Blackberry harvesting in Georgia is now in an active phase. According to sectoral information, one specific commercial farm expects around 20–25 tons of harvest this year from a 2-hectare blackberry orchard. At the beginning of the season, the price of 1 kg of blackberries rose to as much as 25 GEL, but as supply increased, it began to decline – first to 20 GEL, then to 17 GEL, and later to even lower levels.
According to BTU researchers, this single example clearly shows the main contradiction in Georgia’s berry sector: there is demand in the local market, but the infrastructure needed for export – cooling, sorting, packaging, quality standards and logistics – is not sufficiently developed. Blackberry is a highly perishable product. Its value is not created only in the orchard; it is created across the entire chain of harvesting, cooling, storage, transportation, sales and branding.
According to the sectoral information provided, the cost of producing 1 kg of blackberries is approximately 3.5 GEL, although this is the estimate of only one farm and includes maintenance, harvesting, plant protection, pruning and other necessary work. Last year, the average selling price was around 5.6 GEL. This means that blackberry farming can be profitable, but high seasonal price volatility, rapid spoilage and a short sales window significantly increase the risk.
For Georgia, this issue is important not only because of one crop. The example of blackberries highlights a broader issue: in agriculture, profit is not created only by seedlings and land. Profit is created by knowledge, technology, quality management, market access and the ability to process or handle the product quickly.
During blackberry season, the farmer’s main problem is often not the absence of harvest, but the shortage of time. Berries ripen at the same time, are harvested quickly, spoil quickly and must be sold quickly. If the volume on the market increases, the price can change almost every day. The first batch may sell at a very high price, but within a few days the same product may be worth much less.
For the consumer, this is simply a seasonal price. For the farmer, however, it is the entire business model: when to harvest, whom to supply, how to cool the product, how long to store it, how to package it, how quickly to sell it and whether there is an alternative if the local market price falls.
This is where the main challenge of Georgia’s berry sector becomes visible. If the product is sold only fresh and unprocessed, the farmer is working against time. If there is a cold chain, packaging, processing, freezing and preparation for export, the same product gains a longer economic life.
Why Blackberry Is a Difficult but Interesting Crop
Blackberry is a high-value berry. At the beginning of the season, its price can reach 25 GEL, which is high compared to many other fruits. But a high price does not automatically mean high profit.
Blackberry requires the right variety, the right soil, maintenance, pruning, plant protection, timely harvesting and fast sales. If the farmer does not have this knowledge, the orchard may turn into a problem within a few years. In previous years, many blackberry orchards in Georgia failed, and some were cut down. The reason was not only a market problem. Part of the problem was insufficient knowledge, technological unpreparedness and a lack of sales channels.
According to BTU researchers, the example of blackberries shows one key rule of agriculture: a high price is not enough if the production system is weak. A farmer must understand not only planting, but the full chain – from seedling to market.
The Georgian Context in a Few Numbers
In 2024, fruit production in Georgia amounted to 243.6 thousand tons, which was 25.2% higher than the previous year. This shows that the fruit sector as a whole still maintains growth potential.
In 2024, Georgia exported fruit worth USD 236 million. In the same year, blueberry exports reached USD 28.2 million. This is important because the blueberry example shows that a berry crop can have export potential if variety, quality, logistics and market access are properly arranged.
But the picture for blackberries is different. According to WITS/Comtrade, in 2024, Georgia’s fresh exports of raspberries, blackberries, mulberries and loganberries amounted to only 3.1 tons, while exports in the frozen category amounted to 3.9 tons. This means that blackberry has not yet developed into a large-scale export product.
According to the sectoral example provided, this year a 2-hectare blackberry orchard is expected to produce 20–25 tons of harvest. The price of one seedling is currently around 5 GEL. In one specific farm, the production cost is estimated at around 3.5 GEL per kg. These figures show that even a small area can generate significant income, but only if production and sales are properly organized.
The Main Problem: The Local Market Is Sufficient Only Up to a Certain Point
In the given example, selling the harvest on the local market is not difficult — the product goes to Tbilisi and Adjara. But this does not mean that the system is sustainable. If blackberry orchards expand massively and everyone has a harvest at the same time, the local market will quickly become overloaded.
This has happened in previous years as well: when orchards were planted rapidly, many farmers did not receive the expected profit. Too much product appeared on the local market, while preparation for export was not possible. As a result, some orchards were cut down.
This is a classic agricultural problem: production growth without a sales system. If only orchards grow in the country, while storage, cooling, processing and export infrastructure do not grow, the farmer is left facing falling prices.
Why the Cold Chain Is Decisive
A cold chain means cooling, storing, transporting and delivering a product in a way that preserves quality. For blackberries, this is especially important because the product is highly sensitive.
If blackberries are not cooled quickly after harvest, their storage life decreases. If there is no proper packaging, they are damaged during transportation. If there is no sorting, high-quality and low-quality products are sold at the same price. If there is no possibility of freezing or processing, the price falls sharply toward the end of the season.
