Trends in the Paraguayan Real Estate Market for 2026

A market that is leaving behind its emerging status and moving towards a cycle where competition, design, execution, and conceptual clarity determine which projects become established in a more informed, professional, and demanding environment than in previous years.

The Paraguayan real estate market enters 2026 with a series of transformations that had already been developing, but which this year are finally consolidating into a structural change. Increased demand, the professionalization of stakeholders, geographic diversification, and pressure on costs and prices are creating a more competitive landscape, where project quality and conceptual clarity matter more than ever.

Price per square meter on the rise in Asunción

The upward trend in prices per square meter in Asunción will likely continue through 2026. Rising land costs in high-demand areas, inflation in construction materials, the gradual increase in labor costs, and the professionalization of construction companies are all driving sales prices upward. This is further compounded by a natural market maturation cycle: Asunción is no longer an emerging market where prices were artificially suppressed, but rather a market that is slowly beginning to align itself with regional capitals.

However, the buyer of 2026 will no longer accept just any price in any location. The market is becoming more selective and more informed. Projects with poor urban integration, low-quality amenities, repetitive building types, or unclear concepts are beginning to face resistance in the pre-sale phase. Conversely, projects with good locations, solid design, usable amenities, and established developers are maintaining, and in some cases improving, their value per square meter.

This opens up an increasingly evident scenario of "two Asunciones": on the one hand, the city that pays the price of its consolidation, Villa Morra, Carmelitas, Recoleta, Trinidad, Las Lomas, where the revaluation is sustained; and on the other, sectors where the supply has multiplied without a differentiating concept and where pre-sales begin to depend on discounts, aggressive promotions, extended payment plans or temporary benefits.

The most important consequence is that 2026 may be the year in which the difference between the asking price and the final closing price becomes most apparent. Projects with a sound product strategy, a good understanding of the user, and a strategic location will maintain their value. Those without will have to readjust their expectations. For investors and buyers, the message is clear: the price is no longer determined solely by the neighborhood, but by the overall coherence of the project.

Quantitative leap between experienced and inexperienced developers

As the market becomes more complex, the gap widens between developers with a proven track record, professional teams, access to institutional financing, and robust processes, and those undertaking their first or second project without a solid structure. What was once a "technical" difference will become a visible one by 2026, with a direct impact on pre-sales speed, construction quality, on-time delivery, and the final customer experience.

Established developers achieve better financial terms, manage timelines with fewer deviations, provide clear documentation, and have stable teams. This allows them to maintain a more reliable project pipeline and cultivate a reputation that translates into buyer confidence.

Conversely, emerging or inexperienced developers face greater difficulties: more expensive financing, slower pre-sales, projects with cost variations that are difficult to absorb, teams without defined processes, and after-sales problems that damage the brand's image. In a market where information is shared rapidly, these shortcomings no longer remain hidden.

The impact on investors is clear: who is behind the project matters more and more. The developer's name is becoming an indicator of risk, quality, and long-term stability. And in 2026, with a more sophisticated market and fiercer competition, that difference will be crucial.

Improvement in customer service and shopping experience

If anything defines 2026, it's the widening gap between those who professionalize the buying experience and those who remain in an improvised mode. Buyers—local, foreign, or institutional—arrive at meetings with a level of information that was unthinkable five years ago: they compare square footage, calculate maintenance fees, check developer references, analyze construction phases, verify permits, and ask about issues that weren't even on the sales script before. This evolution is forcing sales teams to raise their technical level and improve their responsiveness.

The processes of contact, follow-up, information delivery, booking, signing, and after-sales service are no longer just behind-the-scenes; they've become integral to the product. For the client, the experience doesn't begin at the construction site or end with handover: it starts with the first message and continues throughout the building's management. Improvised service, unanswered messages, broken promises, and confusing information have no place in a market where reputation is managed through WhatsApp and investor groups.

Companies that invest in CRM, lead tracking, clear communication scripts, post-visit follow-up, and professional presentation materials—from digital brochures to well-produced virtual tours—are starting to gain traction. Customers value clear processes: receiving the right information from the outset, understanding exactly what they are buying, knowing realistic timelines, and knowing what to expect at each stage. Transparency is becoming a key selling point, and clear processes are a factor that shortens the pre-sales phase and significantly improves conversion rates.

