How to Do a Feasibility Study for Property Development in SA

Before breaking ground on any property development, you need to answer one critical question: Will this project make money?

A feasibility study provides that answer. It’s a comprehensive analysis that evaluates whether a property development project is financially viable, legally permissible, and practically achievable. In South Africa’s competitive property market, skipping a proper feasibility study is like building blindfolded — you might get lucky, but you’re more likely to lose money.

Yet many developers rush into projects based on gut feel or back-of-envelope calculations. They underestimate costs, overestimate revenue, and ignore critical risks. The result? Projects that run over budget, miss deadlines, and fail to deliver expected returns.

This guide walks you through how to conduct a proper feasibility study for property development in South Africa. We’ll cover the key components, step-by-step process, common mistakes, and South African-specific considerations that can make or break your analysis.

What Is a Feasibility Study?

A feasibility study is a detailed analysis that evaluates whether a property development project is viable. It examines multiple dimensions:

Financial viability — Will the project generate sufficient returns?
Market demand — Is there sufficient demand for the proposed development?
Site suitability — Is the site appropriate for the proposed development?
Legal compliance — Can the project obtain necessary approvals?
Technical feasibility — Can the project be built as proposed?
Risk assessment — What are the key risks and can they be managed?

The study produces a go/no-go recommendation, along with financial projections, risk analysis, and implementation recommendations. It’s the foundation for securing financing, attracting investors, and making informed development decisions.

Key Components of a Feasibility Study

A comprehensive feasibility study includes several interconnected components. Each component informs the others, creating a holistic view of project viability.

Market Analysis

Market analysis evaluates demand for your proposed development. It answers questions like:

Who are your target buyers or tenants? — Demographics, income levels, and preferences
What is the current supply? — Existing developments and planned projects in the area
What are market prices? — Recent sales prices or rental rates for comparable properties
What is the absorption rate? — How quickly are properties selling or letting in the area?
What are market trends? — Is the market growing, stable, or declining?

Market analysis should be data-driven, using recent sales data, rental surveys, and demographic statistics. Avoid relying solely on estate agent opinions or anecdotal evidence.

Site Analysis

Site analysis evaluates whether the physical site is suitable for your proposed development:

Location — Proximity to amenities, transport, schools, and employment nodes
Zoning — Current zoning and permitted uses under municipal town planning schemes
Topography — Slope, drainage, and geotechnical conditions
Services — Availability of water, electricity, sewer, and telecommunications infrastructure
Access — Road access, parking requirements, and traffic impact
Constraints — Servitudes, heritage restrictions, environmental sensitivities, and flood lines
Title — Ownership, encumbrances, and transfer requirements

Site analysis should include professional assessments where required — geotechnical reports, traffic impact studies, and environmental assessments.

Cost Estimation

Cost estimation calculates all costs associated with the development:

Land costs — Purchase price, transfer duty, legal fees, and holding costs
Professional fees — Architect, engineer, quantity surveyor, attorney, and project manager fees
Construction costs — Building costs per square metre, including all trades and finishes
Infrastructure costs — Roads, services, and bulk infrastructure contributions
Finance costs — Interest, fees, and drawdown charges
Marketing costs — Advertising, show units, and sales commissions
Contingencies — Reserve funds for unexpected costs (typically 10-15% of construction costs)

Cost estimation should be based on current market rates, not historical data. Use quantity surveyor estimates or construction cost databases for accuracy.

Revenue Projection

Revenue projection estimates income from the development:

Sales revenue — For sale developments, projected sales prices multiplied by number of units
Rental revenue — For rental developments, projected rental rates multiplied by lettable area
Sales timeline — Projected absorption rate and sales period
Letting timeline — For rental developments, projected letting period and occupancy rates

Revenue projections should be conservative, based on comparable sales or rentals in the area. Avoid assuming premium pricing unless justified by market analysis.

Financial Analysis

Financial analysis evaluates project profitability using several metrics:

Internal Rate of Return (IRR) — The annualized return on investment, accounting for the time value of money
Return on Investment (ROI) — The total return as a percentage of total investment
Net Present Value (NPV) — The present value of future cash flows minus initial investment
Payback period — The time required to recover initial investment
Cash flow analysis — Month-by-month cash inflows and outflows over the project lifecycle
Profit margin — Profit as a percentage of total development cost

Financial analysis should model multiple scenarios — best case, worst case, and most likely — to understand risk and opportunity.

