The Changing Real Estate Landscape: Zillow's Strategy and What It Means for Canada

As a long-time Broker with a passion for the industry, I’ve witnessed technology reshape how we work—sometimes for the better, sometimes not. I recently write about Zillow's acquisition of Bridge Interactive but there is more to this story. In 2015, Zillow acquired DotLoop and this wasn’t just another tech merger. It was a calculated move to gain control over the most valuable commodity in real estate: data. For anyone paying attention, this acquisition was less about creating a better user experience and more about building a future where Zillow controls the entire real estate transaction process. If you’re an agent, broker, or even a consumer, this isn’t just industry chatter. This is a wake-up call.

Why Did Zillow Buy DotLoop?

DotLoop isn’t just a transaction management platform—it’s a pipeline of information. As a digital tool used by many agents and brokerages for e-signatures, document sharing, and transaction coordination, it touches every step of a real estate deal. For the industry, it's convenience. For Zillow, it’s a treasure trove.

Here’s what DotLoop gives Zillow:

• Transaction Data: Information on buyer and seller behavior, deal pricing, and contract details—before the deals even close.
• Market Trends: Early indicators of shifts in inventory, pricing, and transaction volume.
• Competitive Insights: A granular look at how agents work and how deals are structured.

Why does this matter? Because Zillow isn’t just a tech company. It’s a data-driven powerhouse that thrives on predicting, controlling, and monetizing every aspect of the real estate process. DotLoop was their key to moving beyond being a marketplace for listings and into the very fabric of real estate transactions.

Zillow’s Bigger Agenda: More Than DotLoop

The DotLoop or Bridge acquisitions aren't isolated moves—they are part of a much larger strategy. Zillow has been on a buying spree for over a decade, strategically acquiring companies to control the home-buying journey from start to finish. Here’s a detailed breakdown of their major acquisitions and what they reveal about Zillow's ambitions:

1. Trulia (2015) - $2.5 Billion Zillow's acquisition of Trulia was one of the most impactful moves in recent real estate history. Trulia was Zillow’s biggest competitor, and this purchase effectively consolidated Zillow’s dominance in the listings market. By acquiring Trulia, Zillow gained access to a broader audience and expanded its consumer base significantly, thereby reducing competition, and strengthening Zillow's monopoly-like hold on the market.
2. StreetEasy (2013) The acquisition of StreetEasy was a masterstroke for Zillow’s expansion into urban markets, particularly New York City. StreetEasy was already the go-to platform for NYC real estate - a city without an MLS system - boasting a stronghold over one of the most lucrative real estate markets in the country. By acquiring StreetEasy, Zillow not only entered the New York City market but also gained access to a unique dataset on urban buyers, renters, and their specific preferences and this data is invaluable for understanding urban trends in an essential and highly competitive market.
3. ShowingTime (2021) Zillow’s acquisition of ShowingTime, a platform that automates and manages home-showing appointments, marked another key step in its pursuit of data and influence over the home buying process. ShowingTime provides Zillow with critical visibility into buyer behavior and market demand in real-time. By knowing which properties attract the most interest and showings, Zillow gains a competitive edge in understanding consumer preferences, which helps in refining its predictions and strategies. This move is pivotal for ensuring that Zillow can track every step of the buyer's journey and leverage that information for market positioning and product development.
4. Spruce (2023) Spruce is a tech-enabled title and escrow company that Zillow acquired to integrate closing services directly into its platform. This acquisition is crucial because title and escrow services are necessary components of real estate transactions in the United States. By bringing these services in-house, Zillow aims to create an end-to-end real estate ecosystem where buyers and sellers can manage everything—search, financing, offers, and closing—without ever leaving the Zillow platform. This vertical integration reduces consumer reliance on third parties and allows Zillow to capture more value at each stage of the transaction process.
5. Bridge Interactive (2016) Bridge Interactive was acquired to enhance Zillow’s data aggregation capabilities. This company works with MLSs to standardize and distribute listing data, which directly strengthens Zillow’s ability to collect and control real estate information. By owning Bridge Interactive, Zillow not only reduces its dependence on MLSs but also becomes a more powerful data aggregator. This strengthens Zillow’s bargaining position with MLSs and ensures that Zillow remains a central hub for real estate data, giving it more control over how listings are processed and distributed.
6. RentJuice, HotPads, and Naked Apartments These acquisitions focused on expanding Zillow’s footprint in the rental market, which is an important aspect of the home-buying journey. By acquiring RentJuice, HotPads, and Naked Apartments, Zillow secured its influence over renters, many of whom are potential future buyers. These platforms help capture consumer interest long before these individuals transition from renters to homebuyers, making Zillow an integral part of their housing journey from the start. With a strong presence in the rental market, Zillow can cultivate brand loyalty early, ensuring that when renters are ready to buy, they are already within Zillow’s ecosystem.
7. Follow Up Boss (2023) In 2023, Zillow announced the acquisition of Follow Up Boss, a leading customer relationship management (CRM) system for real estate professionals. Follow Up Boss has been a central hub for real estate teams, offering features such as lead tracking, personalized communication, and team collaboration. By integrating Follow Up Boss, Zillow aims to provide agents with more robust tools to manage client relationships and transactions. While Follow Up Boss will continue to operate as an independent brand, this acquisition enhances Zillow's suite of tools and strengthens their grip on the real estate process, further consolidating power within their ecosystem.

