Antonio Gil Machado, Director of Iberinmo Group:
I invite you to think: What is the major change on assets on the last three, four, five years is that classifications are harder and harder. So now, shopping centers are welcoming spas, health club, Linux, medical facilities, co -working spaces, shopping offices are more like hotels. Because hotels are working areas, so classifications are more blur and blur. So for you that own and operate shopping centers, this is an alternative for shopping centers, investors and managers.
What is the role of new users to make your assets more profitable?
Sofia Ferreira de Almeida, Head of Property & Asset Services of Nhood:
We can now go to the shopping center and the most successful ones. We can go for a doctor, we can go to a doctor to attend the doctor appointments. We can have fun with friends, we can go with our children, we can have a new experience, we can of course spend five things. This diversified and complementary offer helps to fulfill the consumer needs and enhance the environment. to enhance customers' experience with the idea is to increase the time that customers spend in the shopping centers and to turn the shopping centers not only places where you can buy things and go out, but to a destination local. So with this increase in finding, spending time there, sales should increase and with the sales increase, keep the eyes of the shopping centers increase and this will be of course good for investors, for profit investors and also for the managers like ourselves. It's a very, very challenging moment because we have to be creative, we have to think of the most best and it makes to you most diversified as possible and always in mind as it would be defend the planet, the three B's, the planet, people and profits.
Is, this option, plan b when a shopping center is not performing as well, or is a a conviction that really deserves to have this multiple state?
Ricardo Rosa, Director, Digital Mall Business Development of Sonae Sierra:
Well, that's not a really difficult question because it cannot be plan b. It's easy to answer why. The reality of it is that the customer is king. This is something that is not new, not out of the last 2 or 3 years, but the customer is king. And a customer, when when they come into a shopping center, even if we keep calling it a shopping center, it's not expecting just to shop to shop. There's there's a point of experience that can go for, a logic of fun, but also logic of going to the doctor or whatever whatever whatever whatever. And I really say whatever a lot of times because it's multiplying. So if you look at this from the point of view of the valuation of the asset, the point is actually if you don't do this and I understand the question because when you have to make the decision, some of these solutions are actually less profitable in the short term. Is the question? Yeah. Because the rent per square meter is lower.
We have this discussion every day, and I'm sure you guys have it as wel. Well, we actually have the biggest hospital, I think, prop private one next to us, and we are working with them to make a connection. But the point is, it's a hard choice, but if you don't do it, then the best performing shopping center going just for whatever pays the best, rent for that very short term starts to be a less performing one. So it's a balancing act as you're saying. And you cannot escape that balancing act. You have to understand what the customer wants, but at the same time, you have to understand how that valuation can be maximized over time. So we cannot just look at the next 2 months. We have to look at how these these assets have been here for a long time, and they will be for a long, long, long time further. So the point of view from us is we have to maximize.
You are doing more or less the same thing. We are in, very, an uncommon space for an office building. This is is already, events, and you try to offer other amenities in your, office buildings.So all these newer concept between, different uses, this approach, in a way, how it is a challenge for asset management?
Jan Verwijs, Vice President, Asset Management of Jamestown Europe:
We obviously approach it from a slightly different perspective, the fact that we are kind of starting as an office building. But I think what what we've seen is in some sense a lot isn't changing. Consumers, or I should say office occupiers, still see their office space as something central to their brand they always have. It was made it's what makes their brand. And it's also obviously what helps them attract talent. We're seeing the in the past, talent at least a lot of companies received big glass building, big office lobbies as what would impress people and want them to want to work there and some in the case be prouder. We're seeing that's the dynamic that we're seeing shifting shifting. People now way prefer a space that has history, that has life, that has color, that has, like, you can see around you here. Something that they can come back home and say, actually, the place where I live is a place where there's skate park on the rooftop, and I can bring my kids to to skate on. So that's where we're seeing talent wanting to go, and those are the things that's changing. Obviously, it's blowing, as you say, with, shopping centers and how you might want to do similar things there. But I think we all have this kind of common objective that's when somebody leaves our space, they they feel better for it than when they came in.