Step-by-Step Feasibility Study Process

Conducting a feasibility study follows a logical sequence. Here’s the step-by-step process:

Step 1: Define the Project Concept

Start by clearly defining what you’re proposing to build:

Development type — Residential (houses, townhouses, apartments), commercial, or mixed-use
Scale — Number of units, total floor area, and land area
Target market — Who will buy or rent the units?
Quality level — Entry-level, mid-market, or luxury

The project concept should be based on market analysis and site constraints, not wishful thinking.

Step 2: Conduct Market Research

Gather data on market demand, supply, and pricing:

Review recent sales — Analyze sales prices and absorption rates for comparable developments
Survey rental rates — For rental developments, research current rental rates and vacancy rates
Assess competition — Identify existing and planned competing developments
Analyze demographics — Understand population growth, income levels, and housing needs in the area
Consult professionals — Speak with estate agents, property managers, and market researchers

Market research should be objective and data-driven. Document your sources and assumptions.

Step 3: Analyze the Site

Evaluate site suitability through desktop research and site visits:

Review zoning — Check municipal town planning schemes and zoning regulations
Inspect the site — Visit the site to assess topography, access, and constraints
Check services — Confirm availability of water, electricity, and sewer infrastructure
Review title — Obtain a copy of the title deed and check for encumbrances
Identify constraints — Note servitudes, flood lines, heritage restrictions, and environmental sensitivities

Site analysis may require professional assessments — engage surveyors, engineers, or attorneys as needed.

Step 4: Estimate Costs

Calculate all development costs:

Land costs — Negotiate purchase price and calculate transfer duty and legal fees
Professional fees — Obtain quotes from architects, engineers, and quantity surveyors
Construction costs — Use quantity surveyor estimates or construction cost databases (typically R8,000-R15,000 per m² for residential, depending on finishes)
Infrastructure costs — Obtain quotes for services connections and bulk infrastructure contributions
Finance costs — Model interest and fees based on proposed financing structure
Marketing costs — Estimate advertising and sales commission costs
Add contingencies — Include 10-15% contingency for unexpected costs

Cost estimation should be comprehensive and based on current market rates. Don’t underestimate costs to make the numbers work.

Step 5: Project Revenue

Estimate income from sales or rentals:

Determine pricing — Based on market analysis, set realistic sales prices or rental rates
Calculate total revenue — Multiply unit prices by number of units
Model sales timeline — Estimate absorption rate based on market conditions (typically 2-6 units per month for residential)
For rentals — Model letting period and occupancy rates

Revenue projections should be conservative. It’s better to exceed expectations than to fall short.

Step 6: Build Financial Models

Create financial models to evaluate profitability:

Cash flow model — Month-by-month cash inflows and outflows over the project lifecycle
IRR calculation — Calculate internal rate of return
ROI calculation — Calculate return on investment
NPV calculation — Calculate net present value using appropriate discount rate
Scenario analysis — Model best case, worst case, and most likely scenarios

Financial models should be dynamic — update them as assumptions change or new information becomes available.

Step 7: Assess Risks

Identify and evaluate key risks:

Market risk — What if sales are slower or prices are lower than projected?
Cost risk — What if construction costs exceed estimates?
Approval risk — What if municipal approvals are delayed or denied?
Finance risk — What if financing falls through or interest rates increase?
Construction risk — What if construction is delayed or quality issues arise?

For each risk, assess likelihood and impact, and identify mitigation strategies.

Step 8: Make Recommendations

Based on your analysis, make a go/no-go recommendation:

Go — Proceed with the project as proposed
Go with modifications — Proceed with changes to improve viability
Defer — Postpone until market conditions improve
No-go — Abandon the project

Recommendations should be supported by your analysis. If the numbers don’t work, don’t proceed — no matter how attractive the opportunity seems.

Common Mistakes in Feasibility Studies

Many feasibility studies contain errors that lead to poor decisions. Here are the most common mistakes:

Underestimating Costs

Developers often underestimate costs to make projects appear viable. Common underestimates include:

Construction costs — Using outdated rates or excluding finishes and services
Professional fees — Forgetting about quantity surveyor, engineer, or attorney fees
Infrastructure costs — Underestimating bulk infrastructure contributions and service connections
Finance costs — Ignoring interest during construction or drawdown fees
Contingencies — Insufficient reserves for unexpected costs

Solution: Use current market rates, include all cost categories, and add adequate contingencies (10-15% of construction costs).

