📊 FoodTech in graphs: Distribution of FoodTech investments

Published on September 11, 2024

I’d like to focus on three graphs on the distribution of FoodTech investments, how alternative proteins could learn lessons from the success of electric vehicles, and how the perception of alcohol is changing.

1 – Distribution of FoodTech investments

We just published our first report on global FoodTech investments. Beyond the clear decline in investments, we also see a clear evolution in their distribution in categories (AgTech, alternative proteins…, etc.) and geographies.

As shown on the map below, FoodTech investments are spread out worldwide. Some regions have specificities, such as Asia, which is highly concentrated in Delivery or Oceania, with 95% of the investments in AgTech and Food Science.

This map shows that for a global agrifood business (or a specialised investor) seeking to source insights and eventual partnerships from the innovation ecosystem, having a global focus is now required. Relevant opportunities in upstream (agriculture) and mid-stream (transformation, new products, new ingredients) are now emerging all over the world and the competition to work with the best players is global.
Identifying and evaluating them becomes an increasingly important task that DigitalFoodLab can help you with.

2 – What can alternative proteins learn from the success of electric vehicles?

I know, talking about electric vehicles (EVs) “success” is a bit complicated right now. However, they have achieved impressive growth over the past decade. This recent report draws a parallel between EVs and alternative protein ecosystems and tries to identify lessons for the latter.

As shown in this graph comparing the two ecosystems value chains, there are still many gaps to funding alternative proteins, notably for scaling up the production (beyond venture capital funding).

While reading this report, the most striking point is the amount of public support, both financial, and political (through positive and negative incentives) that EVs have received over the past decade. This has been fundamental to incentivize private investments, which notably require visibility and stability.

For alternative proteins, even if companies are receiving more and more public financial support, the willingness to invest on this ecosystem both financially and politically is still quite modest (to say the least).

3 – Alcohol is now seen more and more negatively

The chart below displays a recent update of a survey of American consumers concerning their attitude to alcohol. While we are used to reading about the (relative) decline of alcohol consumption in certain age groups, I find it fascinating to see how strongly opinions have shifted. For a very long time, things were stable, with a large majority of 60 to 70% of consumers thinking that moderate alcohol consumption was positive or neutral regarding their health. This reversed quite suddenly around covid lockdowns, and now 45% of these consumers think that even moderate consumption is bad for them. As shown in the details of the study, this is even stronger for younger generations, with two-thirds of them thinking that drinking is bad for them.

Now, what’s really interesting is what will come out of that. As for tobacco (or certain types of food), we know that we are complex creatures: we can know that something is damaging in the long-term without changing our habits. However, as measured by this study, it already translates in a strong willingness to drink less, and for more than 20% of consumers, the best option would be to stop drinking.

If this trends is confirmed, it expands the already huge opportunity around new beverages, from health-driven (notably around hydration) drinks to alternatives to alcohol.

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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.