Customer service and after-sales support are no longer optional extras but strategic assets. In a more competitive market, the complete experience, from initial contact to handover of the keys, makes all the difference between a project that sells smoothly and one that requires constant promotions to attract buyers. Professionalizing this stage not only improves sales but also builds trust, fosters customer loyalty, and directly impacts the developer's ability to sustain their pipeline long-term.

Buildings designed for a particular niche

Another strong trend for 2026 is specialization. The market is moving away from the idea of a "building for everyone" and towards projects conceived from the outset for a specific audience, with offerings that respond to concrete lifestyles and increasingly differentiated expectations. This segmentation arises both from real demand and from the need for developers to build products with their own identity in a market where generic offerings no longer convince.

Projects are emerging that cater to young professionals seeking compact units with excellent functional amenities and a strategic location; buildings geared towards students, especially in areas with educational institutions and good urban connectivity; properties for young couples who prioritize services such as coworking, gyms, and terraces; developments designed for families with young children, featuring common patios, games, real green spaces, and larger units; and even proposals focused on senior citizens, with criteria of accessibility, security, and operational support.

Segmentation is also evident on the investor side. There's a growing number of buildings designed for managed rentals, featuring standardized units, centralized operations, cleaning and maintenance services, 24/7 problem-solving, and hybrid models combining traditional and short-term rentals. Simultaneously, projects are emerging that cater to digital nomads, business travelers, and those seeking a flexible lifestyle, offering true coworking spaces, high-speed internet, common areas with extended hours, and amenities that operate during the workday.

This niche approach impacts every decision in the project: from square footage, interior layout, and materials, to the lobby's aesthetics, the selection of amenities, and the rental management model. The building ceases to be merely a collection of apartments and transforms into a coherent lifestyle proposition, designed for a segment with defined expectations.

Amenities

By 2026, the conversation about amenities will move beyond a decorative list in the brochure and become a central element of the value proposition. The market will begin to distinguish between amenities that truly support rental and resale prices and those that are purely marketing ploys and remain underutilized. This shift is a direct result of more demanding buyers and increased competition among projects that often target similar segments. This pressure is forcing developers to move beyond the "basic package" and justify why each space exists, what need it fulfills, and how it integrates into the resident's daily life.

The trend is also driven by the reality of expenses: users are becoming more cost-conscious, so simply adding square footage without a clear purpose is no longer enough. Instead, efficient amenities, designed for professional operation and sustainable long-term maintenance, are valued. A gym is not just a gym: it must have quality equipment, adequate ventilation, a layout designed for different types of training, and operating hours that align with the work schedules of its target audience.

Coworking spaces, meeting rooms, shaded terraces with good orientation, interior courtyards with real vegetation, semi-covered areas usable year-round, and barbecue areas that function as an extension of the apartment are beginning to establish a new standard. We're even starting to see the outsourcing of certain spaces, a step typical of more mature markets: gyms operated by specialized brands, cafes run by restaurant operators, or wellness spaces managed by third parties. This model guarantees quality, real-world use, and operational continuity without unnecessarily burdening the neighbors.

In short, well-designed amenities are evolving from aspirational embellishments to essential infrastructure. They are no longer merely decorative, but rather the component that determines whether a small apartment functions, whether a rental income is sustainable, and whether a project can compete in a market where users compare every detail.

More mixed-use projects

Mixed-use projects are emerging as one of the most robust responses to the new way of living in the city by 2026. Proposals that combine housing, offices, medical practices, ground-floor retail, and public or semi-public spaces are beginning to differentiate themselves from single-use buildings. The logic is clear: to reduce travel times, concentrate services, generate a steady flow of people, and, at the same time, build urban identity in contexts where mobility is becoming increasingly complex.

For years, this type of development focused almost exclusively on megaprojects capable of supporting diverse functions without compromising the overall operation. Examples such as Paseo La Galería, More Mariscal, Distrito Perseverancia, and Palmanova Center demonstrated that when uses are properly integrated, the project gains vitality, resilience, and greater real estate value.