Overestimating Revenue

Developers often assume premium pricing or rapid sales to improve financial projections:

Premium pricing — Assuming prices above market without justification
Rapid absorption — Assuming faster sales than market conditions support
100% occupancy — For rentals, assuming full occupancy immediately
Price appreciation — Assuming prices will increase during the development period

Solution: Base revenue projections on recent comparable sales or rentals, use conservative absorption rates, and avoid assuming price appreciation.

Ignoring Time Delays

Time delays increase costs and reduce returns, but many studies ignore them:

Approval delays — Municipal approvals can take 12-24 months
Construction delays — Weather, material shortages, or contractor issues can delay completion
Sales delays — Slow absorption extends the project timeline and increases finance costs

Solution: Build realistic timelines into your cash flow model, including buffers for delays.

Inadequate Risk Analysis

Many studies identify risks but don’t quantify their impact:

Single scenario — Modeling only the most likely outcome
No sensitivity analysis — Not testing how changes in assumptions affect viability
Ignoring low-probability risks — Dismissing risks that could be catastrophic

Solution: Model multiple scenarios, conduct sensitivity analysis, and plan for worst-case outcomes.

Using Outdated Data

Feasibility studies based on outdated information produce inaccurate results:

Old cost data — Construction costs increase annually
Historical sales — Market conditions change over time
Outdated regulations — Zoning and approval requirements evolve

Solution: Use current data and update your study regularly as new information becomes available.

South African-Specific Considerations

Property development in South Africa has unique characteristics that affect feasibility:

Construction Cost Benchmarks

Construction costs vary by location, quality, and project type. Typical ranges in South Africa (2026):

Entry-level residential — R8,000-R10,000 per m²
Mid-market residential — R10,000-R13,000 per m²
Luxury residential — R13,000-R18,000 per m²
Commercial — R6,000-R12,000 per m² (depending on finishes)

These costs exclude land, professional fees, infrastructure, and finance costs. Use quantity surveyor estimates for accuracy.

Land Costs

Land costs vary dramatically by location:

Metropolitan areas — R500-R2,000 per m² (or higher in prime areas)
Secondary cities — R200-R800 per m²
Rural areas — R50-R300 per m²

Land costs should include purchase price, transfer duty (0-13% depending on value), and legal fees (typically 1-2% of purchase price).

Transfer Duty

Transfer duty is payable on land purchases above R1 million:

R0-R1,000,000 — 0%
R1,000,001-R1,375,000 — 3% of value above R1,000,000
R1,375,001-R1,925,000 — R11,250 + 6% of value above R1,375,000
R1,925,001-R2,475,000 — R44,250 + 8% of value above R1,925,000
Above R2,475,000 — R88,250 + 11% of value above R2,475,000

Transfer duty should be included in land cost calculations.

Professional Fees

Professional fees typically range from 8-15% of construction costs:

Architect — 5-8% of construction costs
Engineer — 2-4% of construction costs
Quantity surveyor — 1-2% of construction costs
Project manager — 2-4% of construction costs
Attorney — 1-2% of land purchase price

Professional fees should be included in cost estimates.

Municipal Contributions

Municipalities require bulk infrastructure contributions for new developments:

Water and sewer — Typically R20,000-R50,000 per unit (varies by municipality)
Electricity — Typically R15,000-R40,000 per unit
Roads — Pro-rata share of road infrastructure costs

Municipal contributions can add R50,000-R150,000 per unit. Check with the relevant municipality for current rates.

Finance Costs

Construction finance typically costs:

Interest rate — Prime + 2-4% (currently 11.75% + 2-4% = 13.75%-15.75%)
Arrangement fees — 1-2% of loan amount
Monthly fees — R500-R2,000 per month

Finance costs accumulate during construction and can add 5-10% to total development costs.

VAT Considerations

Property developments may be subject to VAT:

Residential sales — Generally zero-rated (no VAT)
Commercial sales — Standard VAT (15%) applies
Input VAT — Can claim VAT on development costs

Consult a tax advisor for VAT implications specific to your project.

