Peru is undergoing a profound genetic transformation in blueberries. Traditional varieties such as Biloxi and Ventura are gradually losing ground, while new varietal alternatives, including those from Fall Creek’s Sekoya program, are gaining increasing space in export-oriented production.
In an interview with Frutas de Chile, Miguel Bentín, president of Proarándanos, clearly described the scale of the change underway. According to Bentín, in recent years the country has experienced a very aggressive varietal replacement process, with a gradual reduction in the areas planted with the more traditional open varieties.
“In recent years we have seen a very aggressive varietal change. Open varieties such as Biloxi and Ventura are practically the only programs whose acreage is shrinking. The total area, however, continues to grow. Last year we had 26,000 hectares certified for export, and this year we expect to reach 30,000 hectares,” Bentín explained.
The most significant figure concerns the composition of this growth. Between 2022 and 2025, according to Bentín, 39% of the increase comes from new acreage, while 61% is linked to replanting and varietal replacement. In other words, the growth of the sector is no longer just quantitative expansion, but also a qualitative reconfiguration of the production base.
“Practically all breeding programs are growing, to varying degrees, while only the Biloxi and Ventura combination is losing importance. It is very likely that these varieties will gradually disappear, making way for a new varietal map. Other varieties will also leave the market, because the evolution is entirely focused on having the best possible genetics,” he said.
More productivity, more quality, more resilience
The varietal change is not driven solely by the search for higher yields. The main driver is a more advanced balance between productivity, resistance and fruit quality.
“A variety is changed because producers are looking for more productivity, greater resilience and a better product. Today there is a more interesting balance between these factors than there was a few years ago, and this has made it possible to improve the average quality of blueberries available on the market. Consumer trends are also pushing in this direction, because the average grower is becoming increasingly efficient,” Bentín explained.
The president of Proarándanos emphasized that commercial standards have also evolved rapidly. A few years ago, fruit measuring 9 millimeters was marketed; later the standard rose to 10, 11 and 12 millimeters. Today, some markets already require minimum sizes of 12 millimeters.
“In the past, a 15-millimeter fruit was considered premium and an 18-millimeter fruit exceptional. Today these standards are even higher. But it is not only about size: other quality attributes also matter,” he observed.
This refers to the combination of elements that now defines the commercial value of blueberries: size, firmness, crunchiness, flavor, shelf life, uniformity and the ability to reach the final consumer in good condition.
The role of premium programs
Among premium varietal programs, Bentín specifically mentioned Sekoya, Fall Creek’s program.
“The most developed program for premium varieties is Sekoya. However, there are many highly competitive varieties, and this makes every season more challenging. Other factors then come into play, such as the adaptation of each variety to the different growing areas,” he added.
The issue of territorial adaptation is central. Peru is not simply introducing new varieties: it is building a true new production geography for blueberries, in which genetics, growing area, harvest calendar and commercial destination must be planned in a coordinated way.
Chile facing a new competitive reality
Bentín also addressed the relationship with Chile, historically one of the world’s main reference points for blueberries. In the past, Peru and Chile had more complementary production windows. Peru aimed to start as early as possible in order to avoid overlapping with Chilean supply.
Today, however, the scenario has changed. Peru’s supply capacity has expanded and blueberries are now available for much of the year. Seasonal windows have narrowed, and competition is increasingly less about the calendar and increasingly more about the actual quality of the product placed on the market.
“Peru’s supply capacity has expanded, and today Chile is in some ways becoming a competitor. However, we also compete with ourselves, because blueberries are now available year-round and seasonal windows have practically disappeared,” Bentín said.
According to the president of Proarándanos, the main challenge for Chile is precisely quality. Chile is a mature industry, with experience, infrastructure and consolidated services, but the process of introducing new varieties has been slower, also due to climatic conditions and the time required for varietal renewal.
