🍔 The state of alternative proteins in 2023

Published on June 7, 2023

Each year, we map the evolution of the different FoodTech trends shaping the future of food. We are starting to work on 2023’s edition that we’ll release this month. Today, we’ll focus on sustainable proteins, the second megatrend and maybe the most commented one.

Alternative proteins attract thousands of entrepreneurs and billions of euros in investments while being a source of intense debate. Acting on what we eat may be the most obvious way to reduce our impact on climate change. Indeed, animal proteins as a whole are directly linked to up to 18% of global greenhouse emissions.

We can identify at least five different technological approaches to alternative proteins. Companies using them have a few things in common, as they are:

  • Mostly trying to replicate animal products that we know and love, from meat to dairy. This is seen as the best way to help consumers « transition » from meat to alternatives and become real flexitarians.
  • Marketing themselves as healthier, better for the planet and animal-friendly alternatives beyond simple « substitutes ».

We map trends on an innovation curve which can show how a typical innovation evolved from discovery to a pick of excitement (everybody talks about it, somehow irrationally) to a phase of disillusion (where many trends vanish) to productivity (people using the new technology or service).

🐜 At least five technologies compete to replace meat and dairy products as we know them. Compared to 2022, we removed insects for humans as they just vanished after reaching the « disillusionment » stage.

🍔 For the first time in five years, we moved a trend backwards. We already explained our reasoning here, but we were (as many) wrong on how advanced plant-based products were and how ready consumers were for them. Plant-based alternatives are getting in the disillusion stage, with many people predicting its end. While we collectively get ahead of ourselves, solutions to plant-based products’ many challenges are now almost market ready.

🧫 Cellular agriculture (cultivating cells to recreate animal products), precision fermentation (producing animal proteins through the fermentation of genetically modified bacteria) and biomass fermentation (using fermentation on a newly identified extraordinary microorganism to produce proteins) are at “the top of the hype”. Companies are starting to open their pilot facilities and request regulatory approval. We predict that there will be doubts about their ability to produce at scale and fund their transition from lab experiments to industrialisation.

🌵 Molecular farming (using genetically modified plants to produce animal proteins) is still a very young and unproven technology. However, it is receiving more and more attention, notably with the recent IPO of Moolec.

All of these technologies share the same two challenges:

  1. Scale (producing larger quantities as cheaply as possible)
  2. Acceptance (both by regulators and by consumers)

The year will prove decisive on these two fronts, as most leaders are waiting for their pilot facilities to be completed by the end of 2023 and are also expecting regulatory approvals in Singapore, the USA or Israel.

Then, one question will remain: how to finance and structure the alternative protein industry? Indeed, tens of billions will be needed in the next couple of decades if we want alternative proteins to have an impact on the global climate trajectory (only to build facilities and the bioreactors inside them). One answer could be distributed production (bioreactors in the cloud as an analogy to the cloud computing industry).

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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.