How Wakha Helps with Feasibility Tracking and Budgeting

Wakha’s feasibility module streamlines the feasibility study process:

Financial Modeling Tools

Wakha provides built-in financial calculators:

IRR calculator — Automatically calculates internal rate of return
ROI calculator — Calculates return on investment
NPV calculator — Calculates net present value
Cash flow forecasting — Multi-year cash flow projections with financing integration

You can model multiple scenarios and compare outcomes side-by-side.

Cost Estimation

Wakha helps you build comprehensive cost estimates:

Cost databases — Integration with construction cost databases for accurate budgeting
Hierarchical budgeting — Track costs at project, phase, unit, and trade levels
Cost tracking — Monitor actual costs against budgets throughout development
Variance analysis — Identify cost overruns early

Cost estimates can be updated as projects progress, maintaining accuracy throughout the development lifecycle.

Revenue Modeling

Wakha enables accurate revenue projections:

Unit register — Master list of all units with specifications and pricing
Sales pipeline — Track sales progress and update revenue projections
Letting management — For rental developments, model rental income
Cash flow integration — Revenue automatically updates cash flow forecasts

Revenue models stay current as sales progress, providing real-time visibility into project performance.

Scenario Analysis

Wakha supports scenario modeling:

Best case — Optimistic assumptions for sales, costs, and timelines
Worst case — Conservative assumptions to understand downside risk
Most likely — Realistic assumptions based on market analysis
Sensitivity analysis — Test how changes in key assumptions affect viability

Scenario analysis helps you understand risk and make informed decisions.

Integration with Construction Management

Wakha integrates feasibility with construction management:

Budget tracking — Actual construction costs automatically update feasibility models
Progress monitoring — Construction delays automatically update cash flow forecasts
Cost control — Identify cost overruns early and adjust projections

Feasibility models remain accurate throughout the development lifecycle, not just at the start.

Conclusion

A proper feasibility study is the foundation of successful property development. It provides the analysis needed to make informed decisions, secure financing, and attract investors.

By following a structured process, using accurate data, and avoiding common mistakes, you can produce feasibility studies that accurately predict project viability. South African-specific considerations — from construction cost benchmarks to transfer duty calculations — ensure your analysis reflects local market conditions.

Don’t skip the feasibility study or rush through it. Invest the time and resources needed to do it properly. The cost of a thorough feasibility study is small compared to the cost of proceeding with an unviable project.

Wakha’s feasibility module streamlines the process, providing the tools you need to conduct comprehensive analyses and maintain accurate financial models throughout the development lifecycle.

Explore Wakha’s feasibility features or request a demo to see how it can improve your feasibility studies.

Frequently Asked Questions

How long does a feasibility study take?

A feasibility study typically takes 4-8 weeks, depending on project complexity and data availability. Simple projects may take 2-4 weeks, while complex projects may take 8-12 weeks. The timeline includes market research, site analysis, cost estimation, financial modeling, and report preparation.

How much does a feasibility study cost?

Feasibility study costs vary by project size and complexity. For small projects (under R10 million), expect R50,000-R150,000. For medium projects (R10-R50 million), expect R150,000-R300,000. For large projects (over R50 million), expect R300,000-R500,000 or more. Costs include professional fees for quantity surveyors, market researchers, and financial analysts.

Can I do a feasibility study myself?

While developers can conduct basic feasibility studies themselves, professional input improves accuracy. Quantity surveyors provide accurate cost estimates, market researchers provide objective demand analysis, and financial analysts ensure proper financial modeling. For projects over R5 million, professional input is recommended.

What IRR should I target for property development?

Target IRRs vary by project risk and market conditions. For low-risk projects in established areas, target 15-20% IRR. For medium-risk projects, target 20-25% IRR. For high-risk projects or new areas, target 25-30% IRR or higher. IRRs should exceed your cost of capital by a comfortable margin.

What if my feasibility study shows the project isn’t viable?

If a feasibility study shows a project isn’t viable, consider modifications before abandoning it. Options include reducing costs, increasing revenue, changing the product mix, or deferring until market conditions improve. If modifications don’t improve viability, abandon the project — it’s better to lose the feasibility study cost than to lose millions on an unviable development.