Although India’s blueberry industry is still at an early stage of development, the next five years will be decisive in determining whether it can become a reliable commercial category.
According to Jamie Petchell, co-owner and director of Global Plant Genetics (GPG), the Asian country nevertheless has a great deal to offer. In an interview with Portalfruticola.com, Petchell highlights how the sector is showing concrete signs of momentum.
“There is real momentum: pioneer growers, growing curiosity from retailers and an increasing appetite for premium fresh fruit among urban consumers,” says Petchell.
However, the expert notes that the industry must now prove it can move beyond pilot projects by ensuring consistent quality and volumes.
Towards a more stable sector
“The category is still validating its fundamentals at scale: from genetics and production systems to cold chain execution and consumer education,” he adds.
According to Petchell, several milestones will determine India’s transition from an “emerging” to a “established” market. These include the development of climate-specific production models for the country’s diverse regions, the achievement of multi-seasonal consistency at commercial scale, and the creation of a national blueberry season capable of building consumer trust and repeat purchases.
He also stresses the need for rapid professionalisation of the sector, including standardised management, stronger cold chains and data-driven agronomy.
“This is a critical phase,” Petchell says. “Many emerging markets stall right here.”
Genetics as a key success factor
Petchell explains that genetics will play a decisive role in determining the success of India’s blueberry sector, given the country’s hot and humid conditions and mild winters.
“India’s climate offers opportunities but also complexity,” he notes. “Many regions are warm, winters are mild, and conditions can be humid and conducive to disease development. This makes genetics absolutely fundamental to success.”
According to the manager, low-chill adaptation, heat tolerance, fruit firmness, shelf life and a consistent flavour profile are key traits.
“In early-stage markets, you can sometimes operate with lower volumes, but not with disappointing fruit,” Petchell emphasises.
Varieties suited to the Indian context
GPG believes that varieties developed by the University of Georgia breeding programme are particularly relevant to the Indian context.
“These varieties combine low or zero chill requirements with commercial-quality fruit traits, particularly in terms of firmness and post-harvest resilience,” Petchell explains. “In markets where the cold chain is still developing, shelf life is not just a commercial advantage, but a structural necessity.”
Genetics, he warns, must also be compatible with production systems commonly used in India, including container and substrate-based cultivation in protected environments.
Addressing infrastructure constraints
According to Petchell, the cold chain represents the most immediate constraint on sector growth, particularly due to its impact on the consumer experience.
“Cold chain, production systems and market education are all important,” he says. “But right now, the main bottleneck is the consistency of the consumer experience, which is often undermined by weaknesses in the cold chain and handling practices.”
Petchell warns that a poor first impression can suppress demand in premium categories.
“You can grow excellent blueberries, but if they arrive warm, soft or with reduced shelf life, consumers are unlikely to repurchase them, especially at premium prices.”
Building islands of excellence
As a short-term solution, he suggests focusing on selected, well-executed value chains.
“The industry should prioritise building ‘islands of excellence’: specific routes where cold chain, handling and retail execution are consistently right from field to shelf,” he explains.
Petchell cites FD Berries as an example of a disciplined, systems-oriented local partner capable of contributing to category development.
“They do not treat blueberries as a quick diversification crop,” he notes. “Instead, they are investing in the fundamentals: the right genetics, the right agronomy and the right route to market.”
Consumption potential and opportunities
He also highlights how strong local partners are essential in emerging markets due to their knowledge of regional conditions, labour dynamics and retail behaviour.
Per capita blueberry consumption in India remains low, but according to Petchell this represents a major opportunity. Drawing on experiences from other emerging markets, he reiterates that flavour and quality must come before volume.
“The most important lesson from other emerging blueberry markets is simple: demand is created through consistent eating quality, not through volume,” he says. “A poor experience can undo a great deal of marketing effort.”
If the sector succeeds in aligning genetics, production systems, cold chain management and consumer experience, Petchell believes progress could accelerate rapidly.
“The opportunity is enormous, but only if the foundations are built correctly,” he concludes.
Text and image source: www.portalfruticola.com