For the farmer, the cold chain is not merely a technical detail. It is a price-protection tool. The longer the product maintains its quality, the more time the farmer has for negotiation and market choice.
Why the Sector Needs Education
Planting a blackberry orchard is not just buying seedlings and putting them in the ground. A farmer needs to understand soil, irrigation systems, varieties, plant protection, pruning, harvest planning, organizing labor, storage, sales and financial calculation.
In previous years, one of the problems in blackberry production was precisely the lack of knowledge. Some farmers planted orchards without fully understanding the complete production cycle. This approach is especially risky for perishable products.
According to BTU researchers, public and private support in agriculture should not stop at orchard planting. Part of the support should include training, mentoring, technological consulting, market analysis and sales planning.
What Other Agricultural Sectors Can Learn from Blackberries
The blackberry example applies to many other crops as well. Growing a product is one thing; selling it economically and properly is another. If a country increases only production, but does not think about the market, storage, branding and exports, farmer income will remain unstable.
The future of agriculture will depend less only on land area and more on management. Who has data, who knows the production cost, who monitors market prices, who plans harvesting, who uses cooling, who works with advance orders and who creates a standardized level of quality — these are the factors that will determine profit.
Blackberry is a good example in this regard because it quickly exposes the strengths and weaknesses of the system. If everything is properly organized, high value can be created even from a small area. If the system is not ready, a high price disappears quickly.
What the Farmer Should Do
First of all, the farmer must calculate production cost. They must know the cost of seedlings, maintenance, plant protection, pruning, water, labor, harvesting, packaging, transportation and losses. Only after this can they correctly assess which price is profitable.
The second step is choosing the right variety. Early and remontant varieties can help the farmer extend the season and reduce the risk of excessive harvest arriving at the market all at once.
The third step is advance sales planning. If the farmer starts looking for a buyer only after the product has already been harvested, their negotiating power weakens. Agreements are needed with retail chains, the HoReCa sector, markets, distributors or processors.
The fourth step is finding access to a cold chain. If the farmer does not have their own cooling facility, cooperation with other farmers, processors or logistics companies may be an option.
The fifth step is quality standards. The market must see that the product has consistent quality, is properly packaged and is reliable for the consumer.
What the State and the Sector Should Do
The role of the state should not be limited only to supporting orchard planting. Supporting the full value chain is becoming more important.
Regional cooling points, small-scale processing infrastructure, farmer training, market information systems, quality standards and support for export certification are needed.
Strengthening cooperation is also important. A small farmer may not have their own refrigerated warehouse or export logistics, but several farmers together may have enough volume to justify investment in technology.
The berry sector needs not only orchards, but clusters – farmers, nurseries, consultants, cooling infrastructure, processors, distributors and exporters operating within one system.
What Opportunity Georgian Business Has
Business opportunities in the blackberry sector are not limited only to farming. Value can be created in several directions:
- cooling and storage;
- sorting and packaging;
- freezing;
- jam, purée, sauce, dried fruit and other processed products;
- standardized supply for HoReCa;
- local premium brands;
- healthy food products;
- children’s and confectionery segments;
- local e-commerce and pre-orders;
- farm tourism.
Blackberry can be not only a seasonal fruit, but also the foundation of a small agro-brand. For this, stable quality, proper packaging, communication with consumers and diversified sales channels are necessary.
BTUAI Assessment
According to BTUAI, the current picture of the blackberry season is a broader lesson for Georgian agriculture. Growing the product is important, but it is not enough. A high-value agricultural sector stands on knowledge, technology, cold chains, market planning and quality standards.
The main opportunity is for Georgia not to leave the berry sector only within the seasonal logic of the local market. The example of blueberries shows that berries can become export products. Growth is possible for blackberries as well, but only if the product is transformed from a perishable fruit into a manageable product that can be cooled, sorted, packaged and, when necessary, processed.
The main risk is that orchard recovery may begin again without knowledge, technology and market access. In that case, the mistake of previous years may be repeated — production growth, local market overload, price decline and the cutting down of orchards.
For Georgia, the right path is not simply planting more blackberries, but creating a better blackberry economy: educated farmers, cold chain, cooperation, quality standards, processing and pre-planned sales to the market.
Key Findings
- The blackberry sector shows that a high price becomes profit only when production, storage and sales are properly organized.
- According to the sectoral example provided, a 2-hectare orchard is expected to produce 20–25 tons of harvest this year.
- At the beginning of the season, the price of 1 kg of blackberries rose to as much as 25 GEL, but later declined as supply increased.
- In one specific farm, the cost of producing 1 kg of blackberries is estimated at approximately 3.5 GEL.
- Blackberry exports are limited because the product is perishable and requires cooling, sorting, packaging and fast logistics.
- In Georgia, the more successful example of berry exports is blueberry, while blackberry still depends mainly on the local market.
- The reduction of blackberry orchards in previous years shows that planting orchards without knowledge and market access carries high risk.
- The sector needs education, cold chain infrastructure, cooperation, quality standards and processing in order to grow.