However, 2026 marks a turning point: this approach is no longer limited to large complexes and is beginning to extend to mid-sized projects, especially in Villa Morra, Las Lomas, Recoleta, and emerging areas of the AMA (Metropolitan Area of Buenos Aires). Buildings that historically would have been 100% residential now integrate internal coworking spaces, curated restaurants, medical offices, micro-offices, and local services that function as extensions of the apartment.

This shift responds both to user demand, which seeks to manage daily life within short distances, and to the increasing sophistication of investors, who understand that a suitable mix of uses improves occupancy, diversifies returns, and generates a more stable flow of people. It also becomes a differentiating factor in markets where residential projects abound without a clear conceptual framework.

For developers, the challenge shifts to urban and operational design: choosing which businesses to add, how different uses will coexist, which circulation routes should be separated, how parking will be managed, and what level of commercial curation will sustain long-term value. The "put any store on the ground floor" model is no longer viable. The selection of tenants becomes a strategic decision that defines not only the resident's experience but also the perception of the project within its surroundings.

In short, mixed uses are no longer the exception for large complexes: they are beginning to become the norm for projects seeking to differentiate themselves in a more competitive market focused on urban experience.

Growing demand for Class A offices

The arrival of multinationals and international companies is generating clear pressure in the Class A office segment. Unlike more mature markets, where hybrid work has reduced demand, in Paraguay the establishment of new firms, the professionalization of the technology and financial sectors, and the consolidation of regional companies are driving a search for high-quality spaces to support the operational expansion of these companies.

The market is beginning to demand offices that meet environmental certifications, have efficient floor plans, flexible layouts, higher-performing HVAC systems, controlled access, on-site cafeterias, technologically equipped meeting rooms, and global connectivity standards. At the same time, location is once again a determining factor: corporate corridors such as Aviadores del Chaco, Santa Teresa, Villa Morra, and emerging areas of Trinidad and La Recoleta are experiencing the highest demand, while other areas of the city are beginning to fall behind.

The pressure is also coming from Paraguayan companies, which are beginning to compete for talent with global firms. Brighter, better-ventilated spaces with integrated services and ergonomic design are no longer a luxury, but a key factor in employee retention. In this context, several developers are beginning to reinterpret the post-pandemic office concept: smaller but better-designed spaces, flexible areas, collaborative spaces, and technological solutions implemented from the design stage.

The result is a market that, far from shrinking, is beginning to segment: low-quality offices are losing competitiveness, while well-executed Class A spaces maintain high occupancy and appreciation. By 2026, the trend indicates that demand will shift toward buildings with solid infrastructure, professional management, and integrated corporate services, aligning Asunción with international standards.

Encarnación and Ciudad del Este:

Encarnación and Ciudad del Este are poised to solidify their positions by 2026 as the two major centers of real estate expansion outside the Greater Asunción area, each with its own distinct dynamics. Encarnación continues to leverage its waterfront, tourism, and a more relaxed lifestyle: apartments with views, gated communities, and projects that blend second homes with rental investment. The debate centers on how to create a city that attracts investment without sacrificing scenic quality or resorting to seasonal use of its real estate stock.

Ciudad del Este, for its part, is increasingly emerging as a regional urban and commercial hub. The densification of neighborhoods like Area 1, the development of residential and office projects, the expansion of commerce, and, in the medium term, improved connectivity with Brazil and Argentina, are creating opportunities for mid-range housing, rental buildings, and mixed-use projects. The challenge in both cities will be to coordinate real estate development with infrastructure, mobility, and planning, so that growth is not merely quantitative.

Diversification into logistics centers, industrial warehouses and data centers

The expansion of the real estate sector towards logistics centers, industrial warehouses and data centers is becoming one of the most relevant trends of 2026. The growth of international companies, the consolidation of Paraguay as a regional platform and the industrial dynamism of the East of the country generate a new axis of investment that until a few years ago was marginal within the sector.

