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Site do Banco Central pode ajudar os consumidores a pesquisarem os juros aplicados por diferentes instituições

Por Beatriz Rocha – Publicado em 22/10/2024 – 21h46

A Caixa Econômica Federal recentemente anunciou mudanças nas regras para quem busca o financiamento de imóvel pelo Sistema Brasileiro de Poupança e Empréstimo (SBPE). Relatos mostrados nesta reportagem do Estadão também indicam que os consumidores têm enfrentado negativas mesmo em negociações avançadas com o banco.

As alterações comunicadas pela Caixa começam a valer a partir de 1° de novembro. De acordo com a instituição, as novas regras não se aplicam às unidades habitacionais vinculadas a empreendimentos financiados pelo banco. As propriedades já adquiridas também não terão as suas regras de financiamento alteradas, e as mudanças só valerão para futuros contratos.

Para quem optar pelo Sistema de Amortização Constante (SAC), em que a prestação cai ao longo do tempo, a entrada subirá de 20% para 30% do valor do imóvel. Pelo sistema Price, que trabalha com parcelas fixas, o valor aumentará de 30% para 50%. Ou seja, em ambos os casos, a pessoa precisará guardar mais dinheiro para conseguir entrar em um financiamento.

Nesta reportagem, apresentamos simulações de como as mudanças devem afetar os consumidores. Tomando como base um imóvel de R$ 500 mil, pelo antigo modelo no SAC, a pessoa precisaria pagar R$ 100 mil de entrada. Agora esse valor subirá para R$ 150 mil. Já no sistema Price, a entrada, que antes era de R$ 150 mil, passará a ser de R$ 250 mil.

Além da exigência de um maior valor de entrada, a Caixa também passará a financiar a compra ou a construção individual de imóveis que tenham valor de avaliação ou de compra e venda limitado a R$ 1,5 milhão pelo SBPE. Antes, o crédito pelo Sistema Financeiro da Habitação (SFH), com juros mais baixos, estava restrito a imóveis de R$ 1,5 milhão, mas as linhas do Sistema Financeiro Imobiliário (SFI) não tinham teto de valor do imóvel.

Como pesquisar outros bancos para conseguir financiamento?

Com a maior restrição ao crédito habitacional pela Caixa, a principal recomendação é comparar outras opções de bancos antes de contratar um financiamento imobiliário. Nessa hora, vale pesquisar as taxas de juros cobradas por cada instituição.

Os valores podem variar conforme a análise de crédito do cliente e o seu relacionamento com o banco. De forma geral, no entanto, grande parte dos contratos acordam uma taxa prefixada. Assim, o contratante sabe exatamente a porcentagem de juros associada ao financiamento até o fim dos pagamentos.

Também existem contratos em que a taxa de juros imobiliários é variável. Nesse caso, ela sofre reajustes periódicos considerando um índice de referência, como o Índice Nacional de Preços ao Consumidor Amplo (IPCA) ou a Taxa Referencial (TR).

No site do Banco Central (BC), o consumidor pode consultar diferentes formas de juros praticados pelos bancos. essa é uma informação importante que ajuda a fazer comparações para checar se os produtos de financiamento de imóvel ofertados estão praticando juros abaixo ou acima da média do mercado. Abaixo, veja as páginas do BC que divulgam a informação:

Taxas prefixadas para pessoas físicas:

• Financiamento imobiliário com taxas de mercado
• Financiamento imobiliário com taxas reguladas

Taxas pós-fixadas referenciada em TR

• Financiamento imobiliário com taxas de mercado
• Financiamento imobiliário com taxas reguladas

Taxas pós-fixadas referenciada em IPCA

• Financiamento imobiliário com taxas de mercado
• Financiamento imobiliário com taxas reguladas

Leia mais no texto original: (https://einvestidor.estadao.com.br/educacao-financeira/taxas-financiamento-imobiliario-bancos/)

© 2024 Todos os direitos são reservados a E | Investidor Estadão, conforme a Lei nº 9.610/98.

As a founder, product lead at Pinterest and PM for a couple products at Google, as well as a growth partner for Initialized Capital, I’ve seen many product teams struggle to grow. Many products start out with a bang. Some find product-market fit with sustained growth. A few have gone through spurts of hyper-growth. But more often than not, I’ve seen most of them linger then fizzle.

“Founders launch their product, wonder why it isn’t growing like gangbusters and then immediately try to fix their growth problem.”

They turn to growth tactics like optimizing their on-boarding funnel, SEO or push notifications before really understanding what they are building and who they are building for. This may create an initial burst of short-term growth.

But it ultimately leads to high churn of your possible customers, while ignoring problems in the core product.
Before trying different growth tactics like throwing spaghetti at a wall, startups need to take a fresh look at their users, evaluate their product end goals and re-define the journey they want their users to take to get there. Here are some tips that can help define a path which will clarify the different steps needed to unlock product growth.