“It is clear that Chile has lost competitiveness compared with Peruvian fruit. However, I see it as positive that the country is working in an organized way to focus on key factors, such as exporting fruit of the highest quality, in order to maintain a competitive and profitable position,” he commented.
The potential of high-chill varieties
Bentín also highlighted some competitive advantages of the Chilean industry: experience, efficiency, infrastructure and services. To these can be added a possible renewed interest in high-chill varieties.
“I have the impression that Chile is working intensively on high-chill varieties, a segment that had moved somewhat into the background with the development of low-chill varieties. This could represent a major opportunity for the south of the country,” he explained.
According to Bentín, high-chill varieties often tend to be closer to the original characteristics of the crop. But the key point is another one: all producing countries must adapt to market standards, which are constantly changing.
“It is essential that all producing countries adapt to the new market standards, because these are constantly evolving. The sector is extremely dynamic. As long as the best possible product is available year-round, demand will grow and the entire category will benefit,” he emphasized.
Competitiveness: what can be controlled
The strong increase in Peruvian exports has inevitably generated price pressure, especially during periods of greater supply concentration. Bentín clarified, however, that price remains a market variable that producers cannot directly determine.
“Price is a market variable that we do not control. What we can control is the genetics we use, productivity, earliness, ease of harvesting, resistance to external factors and production efficiency. To be competitive, we must offer the best possible quality and produce as efficiently as possible,” he explained.
Peruvian competitiveness therefore follows a very clear logic: reducing the cost per kilogram produced, improving quality consistency and positioning the product in the market segments capable of recognizing the highest available value.
Continuous improvement, in this sense, becomes a necessary condition for maintaining profitability. It is not just about producing more, but about producing better, with greater predictability and more consistent quality.
The issue of production concentration
One of the most delicate issues for Peru concerns the temporal distribution of supply. The country has very long production windows, but volumes still tend to be heavily concentrated in the months of October and November.
“We have very long harvest periods, but they are heavily concentrated in October and November. We recorded weekly yields of between 18 and 20 million kilograms for eight consecutive weeks. This puts the market’s absorption capacity to the test,” Bentín explained.
For this reason, one of the industry’s strategic goals is to distribute volumes better throughout the season. The ideal would be to reduce production peaks and increase activity at other times of the year.
Here too, genetics plays a decisive role. Some varieties are more flexible than others and allow greater modulation of the production calendar. Peru’s new varietal map therefore concerns not only quality improvement, but also the management of commercial timing.
Where is the growth limit?
A central question remains open: how far can Peru grow in blueberries?
Bentín acknowledges that the limit is still unclear. “We do not know exactly where the limit is. What we do know is that blueberry penetration, even in the United States, still has plenty of room for growth. It is true that oversupply can cause prices to fall, but it also stimulates consumption and attracts new consumers,” he said.
Growth driven solely by oversupply, however, can be costly for producers. For this reason, according to Bentín, the best strategy is to act in advance, developing new markets and new sales channels.
“In Peru we have focused much of our efforts on opening new markets. We must create all possible commercial outlets to distribute volumes in a healthy way. That is why we constantly encourage producers to open new markets. In fact, in recent years shipments to markets other than the traditional ones have increased significantly,” he concluded.
A lesson for the entire blueberry supply chain
The Peruvian case clearly shows that the new competitiveness of blueberries is no longer built solely on the expansion of planted areas. The real challenge lies in the ability to combine genetics, production efficiency, consistent quality, varietal planning and market diversification.
For Peru, the transition from Biloxi and Ventura to a new generation of cultivars represents a strategic choice needed to remain competitive in an increasingly demanding market. For other producing countries, from Chile to Europe, it is an equally important signal: the category is growing, but it is growing together with the standards required by buyers, retailers and consumers.
In the global blueberry market, demand can still increase. But future growth will above all reward those able to offer the right product, at the right time, with the right genetics and with quality that the market can recognize.
Source: Fruchthandel
