In the mid‑1990s blueberries were still a niche fruit, concentrated mainly in the United States and Canada, with strongly seasonal supply and consumption limited to certain markets. At that time international trade was limited and the blue berry had no permanent shelf presence outside North America.
Three decades later the situation is completely different. Today blueberries are produced on five continents, actively traded worldwide, and available fresh during the 52 weeks of the year. Sustained production growth since the early 2000s has transformed blueberries into one of the most dynamic categories in the fruit industry.
This change was not accidental but the result of a structural transformation of the category. Genetic development made it possible to cultivate blueberries in virtually any agro‑climatic zone, with varieties offering greater firmness, better flavor and longer postharvest life, capable of traveling long distances and supplying markets across different latitudes. Export expansion led by Chile, followed by Peru and Mexico, consolidated counter‑seasonal supply and transformed global retail availability.
At the same time scientific studies validated the fruit’s health benefits—especially its high antioxidant content and cardiovascular, cognitive and anti‑inflammatory effects—positioning blueberries as a ‘superfruit’ for consumers. These attributes were complemented by qualities highly valued in modern markets: consistent flavor, firmness, visual quality and convenience of consumption, aligned with the growth of healthy snacking and urban lifestyles.
All these factors turned blueberries into an ideal retail product, establishing them as a permanent category with consistent shelf space and high turnover. They are also the only fresh fruit category showing double‑digit growth, driven both by expanding supply and increasing per‑capita consumption.
However, at the current stage of global production expansion, the challenge is no longer only to produce more, but to stimulate demand at the same pace. In this context a key—often less visible—factor has been the strategic impact of consumption promotion campaigns, both to develop domestic markets and to position the distinctive characteristics of blueberries from different origins.
How are the main exporting countries addressing this challenge today? In this first edition of Blueberries News magazine, representatives from Peru, Chile and Mexico analyze their promotional strategies and the role these efforts play in consolidating the category globally.
Chile: Differentiation through Flavor, Strategic Window and Varietal Renewal
For Andrés Armstrong, Executive Director of the Blueberry Committee of Fruits from Chile, promotion is not simply a marketing tool but a mechanism for creating additional commercial space in markets where Chile can establish a competitive advantage.
‘The ultimate goal is to increase fresh blueberry consumption,’ he explains. To achieve this, the strategy highlights both functional attributes—ease of consumption, versatility and health benefits—and emotional elements associated with product enjoyment.
A key factor is the peak period of Chilean supply, which complements production from other origins and helps maintain category continuity in strategic markets. Armstrong cites Argentina as an example of progressive consumption development, where Chile has managed to sustain and expand consumer awareness following earlier promotional efforts. The Committee promotes Chilean blueberry consumption in Argentina through the ‘Arándanos AMO’ campaign.
In terms of differentiation, the executive is clear: the flavor and superior sweetness of Chilean blueberries are currently their main attribute. This focus is particularly relevant in a context where the consumer profile has evolved. While consumption was historically linked to health benefits, a broader profile is now emerging in which snacking, sensory experience and everyday enjoyment are increasingly important.
The campaign adapts to each market through local agencies that adjust language and cultural codes to better connect with consumers. Actions include social media activities, radio interviews, participation of nutritionists in traditional media and tastings at selected points of sale.
Looking ahead, Armstrong identifies structural challenges: accelerating varietal replacement to remove obsolete genetics, strengthening productivity and ensuring quality at destination, as well as maintaining reliable logistics services. ‘It is essential to show that our export mix is being renewed rapidly,’ he emphasizes, noting that promotion must be accompanied by real product competitiveness.
Peru: Global Leadership and the Need for Greater Promotional Coordination
In Peru’s case, promotion has been strongly linked to the U.S. market. According to Luis Miguel Vegas, General Manager of Proarándanos, efforts are mainly channeled through the U.S. Highbush Blueberry Council, which develops generic campaigns aimed at increasing consumption and reinforcing product awareness.
‘Peru is currently the main supplier of blueberries to the U.S. market, so this work has been key to sustaining demand growth and consolidating blueberries as a preferred fruit because of their versatility and health benefits,’ he explains.
Beyond the United States, Peru is pursuing an international positioning strategy based on participation in high‑level industry trade shows. These events serve as strategic platforms to showcase quality, consistency and supply capacity while strengthening the country’s image as a reliable supplier in demanding markets.
However, the current competitive scenario poses new challenges. Sustained growth in global supply requires intensified promotional efforts and more coordinated industry action. ‘Producing excellent fruit is not enough; it is also essential to communicate its attributes, build a country brand and create a deeper connection with consumers,’ Vegas emphasizes.
The roadmap includes increasing investment in promotion, diversifying markets and strengthening the international presence of Peruvian blueberries, recognizing that production leadership must be accompanied by communication leadership.
Mexico: Domestic Market Development and Strategic Segmentation
For Mexico, promotion combines category development in the domestic market with institutional consolidation abroad. Francis Hurtado, Marketing Manager at Aneberries, explains that the national strategy seeks to position berries—strawberries, blueberries, raspberries and blackberries—as everyday foods within the Mexican diet.
‘We want them to stop being perceived as an occasional product and become a regular food associated with health, convenience and flavor,’ he explains. The focus is on increasing consumption frequency and expanding the consumer base, especially in a domestic market with significant growth potential.
Domestic communication prioritizes social media and digital platforms because of their segmentation and measurement capabilities, combined with educational campaigns centered on nutritional benefits and versatility of use. Target segments include homemakers, young people interested in wellness and sports, and families with children.
In international markets, by contrast, the strategy is more institutional and B2B oriented, involving participation in specialized trade shows and coordinated work with organizations such as the U.S. Highbush Blueberry Council, aligning messaging on nutritional benefits and strengthening the category in strategic markets.
Hurtado highlights an important change in consumer perception over the last five years: blueberries are no longer seen as aspirational but increasingly as an everyday product. The challenge now is to sustain that trend, increase purchase frequency and consolidate Mexico as a global berry reference.
Overall, the strategies of Chile, Peru and Mexico reflect different stages and priorities within the same global dynamic aimed at sustaining consumption growth in a context of expanding production.
While Chile emphasizes differentiation through flavor and varietal renewal within its strategic supply window, Peru focuses on consolidating global leadership through generic promotion in key markets and country‑brand strengthening, and Mexico works intensively on domestic market development and consumer segmentation.
In all cases promotion is no longer a complement but a structural pillar for balancing supply and demand, strengthening the category and ensuring that production growth is accompanied by sustained increases in consumption.