What’s Next for Zillow?

If Zillow’s track record is any indication, we can expect them to continue expanding their influence and implementing its broader strategy which should be a wake-up call for all of us. If we don’t act now, we risk losing control over the industry we’ve built. The future of real estate should be agent-driven, not algorithm-driven.

The question is: Are we ready to fight for it?

If Zillow aims to solidify its position as a dominant force in the real estate industry, there are several types of companies that could be strategic acquisitions to help it achieve an industry monopoly.

Zillow's Potential Future Acquisitions: Aiming for Monopoly

If Zillow aims to solidify its position as a dominant force in the real estate industry, there are several types of companies that could be strategic acquisitions to help it achieve an industry monopoly. Here’s a breakdown of the kinds of companies Zillow might target and why:

1. MLS Systems (e.g., CoreLogic, ITSO, PropTx): By acquiring MLS systems, Zillow could gain direct control over property listing data, ensuring that all property information flows through their ecosystem. This would position Zillow as the gatekeeper of real estate data, which would significantly strengthen their market power. Why This Matters: MLS systems are at the core of real estate transactions. Gaining control of MLS systems would allow Zillow to dictate how and when listings are made available to agents and the public, giving them significant leverage over agents and brokerages.
2. Mortgage and Financing Companies: Zillow already owns Zillow Home Loans, but acquiring a more established player in the mortgage market could help it scale its lending operations and further integrate financing into its ecosystem. Why This Matters: Integrating end-to-end mortgage solutions lets Zillow control a significant part of the transaction and offers a seamless experience for buyers.
3. Property Management Platforms: Expanding into property management would give Zillow access to rental property owners and long-term tenants, feeding its pipeline for future buyers. Why This Matters: By managing rentals, Zillow could collect valuable data on tenants and position itself as their go-to platform when they decide to buy.
4. Construction and Renovation Platforms: As iBuying resurges or evolves, Zillow might benefit from acquiring a company that specializes in construction or renovations to streamline pre-sale and post-sale processes. Why This Matters: Owning a renovation-focused company would help Zillow improve the marketability of homes listed through its platform.
5. CRM and Marketing Tools for Agents: Zillow has historically pitched itself as a partner to agents. Acquiring agent-focused tools could strengthen its agent relationships while gathering even more data. Why This Matters: By controlling the tools agents use, Zillow could further solidify its influence while gaining insights into agent performance and consumer behavior.
6. AI-Driven Home Valuation Platforms: To maintain its dominance in property valuations, Zillow could look at companies specializing in AI-driven valuation and appraisal solutions. Why This Matters: Accurate and rapid valuations are crucial for winning consumer trust and keeping Zillow’s pricing tools ahead of competitors.
7. Real Estate Education Platforms: Acquiring a company focused on real estate education and licensing could allow Zillow to influence new agents entering the industry. Why This Matters: Owning an education platform would allow Zillow to shape how new agents are trained, potentially creating a pipeline of Zillow-aligned professionals.
8. Legal Tech for Real Estate: The legal aspects of transactions—contracts, compliance, and disclosures—are ripe for integration into Zillow’s platform. Why This Matters: Streamlining legal compliance within its ecosystem further strengthens Zillow’s grip on the transaction process.
9. International Real Estate Portals: If Zillow plans to expand globally, acquiring international real estate platforms could fast-track its entry into new markets. Why This Matters: Expanding internationally would allow Zillow to replicate its U.S. success on a global scale.