Experience shopping is more and more part of the game.
Eduardo Pinto Basto Managing Partner at PLACER:
Shopping malls were built to to respond to a need. Right? And now that need is served in a much more efficient way, at home. I think today you purchase everything you purchase is where you can consume it. Amazon launched a button that you put on your fridge behind every product, you typically have there. Right now, probably retailers need to be closer to the experience of the of consuming what they're what they're selling. I think responding to the need of buying is not what's bringing people to to to shopping malls in the future. You actually need to be where people want to spend time. And shopping malls of the future are probably places where people want to spend time. They don't wanna go to an artificial environment of of, just to the purpose of I need to buy that specific good. And that's very interesting because I believe that both retailers and developers are probably going to become public space developers. You want to develop spaces where people want to hang out, where people want to hang out, have dinner, have do sports, entertain themselves with arts or shows or whatever. And then you up sell and you sell them what they are, things they don't know they beat, and but probably is retail that is going to pay for public space. And very interesting shopping model coming up with public private partnerships, concessions of parks, concessions of museums and arenas for shows. And it it says a lot about where the consumer is and where you have to find it.
If people can buy online, inclusively, buying online inside your store. So how do you fit the business model to lose the way you all set those all business team?
Ricardo Rosa, Director, Digital Mall Business Development of Sonae Sierra:
Well, that is, in the end, the hardest question that the industry, industry, not us specifically, but the industry has had to face in the last couple of decades almost because this is not new. The the point for us is that spaces keep on being absolutely central to the business. And you can understand them different ways. You can understand them as people that go and need to try, want to see what's new, want to see products themselves, test them, see how they fit, if it's fashion etc. Maybe they're going because they wanna send something back and it's the easiest way. Whatever it is, there's a there's a connection between the physical and the online world that is now very evident that it wasn't 10 years ago. Because the discussion we were having 10 years ago when we had that question was, is online going to take over the world and everything's gonna be online and it's gonna be a 100% online? Nobody thinks that right now for a reason because physical spaces have proven their immense worth within this equation. If you think of the business models of our retailers, shops that are selling within our shopping center, and the way they make money online, the store is critical. Because if they don't use the store even as the ship from store and all of that, logistic platform, then they have huge issues on profitability. So having said all of that, it just means that the physical space is central to this and from a business perspective, because I'm not even going into what it means for a consumer to have the physical and online on this omnichannel proposition. But from a business perspective, this means that we need to continuously evolve.
If a tenant of one of our shops is using that shop that space, and they should, and we want them to use it as part of their online fulfillment chain in whatever capacity, then we need to see how we can both profit from that. It's not an easy conversation. It's not an end conversation. I don't have a solution here that I can tell you. This is an ongoing conversation on how we can share that kind of, of business to make sure that everybody continues to gain here. Because that's the direction.
How do you see the challenge to cope with the experience buzzword and have have a very much online world. How do you see this in the, people?
Sofía Ferreira de Almeida, Head of Property & Asset Services of Nhood:
Experience retail. It's a term that, aims to provide customers with a unique and memorable experiences. If these experiences are not good, for the Instagram, they are not worse. That's a general, thinking. And in order to have this, I think there are 3 main axis: first of 1 is engaging, consumers for the the experiences. Is, unique and immersive experience. They these have to happen. There's a new word, another buzzword, retail payment, a fusion between retail and entertainment. The second thing to engage consumers is technology. All these experience with virtual reality, augmented reality, artificial intelligence, these are technology that has to be used. And the 3rd, is take an omnichannel presence. And, it's with, relating to what was, said here. So, there there has to be an, inside presence, an online presence, and also a social media presence. I think the idea is to stay agile, to adapt quick to consumer needs, and to, to use digital.
