A sector worth over $3 billion is being called to reinvent itself: quality, coordination and logistics are becoming the new priorities to remain competitive in global markets.
At the Global Cherry Summit 2026, held at Arena Monticello in front of around 1,500 industry operators, Claudia Soler, Executive Director of the Cherry Committee of Frutas de Chile, drew a clear line on the future of the sector. The message is clear: the accelerated growth that has defined recent years is no longer sustainable without a deep system rethink.
Over the past five years, the sector has experienced extraordinary expansion, with an increase close to 250%. However, according to Soler, this pace is starting to show its limits, affecting competitiveness, product quality and the final consumer experience.
Today, the industry is being called to enter a new phase, where adaptation, coordination and a full review of the supply chain – from field to retail – become essential.
The core of the presentation was undoubtedly the theme of quality, defined as the top priority. For Soler, any investment in marketing loses effectiveness if the product does not meet market standards, particularly in China, the main destination for Chilean cherries.
The Committee is working on the definition of a shared standard including parameters such as firmness, size and organoleptic characteristics, with the aim of ensuring a consistent and reliable experience.
The reputation of the exporting country, she stressed, is built on every single shipment: not just fruit is exported, but an overall image of quality.
The Chinese consumer has changed significantly. More informed, digital and health-conscious, they now carefully evaluate attributes such as freshness, taste and nutritional value. At the same time, the competitive landscape has expanded, with alternative products – such as local blueberries and strawberries – becoming increasingly competitive.
Another key factor concerns consumption occasions: while cherries were traditionally linked to the Chinese New Year as a gift product, a growing share is now purchased for everyday consumption.
The timing of the 2025–2026 season amplified this phenomenon: 99% of the volume had already reached the market by week 6, while Chinese New Year fell in week 8, altering sales dynamics and product perception.
The season highlighted significant critical issues. Freshness problems, particularly between late December and early January, slowed down sales and led to an early exit of the product from retail shelves.
The economic consequences were substantial: two weeks out of distribution can translate into around $36 million per week in lost revenue for a single retailer.
In the e-commerce channel, which accounts for about 50% of sales, the reaction was even more immediate. On January 25, a 5% complaint rate was recorded, with many operators and influencers suspending product promotion, mainly due to defects related to decay.
One of the most critical aspects that emerged concerns the progressive nature of fruit deterioration. This is not about isolated incidents, but a cumulative phenomenon affecting the entire process, from harvesting to final distribution.
Among the main defects identified are loss of firmness and pitting, often linked to temperature management and excessive timing.
Conversely, the market continues to reward quality: price differences of up to 56% between the best and worst product show that investing in high standards generates tangible returns.
On the phytosanitary front, Soler highlighted progress in collaboration with Chinese authorities, including improvements in quarantine protocols, electronic certifications and residue management.
However, logistics remains one of the most urgent bottlenecks. Average transit times – up to 39 days to China – are incompatible with the need to maintain quality and freshness.
Particular attention was given to the “last mile”, where critical issues in temperature management persist. The request is twofold: improve transport technologies and increase accountability in final-stage handling.
In a highly connected market, reputation is built and destroyed quickly. 60% of conversations about cherries take place online, often around sensitive topics such as price and food safety.
In recent months, the sector has managed to reduce negative content by 14% and increase positive content, but pressure remains high.
Despite the challenges, demand remains strong. Promotional campaigns have reached 150 million buyers and generated over 2.5 billion views, supported by retailers and e-commerce platforms.
However, the concentration of shipments within a few weeks – with over 3,000 containers arriving – requires a more targeted strategy capable of sustaining demand during peak moments.
At the same time, diversification efforts continue towards markets such as the United States, South Korea, Southeast Asia and Brazil, to reduce dependence on China.
Claudia Soler’s final message summarizes the sector’s challenge: shifting from a logic of quantitative expansion to one focused on building qualitative value.
Consistent quality, logistical efficiency, coordination among operators and attention to the consumer will be the key elements to maintaining global leadership.
Chilean cherries remain an international benchmark, but to stay that way they will need to evolve, focusing on more sustainable and structured growth.
Source text and image: www.diariofruticola.cl
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