What’s Zillow’s Endgame?

So let’s be clear about Zillow’s endgame. They don’t care about enhancing our listings or supporting our agents. Zillow’s business model is built on domination. In the U.S., Zillow has already used partnerships to infiltrate the real estate industry, extract as much data as possible, and then sideline agents and brokerages entirely. They didn’t become a multi-billion-dollar company by being your buddy—they did it by systematically eliminating the competition.

It’s clear that Zillow is aiming for vertical integration: controlling every aspect of the real estate transaction, from search to closing. By owning these platforms, Zillow is positioning itself as a one-stop shop where buyers and sellers can search for homes, schedule showings, make offers, and close deals—all without leaving the Zillow ecosystem. And their ultimate goal? To remove intermediaries (read: agents and brokers) and become the dominant force in real estate. They’ve already experimented with direct-to-consumer models like iBuying through Zillow Offers. While that program has been paused, the lessons learned from it—and the data collected—are undoubtedly being channeled into their next strategy.

Zillow Is Not Your Friend: Why Canadian Brokerages Partnering with Zillow Have Made a Grave Mistake

As a Managing Partner in multiple real estate brokerages who’s still actively in the trenches, working with buyers and sellers every day, I’m watching some of my fellow brokerages across Canada partner with Zillow and I’m honestly confused by the motivation. Brokerages like iPro Realty, RE/MAX Condo Plus, Living Realty, and PSR Brokerage are handing over the foundation of what makes us professionals: trust, relationships, and expertise. And for what? A bit of temporary exposure on a platform designed to take our jobs and destroy our industry? In my opinion, this isn’t just a bad business decision—it’s a betrayal to every hardworking agent and brokerage who’s trying to uphold the value of what we do. While this might seem like a good way to gain exposure, it comes with significant challenges and potential risks.

Examples of Partnerships and Their Implications

1. iPro Realty: With over 1,700 agents, iPro Realty has provided Zillow access to one of the largest pools of real estate data in Canada. While this partnership promises international exposure for listings, it also means that Zillow gains insights into local markets, which could ultimately favor their own interests over those of iPro's agents.
2. RE/MAX Condo Plus: The intent behind partnering with Zillow is to help agents demonstrate value through increased visibility. However, the risk is that Zillow's platform may overshadow the agent's expertise, making the agent seem secondary to the listing itself. This could affect the trust that agents have worked hard to build with their clients.
3. Living Realty: Leadership at Living Realty has praised Zillow’s technology as beneficial for Canadian buyers and sellers. However, there is a concern that by relying on a third-party platform, client relationships could be weakened. Zillow's aim is to monetize these relationships, which Living Realty has worked to build over years.
4. PSR Brokerage: A boutique firm, PSR Brokerage has sought global exposure for luxury listings by partnering with Zillow. However, luxury clients often value discretion, which can be at odds with a large mass-market platform like Zillow. The partnership might expose listings broadly, but it also opens the door for Zillow to target the luxury market without direct brokerage involvement.
5. Royal LePage Urban & Innovate: These brokerages partnered with Zillow for increased visibility, but this decision could undermine REALTOR.ca, the platform developed by the Canadian Real Estate Association to protect agents and brokerages. Diverting attention to Zillow may weaken REALTOR.ca’s effectiveness, which is critical for maintaining agent and brokerage control.