So people is probably more keen to rent a table in your rooftop than a proper office. So is still people willing to pay a rent for an office space?
Jan Verwijs, Vice President, Asset Management of Jamestown Europe: I obviously, emerging out of COVID, a lot of people felt that they were more efficient at home. And but I think what we're forgetting when we think of an office space is an office space is what it's a big part what creates the brand of a company. It's a big part what creates its culture. And we're really seeing the company's one brand, one culture. And again, this is a way for them to bring that to life. Bring their culture, their people together, bring their life together. I think the successful companies now wanna be in these areas and they're growing.So you don't really see that. You just see the growth in space. I mean, we have a tenant, here who has 3,000 square meters and purchased us last week for an extra 1,000 square meters. So you can see that growth happening and and I can see it happening. One thing one thing as well from, again, an office perspective that's been interesting is is the the most of the big tech companies around the world were mentioning Apple just a few a minute ago, but Google as well and and Amazon have done tests where they measure productivity at home.
I know some people maybe like work from home and would like to hear this, but productivity from home on some simple tasks is very high. But when you look at, training people, building culture in the long term, you basically see a big impact on on on, performance in the longer term.
Ricardo Rosa, Director, Digital Mall Business Development of Sonae Sierra:
Stay tuned for what happens in Colombo because I'm sure you've seen the cranes around the shopping center, so we are expanding. So there's gonna be very interesting news over there. We're revamping the whole digital relationship between us and the end customer in Colombo and Norte Shopping in our shopping. We started to doing right now. We relaunched the apps, and we're re changing this whole relationship to something that goes much deeper because, actually, as Barlow was saying, how you bring digital to the fray from the physical space, but it goes much beyond that. We believe that this relationship can and should be much larger than just when you're in there. And the way we do this by finding whatever is available, by being able to have loyalty schemes that are strong in there, by being able to show showcase what the shopping center has in a way that allows you to wanna go there or makes you wanna go there more and more and interacts between the digital and the physical. And you'll be seeing this with a lot of, oomph from, September on.
A taxa de juro implícita no crédito à habitação caiu pelo quinto mês consecutivo em junho, para 4,513%, valor inferior em 4,3 pontos base face ao registado no mês anterior, tendo acumulado uma redução de 14,4 pontos base desde o máximo atingido em janeiro de 2024 (4,657%).
De acordo com o Instituto Nacional de Estatística (INE), nos contratos celebrados nos últimos três meses, a taxa de juro diminuiu pelo oitavo mês seguido em junho, fixando-se em 3,729%, 11,6 pontos base inferior à observada no mês anterior, sendo, neste caso, de 65,1 pontos base a diminuição acumulada desde o máximo atingido em outubro de 2023.
Para o destino de financiamento aquisição de habitação, o mais relevante no conjunto do crédito à habitação, a taxa de juro implícita para o total dos contratos desceu pelo quinto mês em junho, para 4,474%. Nos contratos celebrados nos últimos 3 meses, a taxa de juro registou a oitava redução consecutiva, diminuindo 12,0 pontos base face ao mês anterior, fixando-se em 3,706%.
No mês em análise, tendo em conta a totalidade dos contratos, o valor médio da prestação mensal fixou-se em 404 euros, o mesmo montante do mês anterior e mais 43 euros (11,9%) que em junho de 2023.
Do valor da prestação, 245 euros (61%) correspondem a pagamento de juros e 159 euros (39%) a capital amortizado. Nos contratos celebrados no último trimestre, o valor médio da prestação baixou seis euros face ao mês anterior, para 597 euros, correspondendo a uma descida de 2,0% em termos homólogos.
No sexto mês do ano, o capital médio em dívida para a totalidade dos contratos subiu 355 euros face ao mês anterior, fixando-se em 66.279 euros. Para os contratos celebrados nos últimos 3 meses, o montante médio em dívida foi 125.942 euros, mais 1.426 euros que em maio