Retail
Key Facts
—The number. Falabella plans to invest about $900 million across Latin America in 2026, its largest ever for a single year.
—The jump. That is roughly 40 percent more than the $650 million it spent in 2025.
—The focus. About $500 million goes to remodelling existing stores and malls, with just $113 million on seventeen new stores.
—The tech. Technology spending rises about 60 percent, aimed at digital banking, e-commerce and artificial intelligence.
—The absence. Brazil gets nothing, as the group concentrates on Chile, Peru, Colombia and Mexico.
After several hard years, one of Latin America’s best-known retailers is spending big again. The Falabella investment plan for 2026 is the company’s largest ever, and it reveals exactly where the Chilean group now sees its future.
For a foreign reader, Falabella is worth knowing. It is a sprawling ecosystem of department stores, home-improvement chains, supermarkets, shopping malls and a bank, spread across the Andean and Pacific side of the region.
The headline figure is about nine hundred million dollars for the year. As reported from the company’s briefing, that is some forty percent more than the six hundred fifty million it invested in 2025.
What the Falabella investment plan prioritises
The most striking choice is to spend on what it already owns. Around five hundred million dollars will go to remodelling and expanding existing stores and shopping centres, rather than to building new ones from scratch.
The chief executive, Alejandro González, summed up the thinking bluntly. He said the group does not need many more square metres to grow its sales, it needs better square metres, and that upgrading its iconic malls delivers higher returns than opening in unfamiliar places.
New openings are the smaller share. Just over a hundred million dollars funds seventeen new stores, led by seven Tottus supermarkets in Peru and a handful of Sodimac and department-store formats in Chile, Peru and Mexico.
Technology is the other big winner. Spending on it rises about sixty percent, aimed at strengthening the group’s digital bank, its e-commerce platform and a growing push into artificial-intelligence tools.
The country Falabella left off the list
The most telling detail is an omission. The plan sets aside no fresh money for Brazil, a market where the group has struggled to match the returns it earns elsewhere in the region.
González was candid about why. He said Brazil’s numbers keep improving but are not yet at the level Mexico, Peru, Colombia and Chile are showing, so the focus stays firmly on the Andean and Pacific markets for now.
The confidence rests on a genuine recovery. The group lifted revenue by more than nine percent through the first nine months of last year, and widened its core profit margin, giving it the room to spend at record levels.
Chile takes the largest single share of the store-and-mall money. A big slice is earmarked for transforming its flagship shopping centres in the capital, the properties the company sees as its most reliable earners.
Peru is the growth story within the plan. It draws the biggest portion of the new-store budget, with seven Precio Uno supermarkets and new department-store formats where the group sees the most room to expand.
For investors and shoppers alike, the plan reads as a company that has found its footing. After years of retrenchment across Latin American retail, a record spend aimed at quality over quantity is a quiet vote of confidence in the region’s consumer.
There is a caveat worth keeping in view. High interest rates and cautious households still shape spending across the region, so the payoff from betting on experience rather than expansion will take time to show in the numbers.
What is in the Falabella investment plan for 2026?
Falabella will invest about nine hundred million dollars, up roughly forty percent on 2025. About five hundred million goes to remodelling stores and malls, a further chunk to technology, and just over a hundred million to seventeen new stores.
Why is Falabella spending on old stores rather than new ones?
Its chief executive argues that upgrading existing, well-located malls and stores earns better returns than opening in new places. The company says customers now want experience as much as floor space, so better sites beat more sites.
Why does the plan skip Brazil?
The group says its Brazilian results, while improving, still lag the returns it earns in Mexico, Peru, Colombia and Chile. It is concentrating this year’s spending on the Andean and Pacific markets where it sees stronger value.
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