Peru has become a global powerhouse in blueberry production, overtaking countries like Chile and Canada to become the world’s top exporter. This rapid rise, fueled by innovation, strategic planning and vast desert irrigation projects, has transformed the crop into a cornerstone of the country’s agricultural economy.
At the heart of this success is the Peruvian Blueberry Growers’ Association (also known as ProArándanos). Since August 2024, the organization, which has been instrumental in positioning Peruvian blueberries as a premium product in international markets, has been led by Miguel Bentín, the entity’s president.
Bentín also leads Valle y Pampa and Family Farms Perú, two of the country’s prominent agricultural enterprises. He says he views the industry’s success not just in terms of production but also as a collective achievement driven by the collaboration between businesses, workers, and small farmers.
His approach prioritizes building genuine connections within the industry and with rural communities, ensuring that growth is inclusive and sustainable. This philosophy reflects his broader vision of an agricultural sector that balances economic progress with social responsibility.
Bentín’s leadership also highlights the entrepreneurial spirit that has propelled Peru’s agribusiness sector. Starting Valle y Pampa in 2008 was no small feat, requiring perseverance and ingenuity to overcome challenges like infrastructure gaps and bureaucratic hurdles. Today, his work continues to drive innovation and create opportunities, solidifying Peru’s position as a global leader in high-value crops such as blueberries. For Bentín, the success of the blueberry industry is not just about exports—it’s about shaping a better future for Peruvian agriculture.
What is your long-term vision for Peruvian blueberries in the U.S. market?
My vision for Peruvian blueberries in the U.S. is to consistently deliver higher-quality products. This will help us meet and exceed the expectations of demanding consumers.
I also envision a future where our production complements both domestic supply and that of other origins, contributing collectively to raising the consistency and quality of the product available. This collaboration is crucial to ensuring a strong and steady supply that supports healthy growth in demand.
It has been demonstrated that year-round availability of a product with a satisfactory minimum quality standard is the only factor within our control to drive sustained growth in consumption. Our goal is for Peruvian blueberries to play an essential role in this collective effort, strengthening the market as a whole.
What strategies do you consider key to increasing market share in North America?
Rather than focusing solely on volume, we must prioritize the value we bring to the market, aligned with the long-term vision outlined earlier: consolidating a supply of consistently high-quality products. This is critical to meeting the growing demands of North American consumers and strengthening the category as a whole.
The strategy lies in ensuring that our product is differentiated, reliable, and meets the highest quality standards. Achieving this requires improving market access, optimizing protocols, and enhancing logistical alternatives to ensure products arrive in optimal condition.
Additionally, fostering collaboration within the industry is vital. Each origin offers unique value. Uniting efforts among countries, producers, and U.S. domestic production will be fundamental to achieving the collective goal of strengthening the category and promoting sustainable growth in demand.
This strategic approach not only reinforces the vision mentioned above but also ensures a stronger, more valuable market for all stakeholders in the industry.
How do you view recent developments in logistics, such as the opening of the Chancay port megaproject, in terms of improving efficiency and competitiveness for exports to North America?
The Chancay port represents a significant logistical advantage for Peru, directly improving transit times to Asia and making our offerings more competitive in that region. However, its impact goes far beyond Asia, as it will help alleviate congestion at key ports such as Callao. This reduction in congestion will indirectly enhance the efficiency of shipments to other markets, including North America, improving our market presence and streamlining processes.
Also, more efficient port infrastructure and logistics services will make Peru a more attractive destination for major shipping lines. This will enhance our importance as a logistics hub in the region and enable more competitive operations.
Additionally, this initiative will strengthen the country’s logistical capabilities, promoting competition among service providers, lowering operational costs, and generating thousands of direct and indirect jobs, which will be key to regional development.
In an industry like ours, modernizing infrastructure is essential to better meeting the demands of global markets, including North America.
Peru might reach a new production record this season. But doesn’t this risk overproduction, lower prices, commoditization, market saturation, and other issues?
