📈 🏦 DigitalFoodLab’s FoodTech index

Published on March 13, 2024

Here, we often talk about startups, from early-stage ventures, which are barely more than ideas to unicorns (see our recently published report on the state of FoodTech unicorns here). However, we now have a growing number of “former” startups that have moved into the real world of publicly listed companies. As most have just released their 2023 results, it seemed a good point to look at how they are doing and also to introduce a new tool: DigitalFoodLab’s index.

1 – The great sorting: the 2010s food business models are bearing fruits (or going bust)
A few years ago, FoodTech was almost synonymous with food delivery. And there were, broadly speaking, two types of business models (at least, that’s where you found the unicorns):

  • Food delivery platforms, notably Uber Eats, Delivery Hero, Deliveroo and DoorDash. These delivered restaurant meals and expanded into grocery deliveries through partnerships with retailers.
  • Meal kits: services such as HelloFresh deliver recipe ideas and all the ingredients to execute them.

A decade later, food delivery appears as a winning model, while meal kits are a losing group. This is quite interesting as it is not what we could have assumed only a few years ago when most articles predicted the end of delivery.

🇺🇸 🛵 Uber posted its first annual profit ever. After years of negative results (and hence tens of billions of venture capital and debt), the ride-sharing and food delivery business model is finally proving to be viable. It is quite notable that it was the food business that saved the company during the pandemic and has become its most profitable part. Also, in the current inflationary context where consumers focus on the “essentials”, Uber’s food delivery is still in high demand, showing that it has become a vital part of their daily lives.

Also:

🇩🇪 📦 Marley Spoon, a Germany-born meal kit startup and once a leading player, sold its US assets for $24M. The startup is publicly listed in Australia (its main market), and it has lost more than 99% of its value since its peak in 2020. It is impressive how a market once seen as promising is now considered almost worthless. Using the company’s market share in the US in 2022 (3%) and this $24M value, the whole US meal kit market would be worth less than $800M (which was coincidently Marley Spoon’s valuation at its peak).

Also:

2 – It’s getting better for plant-based companies
Beyond Meat and Oatly, the two most well-known publicly traded plant-based companies, often act as an indicator of the whole market. Indeed, while others (private companies) keep their data for themselves, these two have to release sales indicators each quarter.

🍔 Beyond Meat announced that its revenues declined by 18% in 2023 compared to the previous year. It also lost almost as much as it earned in sales during the year. However, plans to decrease spending have made investors happy, and the stock bumped after the results were announced.

🥛 Oatly’s results look even worse: the company increased its sales but posted a widening loss of around $300M for the last quarter. This is notably due to costs related to discontinuing the construction of a new facility (another bad sign).

The only positive sign is that, in both cases, volumes are up. It shows that there is a current price war between players to achieve growth. It also seems from both cases that the worst is behind us and that the companies that survive in this space are now solid and agile enough to surf the (hopefully coming) next wave.

3 – How are the publicly traded FoodTech companies doing?
As I said, it can be hard to track the overall progress of these newly publicly traded companies and, notably, to compare them to the rest of the market. That’s why we have created an index with all the values of public FoodTech companies. You can access it here to check it and also look at the list of 22 values we have identified (if you think about others we should add, let us know). We have kept things simple: today, the index is rebalanced quarterly, and all companies are equally weighted.

Both graphs compare the index’s (purple) evolution to the overall market’s (orange) and Nasdaq’s (blue).

As you can see in the first one above, when we take the long view (relatively speaking), FoodTech startups have really underperformed.

Even if we zoom on the months since the start of the year and the somewhat positively received results we mentioned above, this index is still down by more than 4% and has a 15% gap with the tech-oriented Nasdaq (in which many of them are nonetheless listed).

We will update this index with companies going through IPOs or newly accessible companies. This is one of our tools for following the trends shaping the future of food. It notably helps us when setting up bespoke watch newsletters for clients or when we want to put some startup information in perspective when diving into a topic. Let us know if you have any questions about it!

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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.