📊 FoodTech in graphs: indulgence comes first

Published on May 2, 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 agriculture and food.

1 – Brands bet on indulgence rather than health for their product innovation

Here, we often talk about innovations related to health (healthy ageing, new functional ingredients, GLP-1), fitness, or ethics (notably environmental concerns). But, if we look at this first graph showing the distribution of “innovations” launched by CPG brands worldwide, we can see that they are first and foremost betting on “pleasure products”.

It even seems that the share of indulgence innovations is raising compared to health-related ones. That’s not really surprising in a context of inflation (as healthy ingredients and reformulation are expensive for the consumer). I know that we are mixing different horizons (here this is mostly about incremental innovations, while we are in this “future of food” newsletter mostly focused on disruptive and long-term innovations). However, we (and I mean mostly entrepreneurs and investors), shouldn’t forget that consumers are not rational beings when they buy food products, pleasure and indulgence is and will remain their first driver for quite a long time. In a word, don’t make virtuous but awfully tasting products!

2 – The need for a new green revolution (in Africa)

The FT released a very interesting piece on how Africa could feed the rising world’s population. It shows that the continent has not yet known the green revolution that has been observed elsewhere in the world in the second half of the 20th century: a combination of a massive increase use of fertilizers (primarily nitrogen-based), mechanization and crop selection led to an explosion of the yields across multiple continents.

As you can see, it never took off in Africa. Now, the question, is “can Africa leapfrog this revolution and directly move to the next generation?” The continent’s needs are gigantic and increasing, while the past recipes are also known to have their (climate) limits. Recently, we mapped some of the solutions to decarbonize agriculture, it would be great that more of the startups and innovations were be targeted to Africa.

3 – Plant-based investments decrease everywhere except Europe

The Good Food Institute released its annual reports on alternative proteins (always a good read). Investments are declining in almost all technologies, and almost everywhere. Only one continent is doing well: Europe.

However, using the above graph comparison with the past 9 years of funding, shows that there is still a gap to be bridged for the old continent in terms of investments.

4 – Brands in Europe are taking off

I love food brands. And for years, I have been quite miserable when looking at the number of startups launching food and beverage brands in Europe. Some were doing good things, but rarely had the opportunity to scale as investors were worried about the cost of expanding in new markets. And also, quite related to the first graph showcased here, too many startups were doing virtuous products (on the environmental side notably) that were quite distant from what “real-world consumers” would ever buy.

It seems that things have changed: the number of food, beverage, and pet food startups has increased, as is the number of deals and the investments they received.

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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.