💊 🍏 Food as medicine

Published on October 11, 2023

Beyond climate change, the most pressing challenge is the evolution of the link between health and food. That’s something that major food companies have seen. For example, Nestlé announced that it was aiming to increase the sales of healthy foods by 50% by 2030 (that’s more than 20 billion francs) by either renovating existing products, offering more plant-based alternatives, switching its marketing efforts to healthier products, and using new technologies.

Why are we now observing such a trend towards healthier products? I see at least four reasons:

  1. inflation increases the need for brands to create higher-margin products, which is almost always the case for healthy alternatives;
  2. the growing concern created by the rise of obesity and diabetes all over the world;
  3. population change, and notably ageing in developed economies: you need to convince your consumers that they are ageing well while eating your products;
  4. the current enthusiasm for diabetes drugs used for weight loss (more on that below).

This “food as medicine” innovation ecosystem is quite fascinating. As its name suggests, it is the confrontation of two distinct ecosystems: health and food. Below is a mapping of some of the main categories.

As you can see on the mapping, all categories are more or less intertwined. It’s quite typical of a fairly early-stage ecosystem where the distinction between the players (basically “what the supply chain will look like”) is unclear. However, we can distinguish four main types of solutions :

📱 Food coaching: an ecosystem of players in constant reinvention, from dieting apps (with the only unicorn of this space, Noom) to testing kits (microbiome, DNA, glucose) to telehealth services such as Oviva.

🥗 Personalised foods: for years, we have seen startups promising personalised foods or supplements based on your genome or microbiome pop up, only to shut down a few months later. Now, a more solid generation of players has been established. It only represents a tiny market, but it demonstrates what food as medicine could be.

💊 Medicine, such as food or drugs for diabetes, is used for weight loss. If you have not heard about Ozempic and Wegovy, you probably lived in a cave for the past year. These two drugs are here to help with diabetes, but many people are starting to use them to manage their weight. They are super costly and ultimately reserved for the most affluent, but they show the potential for products that help consumers achieve their health goals. Just consider this: Novo Nordisk, the Danish maker of the two drugs, has seen its valuation jump and overtaken LVMH’s (Europe’s most valuable company) during the summer. It is easy from here to see that many other drug companies will venture into food.

⚙️ Healthy ageing ingredients: in the broader sustainable protein ecosystem, a sub-category of innovators (startups, researchers, large companies) are now developing ingredients that positively impact our health, notably as we age. This can be as straightforward as ingredients derived from breastmilk, which provide nutrients we metabolise less as we age. It also includes ingredients that will lessen the long-term damage of processed foods on our health.

The current efforts are far from enough: a recent study shows that the 11 largest food companies in the US have not yet made sufficient progress to make their products healthier. One key aspect of the report is how much more effort has to be put into making healthier alternatives affordable to low-income consumers.

As I said above, the mapping is about the types of solutions. What I meant is that it may be yet unclear what their business model and, more precisely, who the client will be is not yet specific. For example, more and more grocery retailers are offering the advice of dieticians (through consultations, in-store advice, or AI-powered chatbots). Everything is yet to be invented here, notably how we will produce, distribute and promote these products.

This is a fast-evolving space which is full of opportunities and threats for established players. If you are an ingredient, CPG, or retailer in this space, let’s plan a call and discuss how you could leverage food as medicine as a key trend to your plan to be a part of the 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.