The strategy that allowed Chile to consolidate its position among the leading exporters of fresh fruit needs to adapt to more competitive markets, higher quality demands, and a less predictable trade environment. According to Iván Marambio, president of Frutas de Chile, the country must expand its presence in new destinations, incorporate technology, and strengthen the quality and positioning of its products.

“Our export model needs to evolve into an export model 5.0, and that requires fundamental measures,” he argues.

In his statements, Marambio links this evolution to the development of new markets, technological modernization, infrastructure, international promotion, and coordination between the private sector and the authorities.

“Our model has worked, but now we need more. We have to prepare to reach markets where we still have little presence and continue growing as a country,” he says.

New markets and technology

Southeast Asia, India, and some African markets are among the destinations where Marambio believes Chile should strengthen its presence. Progress in these markets requires addressing, in each case, issues related to sanitary access, logistics, promotion, and consumer understanding.

The leader also places artificial intelligence and technological development among the changes that are modifying the activity.

“What we are experiencing today with artificial intelligence and technological development is something that humanity has never seen before. On a more practical scale, the same thing is happening to us in the world of fruit,” he points out.

In the fruit industry, these tools are already finding applications in production estimation, quality control, traceability, and logistics planning. Their incorporation is part of a broader transformation, in which the ability to generate and use information can improve coordination between the field, processing, and markets.

Developing new destinations also requires coordination. The private sector contributes production and commercial experience, while the authorities lead the negotiations on health, tariffs, and market access.

The tariff front in the United States

The need to adapt the export strategy has become especially visible in light of the new tariff scenario in the United States, one of the main destinations for Chilean fruit.

According to official data, the 12,5% ​​surcharge affects approximately 40% of the total value of Chilean exports to that market, while more than half are exempt. Among the excluded products are avocados, oranges, and kiwis.

According to Marambio, Frutas de Chile is seeking to expand the exclusions to include species such as table grapes, blueberries, cherries, and stone fruits. The trade association has provided technical and economic data to support the efforts led by Chilean authorities.

“The authorities lead the negotiation and we provide the necessary inputs to support the inclusion of new products on the exclusion list,” he explains.

One of the arguments presented by the sector is seasonal complementarity. Chilean fruit enters the market during the Northern Hemisphere winter, allowing for a continued supply of fresh fruit during months of lower local US production.

For species with high exposure to that market, including blueberries, the outcome of the negotiations will have direct consequences for costs and competitiveness. At the same time, the situation reinforces the need to develop programs in other destinations without neglecting traditional markets.

Quality and positioning of Chilean origin

Open trade requires the support of productive and logistical conditions capable of sustaining supply. Road, port, and cold storage infrastructure impacts costs and the condition of the fruit upon arrival, while water management affects the continuity and stability of production in the fields.

Marambio also argues that Chile must strengthen its international promotion. On this point, he compares the Chilean strategy with the investment made by Australia and New Zealand to position their products in destination markets.

“If we want to make progress in Southeast Asia, we need to improve our positioning. Australia and New Zealand invest significant resources in their country image. That's a crucial foundation for competing in this export model 5.0,” he emphasizes.

The promotion must be supported by consistent quality and condition standards within each commercial program. Increased visibility of Chilean origin will have limited effects if the fruit does not meet the expectations of buyers and consumers.

For Chilean blueberries, these challenges translate into specific demands regarding variety, handling, and post-harvest. The fruit must maintain firmness, flavor, and condition during long journeys in a market where other suppliers compete with a renewed varietal offering or with proximity advantages in some destinations.

The strategy also requires adjusting programs to transit times, trade windows, and each buyer's specific requirements. Managing the U.S. tariff will remain a priority, but growth will also depend on developing commercially viable alternatives in other markets.

Marambio's statements bring together, under the concept of an Export 5.0 model, challenges related to market access, technology, infrastructure, quality, and promotion. The next step will be to translate this approach into concrete measures and shared priorities between the public and private sectors.

For Chilean blueberries, this effect should translate into better access conditions, a more consistent supply, and programs capable of responding to different routes, windows, and markets.