📊 FoodTech in graphs

Published on February 22, 2024

Today, I’d like to focus on four graphs that can help us better understand the contradiction in the trends shaping the future of food.

1 – Four worldviews for the future of food

I often wonder why it is so complicated to talk rationally about the solutions for the future of food. Beyond the passion created by traditions and culture, there is also a clash between the different solutions, depending on your worldview.

A recent report published by Green Alliance proposes a framework of four worldviews. Each of us is supposed to be a mix of two or more of them.

I found this approach quite interesting in understanding the positioning of different players, notably in the current context of farmer protests in Europe and the tense debate about the role of alternative proteins.

Beyond this, the report underlines that no worldview can overrule the others and that only a coalition of two would create a majority. In my view, there are two paths:

  1. the optimistic view: an alliance that could deliver good results for the planet between “technovegans” (people focused on using tech for downstream applications, notably alternative proteins) and agro-ecologists or sustainable intensifiers (focused on using tech for upstream applications).
  2. the realistic path: with poor climate outcomes: an alliance between agro-ecologists and traditionalists that we currently see growing in Europe notably.
    You can download the full report here.

2 – 80% less funding for cellular agriculture

Last year’s funding for startups using cellular agriculture focused on meat and seafood alternatives decreased from $807M to $177M. That’s a 78% decrease, which should be compared to an “only” 50% decrease in the overall FoodTech ecosystem.

This is due to both fewer, smaller deals. Many startups have had downrounds, which combined a lowered valuation and smaller funding (usually, as a startup matures, it is supposed to raise bigger and bigger rounds to finance its growing operations).

This could appear surprising as companies have finally received regulatory approval in the US and can now start selling their products. However, they are now facing serious doubts about their ability to deliver results and produce meaningful quantities of products. Upside Foods, the most well-funded startup, embodies this perfectly. Article after article spread rumours about its ability to grow any significant amount of meat, and now it is laying off staff while shutting down its plans to build a large-scale factory.

While we remain convinced of the potential of cellular agriculture, the current bottleneck created by the inflated expectations set up by many startups and investors will have to be resolved. Then, if, and only if, some companies achieve scale-up production, hype and money will come back.

3 – Palm oil, often considered bad for the environment, is much less land-intensive than alternatives

In this article on why palm oil is not as bad as its reputation, a couple of charts illustrate this oil compared to vegetable alternatives.

While palm oil is (rightly) linked to deforestation, it actually requires much less land than other oils. This illustrates the complexities of classifying ingredients as “good” or “bad”.

4 – A thirst to fund water-focused startups

We recently released a note on water. It showed how much innovation was needed for water conservation. As you can see below, investors have also noticed how hot the topic of water has become. In the current context of decreased investments, achieving a “flat year” for water treatment and conservation investments is quite a feat.

We observe a growing interest in this category, from large-scale infrastructure to startups. Some even have original solutions, such as Epic Cleantec, which transforms wastewater into beer.

 

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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.