Over the past three years the first question has changed. It used to be “does this market move fast?” Now it is “how would I sell this later?” The question says more about the nature of this market than any data release.
In the past, the money going into a purchase was usually surplus: rising or falling was a return question, and if it could sit, it could wait. Now it is more often money with a job to do — school fees, a second home, part of a retirement plan. When an asset carries a specific purpose inside a family, whether it can be recovered on schedule matters more than how much it might gain.
That shift rewrites the criteria. The same apartment is an asset to surplus money and a tool to committed money. A tool has to be usable, collectable and easy to hand on.
Three conditions have to hold at once: there is a buyer, the paperwork works, and the money can come back. Miss one and the exit is discounted.
An asking price says what the seller wants; time-to-sell says what the market will give. Within one city, time-to-sell varies enormously by district and price band. Where it is long and discounts are wide, you will be facing the same hesitant buyers when you exit.
Agency commission, capital gains tax, the cost of repaying the mortgage early, FX and the cost of moving money across the border. Together these are rarely trivial. Buyers who only looked at purchase taxes tend to meet this list for the first time when they sell.
If you cannot name a specific group — local move-up families, the middle class working nearby, a particular kind of rental investor — then the buyer profile depends on “the next foreign investor”. Those assets lose liquidity first when conditions change.
The local market cannot meet that price, so at exit the buyer pool is other investors like you.
Multiple owners, corporate ownership, use restrictions, transfer restrictions — each one lengthens the deal.
Which means the next buyer probably has to pay cash too, and few can.
The yield rests on a short-let licence. Change the policy and the valuation logic changes with it.
When screening a project, the exit test and the buying case go on the same page. If a project can only explain why it is worth buying and cannot explain who will buy it later, we generally will not take clients to see it — not because it is necessarily bad, but because we cannot answer the question the client should be asking.
Before a viewing we supply the local time-to-sell for comparable stock, a full schedule of sale costs, and the buyer profile at exit. Whether to buy is the client's decision. Failing to make these three clear is ours.
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