Peru is one of the most attractive markets in Latin America for foreign investment, even amid the political uncertainty that usually alerts CEOs of companies in different sectors. This is because the country has one of the strongest currencies in the region, a stable macroeconomy, and a history of respecting contracts that is not very common in the region.
In the last twenty years, it has also grown steadily despite the turbulence. Exports have multiplied thanks to free trade agreements with key economies such as the United States, the European Union, Canada, China and much of Asia. In addition, macro projects such as the port of Chancay and the modernization of logistics are positioning Peru as an increasingly relevant logistics hub.
Added to this is the dynamism at record levels of sectors such as mining, whose exports grew 27.2% in 2025, reaching US$62,848 million. Meanwhile, agricultural exports had shipments close to US$ 13.2 billion and double-digit growth. Even Peru’s international reserves are around US$100 billion.
However, this entire favorable scenario for foreign investments does not guarantee, by itself, the success of those who decide to enter the Peruvian market. On the contrary, many companies that arrive with capital and high expectations end up facing results below what was projected, not due to lack of opportunities, but due to an incomplete reading of the environment.
It is important to highlight that from our experience at Grupo Fuentes we have noticed that the main error of investors is not financial, but strategic, that is, not understanding how the country really works. The regulations, the times, the business culture and the institutional dynamics have particularities that are not always evident from the outside.
The most common mistakes begin even before starting operations. One of the most common is not choosing the local partner or manager well. There are many cases in which someone is hired based on references or cultural affinity, without rigorous validation of their career. Those types of decisions can cost time, money and credibility.
The second mistake is underestimating regulatory deadlines. For example, a pharmaceutical company may assume that it will obtain a health registration in a few months, when in practice the process can take close to a year. In mining, permits and authorizations can also extend much longer than anticipated, depending on the type and location of the project. Without realistic planning, the result is often tied up capital and loss.
When companies already operate in the market, other challenges appear from three fronts: accounting, tax and labor. Many companies do not fully understand how local accounting is structured or how to optimize their tax burden, leading them to pay more taxes than necessary. In the workplace, ignorance of hiring regimes, contract types and appropriate termination procedures can generate significant contingencies.
How to avoid these errors? The key is to have a local ally who not only masters the legal and accounting aspects, but also understands the logic of the business in different sectors, from mining and infrastructure to agribusiness, pharmaceuticals or technology. This support allows for the construction of an adequate legal and financial shield, in addition to designing the correct corporate structure, which can vary significantly depending on the type of operation.
Another important element is strategic networking, with a clear focus. Knowing suppliers, potential partners and public stakeholders is essential to reduce friction and accelerate processes.
Investments that work in Peru share three traits: a good local partner to guide the way, a solid network of contacts, and sufficient capacity to adapt. Those that fail usually have overconfidence in capital and poor reading of the context.
That is why my recommendation to the foreign investor is clear: come with capital, but above all come with an attentive ear and willingness to learn. That way, you can be successful in Peru.
*El Comercio opens its pages to the exchange of ideas and reflections. In this plural framework, the Diario does not necessarily agree with the opinions of the columnists who sign them, although it always respects them.
