📊💰[Exclusive data] – Investments in FoodTech startups in 2022

Published on September 6, 2022

Things are more complicated for startups than they were in 2022. It has now been well-documented that deals are down in number and value (the cash raised by startups). How does this translate to FoodTech startups in Europe? We have compiled the first data that we have on investments in startups in the first half of the year. For the full report and state of the ecosystem, go to our (free) report on the state of the European FoodTech ecosystem.

Let’s start with the data itself. It depends on how you want to see it, but you can see the glass:

  • Half-empty: investments in the first half of 2022 are down 40% compared to H1 2021 (and we project that they will be down around 30% at the end of the year).
  • Half-full: investments are up 170% compared to H1 2020 (and so FoodTech startups in Europe raised more in the first half of this year than in the whole of 2020).

The same logic applies to the number of deals. If we take investments bigger than €1M (those with the highest chances of being reported fast by the media), they are down 33% in one year but 10% up compared to 2020.

Then, let’s move to where this money went if we compare H1 2021 and H1 2022 regarding the FoodTech categories.

In terms of amounts invested, it is mostly delivery starts that raised less (and more precisely grocery delivery and quick-commerce startups). Startups in other categories, such as food science (notably alternative proteins) and AgTech, raised more money in H1 2022 than last year!

If we look at the number of deals, it is only the third of H1 2021 for delivery startups.

So what does all this data tell us about the state of the FoodTech?

1 – things are more complicated, but it’s not (yet) a crash: we have fewer deals and less money invested. Small checks keep being written to early-stage ventures, and startups are sprouting everywhere. Similarly, mature startups with either (accurate) technology or a profitable business model are still raising huge amounts of money. The ecosystem’s future is not compromised here compared to previous hard times.

2 – we will have to wait until at least the end of the year to see where all of this lands and if we have reached a bottom or are still to go lower.

3 – it looks like it is more a “complication” related to the over-inflation of the valuations and investments in some shaky business models and startups.

Things are bad, but not too bad, and they should get better soon. Investors have massive amounts to invest (they have raised a lot in the last couple of years), and all this money will have to go somewhere. Again, if you are an entrepreneur, there has never been a better time than now to launch your FoodTech startups. If you work in an agrifood company, similarly, it is more than time to develop an innovation strategy that takes into account that the future of food will be very different from what we currently know. If you are in one of these situations, contact us!

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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.