property changed.

But the acquisition became more expensive.

International buyers therefore need to consider:

• purchase price;
• transaction costs;
• and currency exposure.

Two agents describe the same apartment.

Agent A says:

“Beautiful two-bedroom apartment with balcony.”

Agent B explains:

• walking time to transport;
• local restaurants;
• nearby schools;
• beach access;
• business district;
• rental demand;
• and planned infrastructure.

Buyers are rarely purchasing only:

walls and a roof.

They are buying:

location + lifestyle + access + opportunity.

Strong agents understand this.

A seller is initially pleased because the agent has conducted:

40 viewings.

But there are no offers.

Possible explanations include:

• incorrect price;
• misleading marketing;
• poor qualification;
• condition problems;
• unsuitable audience;
• or something buyers discover during the viewing.

The correct response is not simply:

“We need more viewings.”

The agent should analyse why the existing viewings are not converting.

After each viewing, an agent reports:

“They liked it but it wasn't for them.”

This tells the seller almost nothing.

Useful feedback might instead show that several buyers independently considered:

• the kitchen dated;
• bedrooms small;
• asking price high;
• garden excellent;
• location ideal.

Patterns in feedback can support decisions about:

• price;
• presentation;
• or marketing.

A buyer agrees to purchase a property.

Several weeks later the transaction collapses.

A weak agent simply returns the property to the market.

A strong agent immediately:

• contacts previous interested parties;
• reopens negotiations;
• updates marketing;
• explains the position appropriately;
• and attempts to preserve momentum.

Transaction progression is an important part of agency performance.

A major property developer may appoint a network of independent agents or channel partners.

Rather than relying entirely on its own sales team, the developer gains access to:

• local agents;
• international agents;
• investment advisers;
• specialist brokers;
• and their existing client networks.

An individual agent may therefore market developments located thousands of kilometres away.

This model is particularly common in international new-build markets.

For buyers, it makes one question important:

Who is the agent representing and how are they being paid?

A buyer sees the same new development advertised by:

• Agent A;
• Agent B;
• Agent C;
• and the developer directly.

The underlying property may be identical.

The difference between agents may therefore lie in:

• responsiveness;
• market knowledge;
• after-sales support;
• investment analysis;
• language;
• local representation;
• and understanding the buyer's requirements.

An agent's value should not be measured solely by access to inventory everyone else also has.

A homeowner wants to move but has not yet sold their existing property.

They find their ideal next home.

The seller receives two offers:

This buyer

Excellent price but depends on selling their current home.

Another buyer

Slightly lower offer but already ready to proceed.

The strength of the chain or transaction dependency may influence the seller's decision.

A good agent should establish this early rather than discovering it weeks later.

A dated house could be marketed as:

“Property requiring modernisation.”

Or the agent could identify who may actually value it:

• developers;
• renovators;
• owner-builders;
• investors;
• or buyers seeking a project.

The property has not changed.

The target audience has.

Correct positioning can transform marketing results.

Before signing an agency agreement, a seller hears:

“I already have someone who wants a house exactly like yours.”

The seller should ask:

• Have they seen the property details?
• Are they actively looking?
• What is their budget?
• Are they financially qualified?
• When did you last speak to them?

Sometimes there genuinely is an ideal buyer.

Sometimes it is simply an instruction-winning technique.

Evidence matters.

A prospective buyer views a property and says:

“We need to think about it.”

A passive agent waits.

A professional agent follows up appropriately and discovers:

• the buyer likes the property;
• the main concern is price;
• they are also viewing another house tomorrow.

That information creates an opportunity to negotiate.

A considerable amount of estate agency value happens after the viewing.

These examples also explain why property buyers and sellers benefit from choosing what information they receive.

Someone looking for:

a holiday apartment in Portugal

does not necessarily want updates about:

commercial property in New York.

An investor interested in:

Dubai off-plan developments

may not need:

rural properties in France.

A landlord may be interested primarily in:

• letting agents;
• property managers;
• investment opportunities;
• landlord services;
• and local market updates.

A seller may want:

• estate agents;
• valuations;
• local sales information;
• and property-market news.

The 24EstateAgents model allows subscribers to choose the property sectors and locations relevant to them rather than receiving indiscriminate property marketing.

Imagine three estate agencies join 24EstateAgents.

Agency One

Specialises in:

Dubai new developments.

Agency Two

Specialises in:

Spanish holiday homes.

Agency Three

Specialises in:

UK residential property.

Each publishes information relevant to its sector.

A subscriber interested only in:

Dubai investment property

can follow that subject.

Another interested in:

Spanish holiday homes

can follow a different stream.

The subscriber does not need to join three separate agency databases and then receive everything those agencies send.

They select the information relevant to them.

A homeowner considering selling may subscribe to:

estate-agent and property-market updates in their area.

Over several months they begin seeing:

• recent listings;
• market commentary;
• advice;
• local developments;
• and information from participating estate agents.

When the time comes to sell, they may already recognise agents that have demonstrated expertise.

The relationship starts before the valuation appointment.

A buyer looking for an investment apartment could select interests such as:

• apartments;
• investment property;
• new developments;
• and a preferred location.

Participating agents can then communicate relevant opportunities without sending unrelated property categories.

An estate agent has ten properties available.

Instead of broadcasting all ten to every contact, they could communicate:

• villas to villa buyers;
• investment property to investors;
• apartments to apartment buyers;
• and new developments to subscribers who specifically selected new developments.

The result should be:

fewer irrelevant messages and more relevant conversations.

Traditional property email marketing often asks:

“Who is on our database?”

A more useful question is:

“Who has said they are interested in this type of property?”

That distinction is central to 24EstateAgents.

The objective is not to send more property emails.

It is to make property communication more relevant.

Right property. Right audience. Right reason to open the message.