🌍 FoodTech: Europe vs. World

Published on April 13, 2022

Two weeks ago, we released our report on the state of the European FoodTech ecosystem (which you can download for free here!). Investments grew exponentially in size (x3 the amounts of 2020) and number all over the continent. Our feeling is that this growth is an indication that the  European FoodTech is getting proportionally stronger, which would be really good from our point of view (after all, one of DigitalFoodLab’s missions is to accelerate the European FoodTech ecosystem).

But, it could also well be that investments just grew everywhere, specifically in the FoodTech ecosystem or that Europe’s “tech” become more attractive. To see if our intuition is correct, let’s look at the facts!

1 – investments in European FoodTech startups grew more than elsewhere

Investments in FoodTech increased significantly in 2021 (x2 compared to 2020 according to AgFunders’s data).
However, in the meantime, investments in Europe grew even more, and hence the share of the ecosystem is now above 20%, a level it never reached (it was always between 8 and 15%).Investments in europe vs world in foodtech

Beyond FoodTech, investments grew by more than 150% to $116B in Europe’s tech ecosystem in 2021. So FoodTech rose from around 8% in 2020 to more than 10% of the overall venture investments in 2021.

If we look at the data itself, we see that foreign investors and leading food companies have not missed this trend. We observed the growing presence of non-European funds in the biggest investments (with well-known names such as SoftBank’s Vision Fund and Tiger) and acquisitions (by large US startups (DoorDash, GoPuff) and corporations (Kraft Heinz)). The fact that DigitalFoodLab’s report was sponsored by Chinese startups such as Pinduoduo is also a sign of the global appetite for agriculture and food innovations coming out of Europe.

In a word, 2021 has been a transformative year for Europe’s FoodTech. It has become stronger locally, and more importantly, it is now a leading hub.

2 – It’s not all about cash; Europe’s FoodTech now leads in many of the most important trends

The graph below represents the main domains of interest for FoodTech startups worldwide and their advancement along the « hype curve », from ‘idea’ to ‘being available and used by all. You can look at our report on Global FoodTech Trends for more details.

One difference is striking compared to previous years: the quasi-absence of trends where the European FoodTech ecosystem is a laggard. Though Europe may not yet be a leader in most areas, it has at least a handful of interesting startups.

For the ecosystem, it’s an excellent sign that we can quickly identify many exciting startups across the « four types of trends »:

  • Short-term
  • Hype (when a lot of people talk about it but with a long road still ahead)
  • Long-term / niche
  • Disregarded/facing doubts

It should be noted that in tech in general, investments have significantly decreased in the first quarter. We’ll see how this will play out for FoodTech specifically, but it seems true that the levels will be considerably lower at first sight.

However, we have never felt so optimistic about the state of FoodTech and even more about Europe’s FoodTech. And again, it’s not all about money (which is important to compare the evolution and see if entrepreneurs will have the means to accomplish their vision). The trends above and the billions invested into them have the potential to help us build a better food system for our planet and our health. Europe may be well-placed to lead this revolution with the right mix of talent (from entrepreneurs and corporations), luck, money, and public policy (the sore point).

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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.