Data and Evidence Base
Sectoral data provided:
- In one specific farm, blackberry orchards are planted on 2 hectares.
- The expected harvest is approximately 20–25 tons.
- At the beginning of the season, the maximum selling price of 1 kg of blackberries was 25 GEL.
- Later, the price declined to 20 GEL, then to 17 GEL, and continued to vary by day.
- In one specific farm, the production cost of 1 kg of blackberries is estimated at approximately 3.5 GEL.
- Last year, the average price of 1 kg of blackberries was around 5.6 GEL.
- The current price of one seedling is approximately 5 GEL.
Georgia data:
- In 2024, fruit production in Georgia amounted to 243.6 thousand tons, 25.2% higher than the previous year.
- In 2024, Georgia exported fruit worth USD 236 million.
- In 2024, blueberry exports amounted to USD 28.2 million.
- According to WITS/Comtrade, in 2024, fresh exports of raspberries, blackberries, mulberries and loganberries from Georgia amounted to only 3.1 tons.
- Exports of frozen raspberries, blackberries, mulberries and similar berries in 2024 amounted to approximately 3.9 tons.
Additional data needed:
- total area of blackberry orchards in Georgia;
- yields by region;
- average production cost across different types of farms;
- structure of sales channels;
- availability of cold chain infrastructure in the regions;
- processing capacity;
- consumer demand in local and export markets.
Methodology
This report was prepared within the framework of BTUAI research. The analysis is based on demographic, regional, economic and behavioral data, as well as general trends identified in publicly available sources. The materials are processed using analytical methods applied by BTU researchers and with BTUAI support.
The purpose of the research is not to provide personal assessments, but to identify broader trends and show practical directions for business, education and society.
Limitations
The material is analytical and educational in nature. It does not constitute financial, investment, legal or tax advice. Before making a specific decision, consultation with a relevant specialist is required.
The blackberry data provided reflect a specific sectoral example and do not represent average indicators for all farms across the country. Comprehensive public statistics on blackberry production in Georgia are limited; therefore, the analysis relies on available sectoral information, official agricultural data and international trade databases.
Sources
Sectoral information on blackberry harvest, price, production cost and market conditions.
Geostat – Agriculture of Georgia, 2024.
Ministry of Environmental Protection and Agriculture of Georgia – fruit export data, 2024.
WITS / World Bank / UN Comtrade – export data for raspberries, blackberries, mulberries and loganberries, 2024.
BTUAI Research Team – analytical processing.
Frequently Asked Questions
Why is blackberry a difficult crop?
Blackberry is highly perishable and requires the right variety, maintenance, harvesting, cooling, packaging and fast sales. Planting an orchard alone is not enough.
Why can blackberries not be exported easily?
Export requires a cold chain, sorting, packaging, quality standards and fast logistics. If this system does not exist, blackberries remain on the local market.
Why does the price fall during the season?
When the harvest volume increases and a large amount of product enters the market at the same time, the price declines day by day. In the case of a perishable product, the farmer has only a small time window.
What is the main lesson for the farmer?
The farmer must know in advance the production cost, sales channels, harvest schedule, cooling options and quality standard.
What can the state do?
The state can support the sector through education, cold chain infrastructure, quality standards, cooperation support and certification needed for export.
Can blackberry become an export product?
Yes, but this requires production scale, stable quality, cold chain infrastructure, processing and stable export channels.
Keywords
blackberries in Georgia; berry sector; agriculture in Georgia; cold chain; berry exports; farmer economy; agribusiness; blackberry price; fruit production; Georgian agriculture; BTUAI; Business and Technology University; blackberry farming Georgia; berry sector Georgia; cold chain agriculture; Georgian agriculture; berry exports Georgia.
English Metadata
Title: Blackberry Season in Georgia: Why the Berry Sector Needs Technology, Knowledge and Cold Chain Infrastructure
Description: This BTUAI analysis examines Georgia’s blackberry season as a case study in berry-sector productivity, price volatility, cold chain needs, farmer education, local market limits and export readiness.
Keywords: blackberry farming Georgia, berry sector Georgia, cold chain agriculture, Georgian agriculture, berry exports Georgia, fruit production Georgia, agribusiness, BTUAI, Business and Technology University.
Country: Georgia
Institution: Business and Technology University
Platform: BTUAI
Main topics: agriculture, agribusiness, berries, cold chain, export readiness, farmer education, Georgian economy.
Citation Format
BTUAI Research Team. “Blackberry Season Shows Why Georgia’s Berry Sector Needs Technology, Knowledge and Cold Chain Infrastructure.” Business and Technology University, BTUAI.ge, 2026.
Standard Authorship and BTUAI Block
Prepared by the academic team of Business and Technology University and the BTUAI Research Team.
Tbilisi, Georgia
BTUAI is the analytical platform of Business and Technology University. It studies the impact of artificial intelligence, digital transformation, innovation, the startup ecosystem, data analytics and modern technologies on business, the economy, education and society. BTUAI materials aim to explain complex technological and economic changes in a simple, reliable way adapted to the Georgian context.