🐜 Big bucks for small bugs

Published on February 16, 2022

Insects are attracting more and more attention. In 2020, startups working around this space raised more than €500M (notably Ynsect, InnovaFeed and Nasekomo). And then… nothing much happened in 2021. This pause worried some observers as the sales of animal feed were not taking off. However, startups are starting to raise significant amounts of money again since the start of the year:

Now that the companies have raised money, started to build their production capabilities, what lays ahead for them?

1 – Conquer America
Compared to other FoodTech ecosystems, insects are a very unique subject as most (if not all) of the leaders are based in Europe. This tends to be accentuated with the latest deals. As each European market is small in size, the startups tend to look beyond the ocean toward the US:

  • Ynsect is building a factory in the US
  • InnovaFeed just signed a partnership with ADM (a giant food commodity trading company) that goes beyond an existing deal including the construction of the world largest insect farm nearby of ADM’s corn processing plants. Now the deal says that InnovaFeed will supply ADM pet foods division with its insect ingredient.
  • Protix wants to use its recent funding to go even beyond and address new markets

2 – Face up regulations and consumer acceptance
Last year, Europe authorised the use of insects to feed pigs and poultry. Some can also be used in animal food.
This regulation is not enforced everywhere in Europe, and in many countries, insects are still something that consumers just don’t want to hear about. A recent survey in the UK showed that only 25% of consumers would be ready to “try” edible insects. If you consider that consumers are much willing to experiment with something when the question is theoretical, we can see that using insects for human consumption is still a fantasy.

3 – Focusing on petfood
If it takes time to enter the animal feed market and if humans are not too keen to consume insects, what market remains? Pets! Petfood is indeed a $95B market with high margins.
In the past week, two startups (from which Protix is the supplier) just raised money for that:

Even Ynsect, the startup which has raised the biggest amount of money, is considering this space. It launched a pet food product in the US through a partnership in November.

What remains to be seen is what kind of market share insects can take on animal feed and pet food. These markets are huge and are growing fast. However, they also face competition, notably from entrepreneurs focusing on plant-based alternatives (and vegan petfood). Companies working on insects will certainly need new rounds of money to scale up their productions. And if the markets they address does not match the potential VCs require, they will have to look for it elsewhere. That’s why we can expect some IPOs in the coming 24 months.

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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.