📊💰Global FoodTech investments & top deals for Q3

Published on November 15, 2023

So, how are things going for FoodTech? Looking at the press and even at this newsletter, we could think we are near the end of the story. Each week, we read news about startups shutting down, filing for bankruptcy or being acquired for pennies. However, that’s not the whole story; quite the opposite. While things are complicated for many companies, deals are still being made. Today, I am glad to share with you DigitalFoodLab’s latest update on investments and top deals for the third quarter of 2023.

Global FoodTech investments are stabilising and showing signs of a potential bounce back.

As you can see below, investments are pretty stable for the first three quarters of this year. This is actually good news: investments tend to be lower in a “normal”  Q3 as fewer deals happen and higher at the end of the year (2020, 2021, and 2022 have been all but normal years). Even if the fourth quarter is strong, we’ll have reached a level of investments equivalent to 2017, a decrease of 50% compared to 2022 and 70% compared to 2021 (without even mentioning inflation). These two figures help to understand what is happening.

However, we have to look beyond money. The number of deals and, more importantly, the destination of the investments in terms of geographies and categories give us reasons to be very optimistic.

The European moment

As you can see on the opposite chart, most of last quarter’s top deals came from European startups.

It is also noticeable that 2 of them are based in Europe while operating in North or South America. That’s also relatively new. We are used to the opposite.

In terms of investments, European FoodTech is experiencing a much less severe decrease in funding. Compared to the figures mentioned above, investments are projected to decrease only by about 10% this year and to reach a level much higher than their 2020 level. And as you can see on the graph, a clear rebound is visible.

While Europe’s “share” of the global FoodTech funding was about 12%, it is now around 30%. It is a bigger share of a smaller cake, so we can’t be too proud. Yet, it means that something specific is happening in the old continent.

Sustainability first

What we observe in these graphs is the amount of all the investments made in FoodTech startups, from pitch to fork. If we go a step deeper, we have to look at which startups receive funding (with additional data that we will publish in our upcoming yearly public reports and our quarterly bespoke private updates for corporate and investor clients – if that interests you, contact us).

Basically, there is a global move away from delivery startups (with differences between the regions, as you can see in the top deals; in some areas, quick-commerce still makes sense). This is compensated by a new focus on a broad array of topics related to sustainability: long-term alternative proteins (notably ingredients), regenerative and less input-intensive agriculture, packaging, software promoting less food waste, etc… (all areas where Europe was already doing quite well). Long-term trends support this, so we expect it to be reinforced. In a word, if you don’t already have a focus on what’s happening in Europe, you should definitely start looking at it, or you may miss the next big thing.

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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.