Why These Partnerships Require Caution

These partnerships, while offering increased visibility, also involve risks that need to be carefully weighed. By sharing data and relying on Zillow for exposure, brokerages may find themselves less independent and more vulnerable to Zillow's broader strategy of market dominance. It’s important to evaluate whether the short-term benefits outweigh the potential long-term consequences. I think these best intentions partnership overlooked a critical mistake. You’ve sold out your agents, your data, and your clients to a platform that doesn’t care about your success. It’s not too late to rethink this. Learn from what happened in the U.S., and don’t let Zillow do to Canada what it’s already done south of the border. If we don’t stand together now, we’ll all pay the price later.

Why is the Industry Silent?

The lack of widespread industry conversation about Zillow’s acquisition of DotLoop (and others) and its broader implications boils down to a combination of factors—complacency, misunderstanding of data’s value, fear of change, and perhaps, a touch of denial. Here’s why this critical issue hasn’t been addressed as urgently as it should be:

1. DotLoop Feels Invisible to Clients: Most clients don’t know (or care) which transaction software is being used behind the scenes. It’s not a visible part of their experience, so it doesn’t raise red flags. This invisibility means that the end consumer isn’t asking questions, which leads to less overall scrutiny.
2. Agents Prioritize Convenience Over Strategy: Let’s face it—many agents use the tech tools put in front of them without a second thought. These tools preach efficiency and often integrate themselves into existing workflows. Few agents stop to consider who owns the platform controlling the data or the potential long-term consequences. The convenience factor often trumps strategic thinking, which allows Zillow to embed itself deeper without much pushback from those feeding the system.
3. Lack of Industry Leadership: Major real estate organizations and associations haven’t made data ownership a headline issue. The leadership vacuum means that most agents and brokers don’t have the necessary guidance or awareness to fully understand what's at stake. Without industry leaders sounding the alarm, agents are left unaware of the potential ramifications of Zillow's growing influence.
4. Zillow’s Branding Distracts From Reality: Zillow has successfully branded itself as a “partner” to agents, offering helpful tools and services that make their jobs easier. Their slick branding and polished products distract from the reality that they are also actively working to replace agents by making Zillow the main interface for consumers. The narrative that Zillow is an ally has been carefully crafted to mask their true intentions—to become the only name consumers think of when they need real estate services, ultimately cutting agents out of the equation.
5. The Impacts Are Gradual: Zillow’s strategy isn’t an overnight overhaul—it’s a slow, steady consolidation of power. The changes are incremental, making it easy for agents to overlook the bigger picture. This “boiling frog” effect means that by the time the full scope of Zillow's strategy becomes apparent, it may already be too late to counteract. Each acquisition and service integration has been a small, seemingly innocuous step, but collectively, they amount to a significant reconfiguration of the real estate landscape. Because of the gradual nature of these changes, they fail to generate the kind of alarm that would prompt widespread resistance, allowing Zillow to grow unchecked.
6. Confusion About Data Ownership: Many agents don’t fully understand what happens to their transaction data once it’s in DotLoop or other Zillow-owned platforms. Zillow’s terms of service aren’t exactly highlighted in bold, and the lack of transparency adds to the confusion. This lack of understanding around data ownership means that agents are often unaware of the implications of feeding their business information into Zillow’s ecosystem. Data is one of the most valuable assets in real estate today, and by unwittingly sharing it with Zillow, agents are fueling the very machine that could one day replace them.
