Summary of the presentation "Blueberries in a global market: implications for growers" delivered by Marco R. Butera (BetterBerries) at the Berry Area (Macfrut 2026).
The global blueberry market is going through a phase of disruptive transformation, driven by an exponential increase in traded volumes and the emergence of new, highly competitive international production districts.
In this scenario, the Italian sector is facing a delicate strategic crossroads: farm-gate price dynamics are no longer determined locally, but are increasingly under pressure from a European calendar that is more saturated and interconnected than ever.
To protect operating margins, the race for volumes is no longer enough. What is needed is an urgent rethink of the agricultural model, based on technical efficiency in the field, a radical varietal renewal and a stronger capacity for supply chain organization.
Understanding the evolution of new foreign competitors in depth is therefore the first step in guiding the commercial and production repositioning of Italian blueberries.
Key takeaways
1. Italian productivity remains too low.
The average blueberry yield in Italy stands at 7.8 tonnes per hectare, well below the 13.8 tonnes per hectare recorded in the Southern Europe/North Africa basin. This figure highlights a structural gap of a technical and agronomic nature, rather than a climatic one.
2. The concentration on Duke exposes the system to a commercial risk.
In key districts such as Piedmont, the Duke variety accounts for around 90% of the acreage. This concentrates supply into a very narrow window of just 3-4 weeks, increasing the risk of oversupply and price pressure.
3. New competitors are rewriting sales windows.
Georgia is now firmly present in the early window, while Romania and Serbia overlap directly with the Italian summer calendar, reducing the commercial advantages that once came from geographical positioning.
4. The Italian market is growing, but domestic supply is not enough.
Domestic demand expresses valuable latent demand, with a 41% increase in purchased volumes. However, to compensate for the limits of national supply, distributors still import around 15,000 tonnes per year.
5. Labour shortages make mechanized harvesting a key issue.
The transition towards partial or full mechanized harvesting systems is becoming increasingly urgent. This requires varieties with adequate berry size, uniform ripening, good firmness and plant architecture compatible with new harvesting models.
6. The absence of national representation weakens the supply chain.
The lack of a national association of Italian growers fragments the sector, penalizing it in political negotiations, access to EU funds, phytosanitary defence and the promotion of Italian origin.
What emerges from the presentation
The competitive structure of the European blueberry market has changed radically. The advantage no longer depends only on geographical position or the earliness of the calendar, but increasingly on technical agronomic efficiency, organizational capacity and the commercial quality of the product.
Italian production, historically positioned in a profitable window between June and July, is now under pressure from new continental players. Georgia has strengthened its presence in the spring months, while countries such as Romania and Serbia directly intercept the summer phase, competing with the Italian calendar.
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The Serbian case is a concrete warning. The concentration of plantings on a limited number of varieties and the strategy of sending large volumes to Northern European markets have exposed all their fragility in meteorologically unstable seasons, with high rejection rates and a consequent collapse in prices.
The Italian risk: too much supply in the same window
This vulnerability could also be replicated in Italy, where the strong focus on the Duke variety compresses supply into just over three weeks.
When a very high share of production reaches the market in the same period, the risk is not only agronomic but, above all, commercial: loss of bargaining power, greater exposure to foreign competition and pressure on farm-gate prices.
The productivity issue
In addition to commercial fragility, there is a significant technical gap. The Italian average yield of 7.8 tonnes per hectare remains far from the performance of the Southern Europe/North Africa basin, where average values reach 13.8 tonnes per hectare.
This figure suggests that the problem cannot simply be attributed to climate. The difference is more closely related to agronomic management, varietal suitability, planting structure, the quality of cultivation techniques and the ability to adopt more efficient production models.
For Italian blueberries, the issue is therefore not only to produce more, but to produce better: with greater continuity, better size, longer shelf-life, recognizable taste and quality standards consistent with the requirements of large-scale retail.
Diversifying varieties to reduce risk
Varietal renewal is becoming one of the most urgent steps. Excessive dependence on a single variety reduces commercial flexibility and makes the system more vulnerable to climate fluctuations, harvest concentration and changes in demand.
The new international competition requires varieties capable of covering different windows, ensuring consistent quality and responding to the needs of retailers and consumers. In particular, characteristics such as large size, crunchiness, post-harvest shelf-life, uniform ripening and a distinctive sensory profile are becoming increasingly important.
| Critical issue | Effect on the supply chain | Strategic response |
|---|---|---|
| Lower yields than competitors | Higher unit costs and lower competitiveness. | Technical improvement, new plantings, more efficient agronomic management. |
| Dependence on Duke | Supply concentration in just a few weeks and risk of price pressure. | Varietal diversification and extension of the production calendar. |
| New European competitors | Overlap of commercial windows and reduction of historical advantages. | Premium positioning, distinctive quality and stronger commercial organization. |
| Labour shortage | Higher harvesting costs and operational difficulties during production peaks. | Varieties suitable for mechanized harvesting and restructuring of plantings. |
| Absence of national representation | Lower political, technical and promotional influence. | Creation of a unified voice for the Italian supply chain. |
Labour and mechanization: an issue that can no longer be postponed
The structural shortage of agricultural labour adds another layer of complexity. Blueberries remain a labour-intensive crop, especially at harvest, but the availability of skilled and timely labour is increasingly uncertain.
For this reason, suitability for partial or full mechanized harvesting is becoming a strategic requirement. It is not only a matter of introducing machines into the field, but of rethinking the entire production system: varieties, planting layouts, plant height, uniform ripening, fruit resistance and commercial destination.
Genetic renewal must therefore respond simultaneously to two needs: improving the quality perceived by the market and making farm operations more sustainable.
Domestic demand remains underserved
The Italian paradox is that domestic demand is growing rapidly, but local supply is still unable to cover market needs. The increase in volumes purchased by consumers signals an expanding category, with significant development margins.
However, the need to import around 15,000 tonnes per year shows that the Italian production system is still not in a position to fully capture this opportunity.
The challenge, therefore, is not only about defending the sector from foreign competition. It is also about turning the growth of domestic demand into greater value for Italian growers, by building a more continuous, organized and recognizable supply.
The missing piece: a national voice
The leap forward for Italian blueberries cannot be achieved only at company level. A higher level of supply chain coordination is also needed.
The absence of a national growers' association limits the sector's ability to influence political negotiations, gain structured access to EU funds, address phytosanitary emergencies and strongly promote Italian origin.
In summary
Italian blueberries are facing a decisive phase. The market is growing, but competitive pressure is also increasing. New producing countries are occupying windows that in the past guaranteed more stable commercial returns, while Italian consumers show expanding demand that is still largely served by imports.
To remain competitive, the sector must overcome three structural weaknesses: low average productivity, excessive varietal concentration and organizational fragmentation.
The response must come through a more technical production model, genetic renewal consistent with the needs of retail and harvesting, and the creation of a representative structure capable of giving Italian blueberries a voice in decision-making forums and on the market.