Exactly. That’s a very important topic that isn’t often discussed. Ideally, supply should be slightly below demand to maintain stability. Oversupply is especially challenging with perishable goods—there’s urgency to sell, and if a high peak is sustained, prices will likely drop, which is what we’re seeing now.
There are other factors to consider, like differentiation and ‘decommoditization’ with new varieties. But let’s focus on the risks of oversupply. Yes, we hit a production record in the 2022-2023 season, but the campaign was disastrous in terms of prices. Consistent, predictable supply is far better. Market surprises create anxiety and reactive behavior to bad news. Celebrating record volumes can give the illusion of prosperity, but it’s misleading if many companies are losing money. That nuance often gets overlooked.
How is volume growth managed, and how can supply be balanced to become sustainable?
I think there are two key factors. First, clear and effective communication—both within the industry, among Proarándanos members, and externally, with stakeholders in international markets. Second, market expansion. Opening new markets allows for better distribution of supply.
Which markets are strengthening, and which could be opened soon?
The Chinese market hasn’t yet reached its full potential. It’s a highly interesting market for the sector—demanding and focused on product quality. It’s also where there’s a significant opportunity for decommoditization. The new Chancay port will reduce transit times, which will be a game-changer logistically.
Looking forward, South Korea and Japan are in our sights as new markets. Optimistically, I think they could open within the next five years. India is also starting to show interesting potential. All of this is healthy for managing supply growth.
Does Chile’s success in blueberries benefit Peru, and vice versa? Is there complementarity or competition between the two countries?
That’s a great question. At one point, there was clearly a complementary relationship. However, recent circumstances—like last year, for instance—have shifted that dynamic. Peru confidently filled Chile’s December-to-February season due to a delay in our campaign. Production continued because market conditions were favorable, leading to later pruning than usual.
I’d say there’s direct competition between Peru and Chile, at least with northern Chilean regions, from Santiago northward. The later harvests in southern Chile, though, are interesting. Chile may have an edge there due to its varietal focus. They’re undergoing a varietal renewal after years of relying on varieties requiring less cold, which thrive in lower latitudes like Peru and Mexico. Peru’s big advantage, however, is that varietal renewal can be implemented in just one year since we can produce in the first year.
How crucial is varietal renewal? Will the Biloxi and Ventura varieties eventually disappear?
I wouldn’t go so far as to say they’ll disappear. It depends on how supply and demand adjust. But today, genetics are the critical factor in the blueberry business. Genetics drive two main areas: commercial appeal—firmness, bloom, size, shelf life, travel capacity—and productivity, like harvest efficiency, precocity, yield per plant, and resistance to pathogens or pests.
Eventually, consumers will shop for specific varieties on the shelf. That’s an opportunity to build brand positioning.
Blueberries are expensive to produce, making them a premium product. When consumers pay more, they naturally expect consistency. If their experience with the product doesn’t match expectations, it doesn’t hurt the supermarket but rather the industry as a whole. Promoting a diverse genetic pool benefits the market by raising the average quality, which in turn boosts demand. Fewer consumer disappointments lead to higher market growth. New varieties deliver far greater satisfaction than those that have stagnated over time.
Does the success of large agribusinesses also benefit small farmers?
Many companies are incorporating small farmers into the value chain, which is a trend we should continue. Around 80% of the sector is informal, and integrating small farmers into larger-scale structures allows them to benefit from greater efficiencies.
Associative models could also be a solution for small farmers, but they haven’t been as successful in blueberries as they have been with coffee or cacao. Unfortunately, the term ‘cooperative’ is somewhat politicized and carries negative connotations.
Larger, experienced companies can act as anchors for these clusters. There are many ways to do this. Companies can provide services or market access to associative structures, finance smaller farmers, or help them transition to higher-value agriculture. The government also plays a role, with programs like Agroideas. The private sector must work in collaboration with the government to strengthen the industry as a whole. The business sector needs to take a much more active role in society.