7. Fear of Change: Switching platforms feels like a hassle. Even agents who are wary of Zillow often stick with DotLoop because it’s easier than finding and adopting an alternative. The perceived inconvenience of switching, along with the comfort of using a familiar tool, means that Zillow continues to hold onto the transaction data that powers its platform. There is also a fear that clients and colleagues may struggle with new systems, causing disruptions to their business. This inertia, rooted in the fear of short-term disruptions, is a significant factor in allowing Zillow to entrench its products deeper into industry workflows.
8. Focus on Short-Term Results: Real estate is a fast-paced business, and many agents are so focused on closing deals that they don’t take the time to think about long-term industry shifts. The pressure to deliver immediate results means that few agents are investing energy into understanding or resisting Zillow's larger strategy. Short-term thinking keeps agents on a transactional treadmill—constantly moving from deal to deal—leaving no bandwidth for big-picture strategic planning. This relentless focus on immediate results benefits Zillow because it allows them to carry out their long-term plans with minimal opposition from agents who are simply too busy to notice.
9. Complacency and Fragmentation Among Agents: The industry is made up of thousands of independent agents and brokerages, making collective action difficult. Without a centralized effort to push back, individual agents don’t have the power or influence to challenge a giant like Zillow. This fragmentation plays to Zillow’s advantage, as they can push their agenda without facing unified opposition. (The very same thing that allows our regulator in Ontario - RECO - to be our judge, jury and executioner. But that will be saved for a future article!) The lack of a coordinated response means that even if agents want to resist Zillow’s encroachment, they lack the organizational structure or leadership to do so effectively. Real estate associations have also been slow to respond, exacerbating the difficulty of mounting a collective resistance.
10. Zillow Controls the Narrative: Zillow has deep pockets and a powerful PR machine. They’ve successfully positioned themselves as an ally to agents, deflecting criticism and avoiding scrutiny. By controlling the public narrative and presenting themselves as a tech-forward, agent-supportive platform, Zillow has muted much of the backlash that should have followed their acquisitions and strategic moves. When Zillow bought DotLoop, they marketed it as a move to improve transaction efficiency, not as a data grab. Many agents took this at face value. Moreover, Zillow has consistently downplayed its competitive ambitions while simultaneously taking steps to reduce agents’ roles. It’s a slow creep, not an overt takeover, and that makes it harder to sound the alarm. They have leveraged their massive marketing budget to frame their efforts as beneficial to both consumers and agents, making it harder for critics to gain traction. This narrative control allows Zillow to move forward with their plans while convincing many agents that Zillow's growth will ultimately benefit them, which prevents the kind of widespread pushback that could hinder their ambitions.
11. Misunderstanding the Importance of Data: Real estate professionals have traditionally thought of their value in terms of relationships, negotiation skills, and market knowledge. But in today’s tech-driven world, data is the most valuable currency—and this shift hasn’t been fully understood across the industry. Many agents and brokers don’t realize that when they use a platform like DotLoop, they’re giving Zillow access to transaction-level insights that it can use to compete against them. Without a clear understanding of how data shapes Zillow’s strategy, the threat isn’t immediately obvious.
12. Denial: “It Won’t Happen to Me”: Many agents and brokers believe their value is irreplaceable—that no tech platform can replicate the trust and expertise they bring to the table. While this is true to some extent, it underestimates Zillow’s ability to offer convenience and lower costs, which could attract a significant segment of the market. By the time agents realize they’re being sidelined, the infrastructure might already be in place.

Why The Silence Is Dangerous for Agents and Brokers

Zillow’s acquisitions—and the power they give the company—are deeply concerning and the lack of open dialogue about it creates a perfect storm for Zillow to advance its agenda unchecked.

