📈 🔮 FoodTech trends: top, emerging and disillusion

Published on February 7, 2024

We are currently at an inflexion point. This is both exciting and a bit discouraging:

  • Demoralising because many of the trends and startups we wanted to see move forward are either stagnating or simply going bankrupt.
  • Exciting because disruptive technologies that looked so far away are moving extremely fast and showing that what seemed very distant in the future of food may come much sooner than anticipated.

This situation is quite unique. As you can see in the graph below, FoodTech ecosystems and trends (see the full report here) can be mapped in an innovation curve where trends appear on the left, become hype, and often go through a disillusion phase to finally re-emerge and become adopted by most players.

Compared to previous years, in 2024, we have a very specific situation that creates the tension I mentioned above.

On this graph, we represent the six mega trends shaping the future of food, each composed of different trends.
Usually, an innovation curve is somehow unbalanced, with many emerging techs (on the left part of the graph), a limited number of hype ecosystems, very few in disillusion, and even fewer rising again.

But today, we have this relatively uncommon situation where:

1 – We have unprecedented trends in the disillusion stage. In all these categories, you can identify the startups that have gone bankrupt (or are on the verge of shutting down) in the past year. Some of these ecosystems will re-emerge, cleaned of all the bad players, and new startups will reappear with better products. This has been the case for farm robotics and, in a less visible way, for indoor farming.

2 – Meanwhile, we also have many trends at the top of the hype curve. As you can see on the graph, these are mostly made of alternative proteins but also decarbonisation-related ecosystems. Some of them are already sliding toward disillusion). For example, the once beloved cellular agriculture and precision fermentation startups face challenges raising money and attracting positive press.
Some of these “hype” ecosystems will undoubtedly remain at the top for some time, but we expect most of them to experience a phase of disillusionment. The year ahead will be rough for most.

3 – What’s worrying is the limited number of emerging trends. Even more concerning is that the startups there currently receive limited funding from investors. We can’t expect them to move forward during the year.  In a word, and that’s something that I hear a lot from investors, it’s hard to get excited by emerging startups currently. At a pitching event recently, all the projects looked like startups that the jury had already met two or three years ago.

4 – Some trends are reaching maturity (which we define as being adopted by 30% of the market and becoming profitable). This is a good sign and proof that the food tech movement can deliver meaningful business opportunities.

So, is it the end for food startups? Actually, no, I think that what we call the revolution toward an era of “digital food” is underway and that the core trends that will shape it are now quite visible. Most have already emerged and will have a noticeable impact in the next 2 to 10 years.
If you are interested in learning more about these trends, you can either download the full report or call us to do as many industry leaders and plan a workshop where we will present these trends and discuss the opportunities they create for your business.

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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.