In Greater Asunción, the need for logistics space is heightened by two factors: the increase in trade and the restrictions of Asunción's Regulatory Plan, which limits warehouses and logistics activities within the city limits. This naturally drives operators to migrate to Luque, Mariano Roque Alonso, Limpio, and surrounding areas, where land is more affordable, road access is better, and there is room for larger-scale developments.

This shift also opens up opportunities for planned logistics parks, with adequate infrastructure, security, cargo flow management, and integrated service offerings. Paraguay still lags behind the logistics park standards of neighboring countries, leaving considerable room for developers capable of creating high-level projects, even with the participation of institutional funds.

Meanwhile, Ciudad del Este and Hernandarias are emerging as strategic hubs for data centers and projects related to technological infrastructure. The availability of energy from Itaipu, stable electricity costs, proximity to Brazil, international connectivity, and tax advantages position this region as one of the most competitive in the Southern Cone for these types of investments. What was once associated solely with cryptocurrency mining is now being reshaped towards corporate data centers, hybrid cloud infrastructure, and services for technology companies seeking to expand in the region.

This phenomenon not only redefines the country's industrial and technological real estate map, but also introduces new technical standards: electrical redundancy, specialized cooling systems, physical and logical security, and regulations that until now were not part of the daily lives of most local developers.

In summary, 2026 marks a shift in the sector towards more sophisticated products, highly demanded by modern supply chains and by technology companies that are betting on Paraguay as a growth hub.

The first leaps into AI

The first steps toward artificial intelligence in the Paraguayan real estate sector will be visible in 2026, although still in an initial phase. Adoption begins in areas closer to marketing and sales management: database segmentation, automatic lead classification, user behavior analysis, prioritization of prospects with a higher probability of conversion, and generation of personalized marketing materials.

Chatbots handle basic inquiries 24/7, allow users to schedule appointments, send project materials, and can even apply simple filters to distinguish between a casual customer and a genuinely interested party. This frees up time for sales teams and improves response time, a key factor in an increasingly competitive market.

Gradually, AI will begin to be integrated into more technical stages: automated reading of municipal regulations, real-time comparative price analysis, simulations of building types, optimization of square footage, predictive demand calculations, cap rate estimation, early detection of delinquency in rental portfolios, and support in building management. Even after-sales service can benefit from systems that detect complaint patterns, predict problems, and help organize preventative maintenance.

The key will be for companies to understand that AI doesn't replace the human team: it amplifies it. It allows for more precise work, reduces repetitive tasks, enables data-driven decision-making, and improves the customer experience. And those who integrate it seriously, not as a marketing gimmick, will have a real competitive advantage in costs, efficiency, and speed of response in a market that moves faster every year.

New financial instruments for the sector

Finally, by 2026, a quiet but key shift is deepening: the market is starting to talk more about financial structures than simple units. Development trusts, real estate investment funds, securitization vehicles, more sophisticated pre-sale models, and products specifically designed for small and medium-sized investors are gaining traction in the conversation.

This opens the possibility for investors to move beyond viewing real estate solely as "an apartment I buy and rent out on my own" and instead participate in diversified portfolios or instruments listed on the stock market. For this to take hold, transparency, appropriate regulation, public financial education, and clear communication from developers, agents, and specialized media will be essential.

2026 is shaping up to be a year in which several transformations already underway in the Paraguayan real estate market will begin to solidify. These are not abrupt changes, but rather a gradual evolution toward a more organized, professional sector, more attuned to the real needs of its users. Competition is becoming more technical, design decisions more deliberate, and management, from pre-sales to final sale, is gaining a level of importance it previously lacked.

In this context, projects that successfully integrate location, concept, operation, and construction quality in a coherent manner are the ones that achieve the highest levels of acceptance. Increasingly informed buyers and investors consider not only the final product, but also the developer's track record, the logic behind the common areas, cost sustainability, and the long-term performance of the asset.

Rather than a dramatic shift, 2026 represents a gradual market readjustment toward more demanding standards and more consistent practices. It's a stage where conceptual clarity, planning, and the ability to respond to a maturing urban and economic environment prevail. In this context, the projects that best understand the current moment won't necessarily be the largest, but rather those that precisely adapt to the new way of living, investing, and operating in Paraguay.