1. Data Centralization: By owning DotLoop and other transaction tools, Zillow has access to data that agents, brokers, and even MLSs don’t. This creates an uneven playing field where Zillow holds all the cards, and we’re left guessing.
2. Marginalizing Agents: Zillow’s long-term play isn’t hard to see: they want to minimize the role of agents. With tools that let buyers and sellers transact directly, Zillow can position itself as the go-to platform, reducing the need for traditional representation.
3. Consumer Trust at Risk: Clients trust us to guide them through the complex process of buying or selling a home. But when their transaction data flows through Zillow-owned platforms, it’s not always clear who’s serving whom. Zillow’s growing presence could erode the trust clients place in agents.
4. Monopolization: The real estate industry thrives on diversity—of agents, brokerages, tools, and platforms. Zillow’s consolidation of power threatens this balance, stifling competition and innovation.
5. Zillow Can Bypass Brokerages Entirely: By owning DotLoop, Zillow has direct access to transaction-level insights that traditionally flowed through brokerages. This weakens the brokerage model, as Zillow can use the data to build tools that allow buyers and sellers to transact directly, cutting brokers out of the process. Over time, this diminishes the need for agents to affiliate with brokerages for back-office support, further marginalizing both entities.
6. Increased Pressure on Agent Commissions: Zillow’s long-term strategy is to lower the perceived value of agents in the transaction process. By offering “easy-to-use” tools and data directly to consumers, Zillow is conditioning buyers and sellers to see real estate transactions as something that can be managed independently, potentially driving down the standard commission structure. Brokerages that rely on a cut of agent commissions will feel the pressure as agent income shrinks.
7. Zillow Controls the Transaction Flow: When brokerages rely on DotLoop for transaction management, they’re effectively letting Zillow control the flow of deals. This means Zillow gets insights into deal volume, pricing trends, and even agent productivity. With this information, Zillow can identify high-performing agents or brokerages and either poach them or use their practices as a blueprint for tools designed to compete against them.
8. Conflict of Interest for Agents: Agents are already competing with Zillow for leads. Now, when agents use DotLoop, they’re essentially feeding valuable data to a competitor. This creates a serious conflict of interest—agents are paying for leads through Zillow’s advertising programs while simultaneously giving Zillow free access to their transaction details. It’s a lose-lose situation for agents and brokers.
9. Zillow Weakens MLS Influence: MLSs traditionally serve as the gatekeepers of listing data, maintaining a level of balance and fairness in the industry. By owning platforms like DotLoop and Bridge Interactive, Zillow has positioned itself to gather data directly from agents and brokerages, bypassing the MLS in some instances. This weakens the MLS’s role and consolidates Zillow’s influence as the primary aggregator of real estate information.
10. Limited Technology Alternatives: As Zillow continues to expand its ecosystem, it becomes harder for brokerages and agents to operate outside of Zillow’s influence. Many transaction platforms, lead-generation tools, and showing services are either owned by Zillow or integrate with its systems. This dependency creates a vicious cycle: the more agents and brokers rely on Zillow’s tools, the more power Zillow gains. Breaking free becomes increasingly difficult.

What Can Agents and Brokers Do?

The choice is ours. We can either stand by and let Zillow shape the future, or we can take action to ensure that real estate remains agent-driven, where the value of relationships, trust, and expertise continues to be the foundation of every transaction. Zillow’s rise isn’t inevitable, but fighting back requires a concerted effort. The future of real estate as we know it in Canada is at stake, and the question is simple: Are we ready to fight for the role of agents and brokers, or will we let Zillow dictate the future of our profession?

If Zillow wants to control the heart of the real estate industry, it must own the data, dominate the transaction process, and become the go-to destination for consumers, agents, and brokers alike. This level of control would require bold moves and significant investments, but could solidify Zillow as the undeniable leader in real estate for decades to come.

If agents and brokerages want to prevent Zillow from dominating the heart of the real estate industry, they must proactively adopt strategies that strengthen their value proposition, enhance collaboration, and leverage technology on their own terms. How can we counter Zillow’s growing influence:

