A real estate ERP in Bangladesh costs, as an indicative annual range, BDT 3,00,000 to 6,00,000 for a small developer running one to three projects, BDT 6,00,000 to 15,00,000 for a mid-size multi-project company, and BDT 15,00,000 to 40,00,000 at REHAB scale. Those are subscription bands, not a rate card, and they are only part of the total. The rest — implementation, migration, training and internal time — is what determines whether the investment pays back in year one or year three.
The five cost heads
| Head | What it covers | Typical share of year-one spend |
|---|---|---|
| Subscription or licence | Software, hosting, updates, standard support | 45–60% |
| Implementation | Configuration, workflow setup, report building | 20–30% |
| Data migration | Extraction, mapping, loading, reconciliation | 10–20% |
| Training | Sessions, documentation, the second round nobody budgets | 5–10% |
| Integrations | SMS, WhatsApp, payment gateway, accounting export | 5–10% |
Year two onwards is normally subscription plus small change requests, which is why the payback question is really a year-one question.
What moves the number
Number of active projects, more than number of users. Each project carries its own inventory, price rules, payment plans and construction milestones to configure.
How many payment plan variants you actually use. A developer with four approved plans configures in days. A developer with a different plan per buyer configures for weeks, and should fix the process before buying software.
Data condition. Clean unit lists and reconciled receipts migrate quickly. Three overlapping spreadsheets with disagreeing balances take longer than the rest of the implementation combined.
Integration depth. SMS and WhatsApp are quick. Accounting integration depends entirely on whether your accounts package has an import path. See the five integrations you need on day one.
On-premise versus cloud. On-premise removes a subscription line and adds servers, backup, patching and a person. It is genuinely cheaper only above a certain scale, and only with IT staff already on payroll.
The costs nobody quotes
- Your team's time. Two to four hours a week from a finance person, a sales manager and an operations lead, for eight to twelve weeks. This is real cost and it is the main reason implementations stall.
- The parallel-run month. Running both the old spreadsheets and the new system for one month is double work and it is not optional — it is what proves the migration was correct.
- The second training round. The first is before go-live, when nobody has real questions. The second, six weeks after, is the one that changes behaviour.
- Report requests after go-live. Every developer discovers three reports they did not know they needed. Budget for them rather than treating each as a dispute.
How to judge a quote
Ask for the price to be broken into the five heads above. Then ask three questions:
- What is included in support, and what becomes a change request?
- Who does the data migration, and what does the reconciliation report look like?
- What does year two cost, in writing?
A vendor who cannot answer the third question in writing is quoting year one only. How to compare vendors without a demo trap sets out the rest of the evaluation.
Working out the return
The honest comparison is not software cost against zero. It is software cost against what the current process costs: collection that slips, discounts nobody approved, duplicate bookings, and staff hours spent assembling reports. On a 200-unit portfolio, a two percent improvement in on-time collection is usually larger than the entire annual subscription.
What to do next
Write down your current annual cost of the four leaks — late collection, unapproved discounts, disputes and reporting time — before you look at any quote. Then see the pricing bands and what moves them with a real number to compare against.