🐶 The future of (pet)food

Published on October 26, 2022

When we first set the definition of what FoodTech meat for us at DigitalFoodLab (back in 2016), we excluded petfood. It seemed a small, unexciting topic. However, since then, things have changed quite dramatically

🚀  Startups in this space multiplied and keep popping up everywhere

Below is a mapping of petfood startups. Doing it, we learnt that if startups started by creating marketplaces, now the biggest space is DTC (Direct-To-Consumer) brands. Contrary to other (food and non food) DTC categories, most of these brands are still not focused on retail but mostly centered on their e-shops.

It’s quite fascinating to see that these brands follow the trends of human foods with:

  • personalisation: creating meals dedicated to the weight and specific needs of each dog.
  • fresh food delivery: petfood is dominated by dry foods, but startups focus more and more on fresh (wet) food.

alternative proteins with vegan, cellular agriculture, precision fermentation and insects.

💰  Investors are following suit with much more money being poured into this ecosystem

Over the past 5 years, investors have increased their bets on petfood startups. Interestingly, as the overall food is not doing so well in 2022, investments are increasing both in number and amount.

 

 

 

 

 

 

 

 

Over the past 5 years, investors have increased their bets on petfood startups. Interestingly, as the overall food is not doing so well in 2022, investments are increasing both in number and amount.

🐶  Each of us adopted a dog, as many people did during COVID.

Why is there so much entrepreneurial energy and investments going into petfood? Simply because this market is huge (over $100B, with a significant share in the US) and growing at an impressive rate, notably after covid.

Many people adopted pets, and the new owners are looking to give them the best experience possible, notably by making them eat foods matching what they feel is best. Hence, the emerging trends of vegan or raw foods or CBD supplements.

🔮  Where is this space going?

This space is quite different from the “rest of the food”. It is dominated by two CPG giants (Nestlé and Mars), which have a strong relationship with veterinarians (when they don’t directly own the clinics) and breeders. This makes this market much harder to enter.

Beyond that, as most brands can’t access mass retailers due to their high prices or focus on fresh/customized foods, they are all competing online. Hence, following all the investments made into petfood startups, we can expect online acquisition costs to rise even more.

In a word, we expect to see some consolidation in the 18 to 24 months to come and then maybe a split between three categories: customised products sold uniquely online, supplements and treats, and alternative proteins. In this latter space, the lower level of regulation makes it possible for innovations (as is already the case on insects and maybe tomorrow on cellular agriculture and precision fermentation) to enter the market more easily than for humans.

You're in a good company

Join the 60+ clients of Digital FoodLab: leading agrifood companies, retailers, banks, investors, startups, and public organisations.

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.