1. Reclaim Control of Data & Strengthen MLS Systems: Collaborate with local MLSs to improve their technology and ensure they remain the primary data source for listings. Encourage MLS organizations to adopt stricter data-sharing policies that limit Zillow’s access to critical real estate information. Develop Proprietary Tools: Brokerages should invest in developing or adopting their own transaction management platforms, CRMs, and listing tools to keep data in-house. Advocate for Data Ownership: Push for industry-wide standards that establish clear rules on who owns and controls transaction data. Work with associations like CREA, NAR, and local real estate boards to implement policies protecting agents’ and clients’ information.
2. Strengthen REALTOR.ca and Other Local Platforms & Invest in REALTOR.ca: Brokerages and associations must work together to improve REALTOR.ca’s technology, user experience, and branding to make it a viable alternative to Zillow. Add features like enhanced property insights, AI-powered tools, and better marketing options to attract consumers. Create Regional Alternatives: Brokerages can collaborate to develop localized listing platforms tailored to their markets, reducing reliance on Zillow.
3. Focus on Consumer Relationships & Enhance Agent Visibility: Promote your agents’ local expertise and personal service. Use marketing campaigns to remind consumers why working with a professional is invaluable. Personalize the client experience to build loyalty and reduce the temptation to use faceless tech platforms. Educate Consumers: Be transparent about how platforms like Zillow operate, including their monetization of data and lead generation practices. Highlight the benefits of working directly with an agent versus relying on automated tools.
4. Collaborate Across the Industry & Form Alliances: Form alliances with other brokerages to share resources, develop proprietary technology, and present a united front against Zillow’s encroachment. Agent-Led Movements: Encourage agents to collectively advocate for policies and practices that protect their role in the transaction process. Industry Advocacy: Work with real estate boards and associations to lobby for regulations that limit monopolistic practices and safeguard the role of agents and brokerages.
5. Strengthen Agent Tools & Invest in Technology: Provide agents with tools for virtual tours, AI-driven lead generation, and personalized client management. Develop transaction platforms that streamline workflows while keeping data secure. Focus on Training: Offer ongoing education on new technology, marketing strategies, and client relationship management to ensure agents stay competitive.
6. Protect Agent Commissions & Advocate for Fair Compensation: Educate consumers about the value of full-service real estate agents and the work that goes into a successful transaction. Resist trends toward reduced commissions by emphasizing the premium service agents provide.
7. Limit Dependence on Zillow & Develop Independent Marketing Channels: Invest in SEO, social media, and content marketing to generate leads directly. Build brokerage or agent websites optimized for local search to attract clients without third-party platforms. Create Alternative Lead Sources: Use local advertising, community events, and referral programs to generate leads outside of Zillow’s ecosystem.
8. Push Back on Pay-to-Play Models & Advocate for Listing Exclusivity: Work with MLSs to ensure leads from listings go directly to the listing agent, not to third-party platforms. Support policies that prevent platforms from monetizing listings without explicit consent from the listing broker. Promote Local Alternatives: Encourage clients and agents to use platforms that prioritize transparency and direct agent-client relationships.
9. Focus on Local Expertise & Double Down on Hyper-Local Marketing: Position agents as community experts with deep knowledge of local markets, neighborhoods, and pricing trends. Highlight testimonials and success stories to showcase the value of working with a trusted local professional. Leverage Unique Insights: Provide clients with data and analysis that Zillow can’t replicate, such as insights into off-market properties, local zoning changes, and upcoming developments.
10. Advocate for Government Oversight & Push for Antitrust Action: Work with industry associations to call for investigations into Zillow’s practices and their impact on competition. Lobby for Data Privacy Laws: Advocate for regulations that limit how real estate data can be collected, shared, and monetized by third parties.

The Bottom Line

The reason the industry isn’t talking about this is the same reason Zillow’s strategy is so effective: it’s happening quietly, incrementally, and without much resistance. But if we don’t start having this conversation now—loudly and persistently—we risk waking up one day to find that Zillow owns not just the data, but the entire transaction process. And by then, it’ll be too late to take it back. Their ultimate goal? To minimize the role of agents and brokers entirely. The future of the real estate industry depends on agents and brokerages taking action now to counter Zillow’s growing influence. By reclaiming control of data, enhancing consumer relationships, and investing in technology, the industry can maintain its independence and ensure that real estate remains a profession driven by people, not platforms. If agents and brokerages band together, they can not only prevent Zillow - or other similar tech congolomerates - from taking over but also build a stronger, more resilient future for the industry.