💨💸 When $200B go up in smoke

Published on May 17, 2023

As we have seen in our recently released report on the state of the European FoodTech ecosystem, investments are decreasing, and we have not reached the bottom. We still expect the 6 to 12 months to come to be complicated. This decrease implies that some startups do not find the funding they need and so are going bust.

However, investments are a very crude measure of the declining appetite of investors for FoodTech. Indeed, as observed in the report, we observe a shift from formerly hype categories (such as vertical farming or quick-commerce) to new hype (such as new beverages, virtual restaurants, B2B marketplaces). Unlike what we often read, this movement is not necessarily a “healthy and rational return to a normal situation”. These new hype categories are not intrinsically better, revenue-driven or addressing real-world issues than former ones.

Valuations (the amount of money that one should pay to acquire a company) would be a better way to evaluate the state of the ecosystem. Here, the information is hard to access and often confidential. However, we have some hints from recent deals or rumours such as:

With these examples and others, valuations could have been slashed by up to 50%. Does it reflect the “real value” of these startups in today’s market?

Beyond scattered information about deals in private startups, we have one easy way to look at things: publicly traded companies. Thousands of investors exchange stocks of these companies daily. Let’s look at 9 “iconic” former FoodTech startups which went through an IPO in the past decade:

  • Their collective IPO valuation was $130B
  • At peak valuation in 2021, they were worth $263B
  • Today, this is down to $59B

So, in less than two years, these nine companies destroyed $200B of value. To put things in perspective, $200B is approximately Greece’s GDP.
It means that these startups lost 80% of their value, much more than private startups. Some are more affected than others, with an AppHarvest losing 99% of its value (a good example of defiance against vertical farming).

From this, we can learn three things:

  1. we can say that in the short term, many private startups are still overvalued and that we are not yet at the end of the “cleaning”. Private markets are indeed slower to adjust to new realities than public markets.
  2. for most of these nine startups, we are not at the bottom in terms of valuation. Talking about a rebound may be optimistic, but results and the general mood is more positive than it was six months ago. If a rebound is confirmed here, it will surely affect the whole FoodTech ecosystem in 2024.
  3. this is only a market cycle, not the end of the world: look at the IPO value of the three oldest startups. They are now worth more than they were in 2017.

In a word, looking a public markets maybe a better indicator of the current state of mind of investors and of the general market that just looking at deals. We’ll regularly update this “index” to see how things are moving and how well it reflects the state of the ecosystem.

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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.