Enterprise applications are complex — there is an insane amount of information that is to be displayed that contains data from various sources, modules and users. There are complex graphs, usage patterns, and lists of data that need to be skimmed through before one can make sense of what the console is getting at.

“The biggest challenge with designing enterprise applications is the lack of examples of patterns that work or don’t work in specific scenarios.”

Since most enterprise applications contain sensitive data pertaining to the company, there are very few examples out there that talk to some of the common problems faced while designing enterprise apps. There exists pattern libraries that talk in-depth about how each component should work but very little on when to use them. The patterns we see in design libraries are often oversimplified and does not work in real enterprise applications where data and the use-cases are more complex in nature.

What you see below is a typical enterprise application. The working window is dense with information with a crazy number of panels each indicating information that is contextual to any other selection made on the screen.

There are certain topics that even some of the smartest people I talk with who aren’t startup oriented can’t fully grok. One of them is whether profitability matters. It’s common cocktail party chatter to hear people confidently pronounce that some well known startup is sure to blow up.

Or you know the other one — the one where Snapchat lost $2 billion in just one quarter. Two-fucking-billion! What a disaster! Except that they didn’t actually lose $2 billion in cash. It was a stock option incentive related “expense” but I bet you didn’t know that because in an era where we only read the headlines — they must be a train wreck losing billions. (They actually lost about $175 million in cash in that quarter, FWIW. See appendix if you want to know more on this.)

“How could they succeed when they’re not even profitable!”

If you hire 6 senior sales reps in January at $120,000 / year salary then you’ve taken on an extra $60,000 per month in costs yet these sales people might not close new business for 6 months. Your profitability will go down for 2 quarters while your growth may increase dramatically in quarters 3–12.
I know this seems obvious but I promise you that even smart people forget this when talking about profitability. 70–80% of the costs of most startups are employee costs so what you’re really talking about when a company is unprofitable is that they are growing their staff ahead of their revenue.

As a founder, product lead at Pinterest and PM for a couple products at Google, as well as a growth partner for Initialized Capital, I’ve seen many product teams struggle to grow. Many products start out with a bang. Some find product-market fit with sustained growth. A few have gone through spurts of hyper-growth. But more often than not, I’ve seen most of them linger then fizzle.

“Founders launch their product, wonder why it isn’t growing like gangbusters and then immediately try to fix their growth problem.”

They turn to growth tactics like optimizing their on-boarding funnel, SEO or push notifications before really understanding what they are building and who they are building for. This may create an initial burst of short-term growth.

But it ultimately leads to high churn of your possible customers, while ignoring problems in the core product.
Before trying different growth tactics like throwing spaghetti at a wall, startups need to take a fresh look at their users, evaluate their product end goals and re-define the journey they want their users to take to get there. Here are some tips that can help define a path which will clarify the different steps needed to unlock product growth.

There are certain topics that even some of the smartest people I talk with who aren’t startup oriented can’t fully grok. One of them is whether profitability matters. It’s common cocktail party chatter to hear people confidently pronounce that some well known startup is sure to blow up.

Or you know the other one — the one where Snapchat lost $2 billion in just one quarter. Two-fucking-billion! What a disaster! Except that they didn’t actually lose $2 billion in cash. It was a stock option incentive related “expense” but I bet you didn’t know that because in an era where we only read the headlines — they must be a train wreck losing billions. (They actually lost about $175 million in cash in that quarter, FWIW. See appendix if you want to know more on this.)

“How could they succeed when they’re not even profitable!”

If you hire 6 senior sales reps in January at $120,000 / year salary then you’ve taken on an extra $60,000 per month in costs yet these sales people might not close new business for 6 months. Your profitability will go down for 2 quarters while your growth may increase dramatically in quarters 3–12.
I know this seems obvious but I promise you that even smart people forget this when talking about profitability. 70–80% of the costs of most startups are employee costs so what you’re really talking about when a company is unprofitable is that they are growing their staff ahead of their revenue.

Enterprise applications are complex — there is an insane amount of information that is to be displayed that contains data from various sources, modules and users. There are complex graphs, usage patterns, and lists of data that need to be skimmed through before one can make sense of what the console is getting at.

“The biggest challenge with designing enterprise applications is the lack of examples of patterns that work or don’t work in specific scenarios.”

Since most enterprise applications contain sensitive data pertaining to the company, there are very few examples out there that talk to some of the common problems faced while designing enterprise apps. There exists pattern libraries that talk in-depth about how each component should work but very little on when to use them. The patterns we see in design libraries are often oversimplified and does not work in real enterprise applications where data and the use-cases are more complex in nature.

What you see below is a typical enterprise application. The working window is dense with information with a crazy number of panels each indicating information that is contextual to any other selection made on the screen.