🎄 2023: the good and the bad

Published on December 20, 2023

So, it’s that time of the year. Things are moving slower, and we have time to reflect on the past twelve months. Let’s be honest: this has been a challenging year for most of the innovation ecosystems. So, should we forget this year and hope for something better in 2024? Here are four things to remember about 2023:

1 – Investments kept declining, and an increasing number of well-known startups are going bankrupt
Let’s start with the elephant in the room: while global funding is still significant for FoodTech startups at around $3B per quarter (see our last data on investments). This is a 50% decrease compared to 2020 (and a 75% decrease compared to 2021).

In the meantime, for the first time, the number of FoodTech unicorns is declining with a worrisome number of downturns, low-cost acquisitions, and bankruptcies.

For 2024, we expect a bounce back somewhere between Q2 and Q4. This doesn’t come from our crystal ball but rather from a cold analysis of the historically high amount of dry powder in private equity (a part of which will find its way into venture capital) and the predicted evolution of the interest rates which will make risky investments in startups more rewarding.

2 – The reality check was fatal to many startups and categories

Many startups, and even whole ecosystems, once acclaimed, have been significantly shaken in 2023:

Plant-based: in last year’s “summary” of the year, we said that “people discovered that plant-based products taste bad”. They were not proven wrong this year, and sales kept declining or stagnating in most markets. As inflation slows and consolidation happens, we expect things to get better for plant-based companies.

Vertical farming: many of the major startups operating farms have ceased operations this year. There is hope for this ecosystem’s tech-focused, B2B-minded startups, but they won’t reach the scale and impact of the startups that have disappeared.

3 – Investments are still running high in some key categories, notably in sustainability and B2B
Investments are decreasing for FoodTech startups. However, the story is not similar for all startups. Some categories are doing surprisingly well, notably:

  • Future companies: young, emerging startups are doing quite well and have little difficulty raising funds (compared to previous years). It is much harder for unprofitable, series A+ startups without “hard” assets (defendable tech, strong brand…).
  • Sustainability and B2B-oriented startups: even in 2023, very large deals in these ventures are still happening. We even analyse signs of over-hype in alternative protein and decarbonisation (I often wonder if there aren’t more carbon accounting startups than carbon credits emitted and acquired).
  • European startups: Europe now weighs 30% of the global FoodTech ecosystem. While it is a bigger slice of a smaller cake, it still shows that something is happening there and that investors (and large companies) are finally noticing it.

4 – Many categories and technologies silently progressed
As I said earlier, innovation slew in 2023, which also affects incremental innovations in established food companies. However, and that’s one of the highs of this year, they didn’t stop their long-term plans and their involvement in startups.

Beyond all the noise created by startups going bankrupt and new deals made in emerging startups, we have observed significant progress in some key points, such as:

On a more personal note, I want to thank all our clients. Even in this complicated ecosystem, we witnessed a strong appetite of companies from farm to fork to take the time to think about their place in future of food.

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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.