🇪🇺🌆 European FoodTech hubs

Published on April 5, 2023

We just released DigitalFoodLab’s yearly report on the state of the European FoodTech ecosystem (download it for free here). As a whole, investments declined, but there are strong categories and geographical disparities. Today, we’ll look in depth at the latter.

Before that, let me invite you to a couple of online events where we’ll discuss the future of food globally and in Europe:

As you can see below, investments are unequally spread over European countries and with very different trajectories. Let’s look at the best locations to launch a startup and raise money for a FoodTech startup in Europe in 2023.

Looking at the raw investment data is not enough. Indeed, only using the graph above, it looks like it’s a great idea to launch in the Czech Republic. But actually, there is almost only one startup there (Rohlik, an online grocery retailer).

Similarly, Norway is not necessarily better than Sweden, even if the amount raised in both countries is similar. Again, for Norway, all the money went to a single company (Oda, also a new online grocery retailer), while Sweden has a large and diversified set of startups. So, even if money is a relevant indicator, it does not make a country or a city a hub.

Actually, we can sort the different countries into four groups. Let’s see what we can learn from each of them:

Leaders: these are the real FoodTech hubs where all the different categories are represented (here are the definitions). Here we have a weird 2+1 situation:

  • France and the UK with growing FoodTech sets of startups, investors and a lot of public and private support. In both cases, it is more a story about one capital city rather than a country. The concentration of investors, incubators and expertise in a single city greatly helps the constitution of an ecosystem. Over time, this creates a positive feedback loop: when a new international accelerator looks to open an office in Europe, it will probably do it there.
  • The Nordics, which, if taken together, are a hub but still lack a “meeting point”. Even if investors are mostly transnational and are betting on startups in all the regions, entrepreneurs are not.

One-startup-countries: these are ecosystems where more than 80% of the investments are concentrated in a single startup.
This means that without it, they wouldn’t be on the radar. As we’ve said above, this is the case of countries such as Estonia, Norway or the Czech Republic. However, launching a new venture here can be a good idea if some early employees have accumulated enough capital and talent to become entrepreneurs or business angels.

Local hubs: this is the most diverse group of countries with proportionally strong and growing ecosystems, such as the Netherlands or Finland, and others in a more complicated situation, such as in Germany. What’s common to all of these local hubs is their ability to be really strong in one category, either AgTech, new food brands, alternative proteins… These can be great places to launch a venture matching this local strength.

Distant followers: areas where the number of startups and the funding is proportionally small to the size of the economy. This is notably the case in Poland. It may not be the best location to launch a new venture.

In a word, there is no one-size-fits-all solution to the question of where an entrepreneur or investor should look. But I think it’s a very good thing. We are finally converging in Europe toward a stable situation with a limited number of hubs where most of the activity will happen. This will notably help foreign investors to look at what’s happening in Europe (it’s easier to look at what’s being made in two cities than to have to analyse a dozen different regulatory and funding contexts).

⇒ This is only a quick summary of our (free) 77-page long report. Download it here, and if you find it useful, share the link!

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Use case: project for a global F&B company looking to map its AgTech innovation ecosystem and the best startups to partner with

What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
  • Database: we set up a personalised database that will be filled month after month with the information gathered on the companies identified for the watch.
  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.

Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

Use case: market due diligence on sugar alternatives

What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.