đź“Š FoodTech in graphs

A picture is worth a thousand words, so for this insight I have selected for you the best graphs that I saw over the last couple of months:

All beef are not equally environmentally harmful
It is often said that in our current Western diet, meat and dairy have the highest impact on the environment. This is generally true, but actually, as often, the reality is a bit more nuanced. The choice made by the consumers has a real impact. As shown below, just for a single beef serving, the environmental footprint can vary widely, notably for emissions between regions. It’s not even useful to consider transport which is not relevant when we talk about high-emitting elements such as animal proteins.

Regulation, culture and the availability of resources can make widely different outputs. Just accounting for emissions, beef from South America is four or five times worse than beef from Europe. And inside regions, things can also vary widely. For example, UK-grow beef is much less emitting than French beef.

This argument is often used by some “anti-plant-based” observers, such as here, saying that going grass-fed and using the best practices worldwide would be sufficient to transform our food system into a sustainable one. I am quite dubious about that (as I am equally dubious about the idea that in the near future, there will be no more cows on earth).

If you want to know more about the future of proteins, notably opportunities and challenges, we have worked on an insight report on this subject with MSCI, a leading financial company editing a food revolution index. You can download it (for free) here!

Increase in price ⇒ increase in deals?
Do you want to understand all the deals being made around egg replacement, fats and oils alternatives in the last couple of month ? Just have a look at the graph below. I always find it funny when a temporary external event (in the case of eggs, the reason is due to a rise in the number of case of avian flu in the US) creates waves of investment. It is often short lived. But who knows.

Robot startups are having a hard time
We have mentioned here the rising number of cooking robot startups having a hard time and shutting down their operations. It seems that it is not only in food that robots are facing hardship. In the graph below, we can see that the number of deals and the amounts have plummeted in the past months. On a more positive note, it should be noted that many startups in farm robotics are still raising money. And, as explained in our insight note on the subject, many interesting food robot startups are being developed.

If you are a startup planning to raise money, I hope you have some cash reserves
All along the investment funnel (from seed to late stages of funding), the time between two rounds is getting longer. In less than a year, the time between seed and series A has grown by 100 days. 3 months is a lot for a startup that is planning to raise money between 18 to 24 months after its last round.

The graph also shows that this trend is strongest for series B. There, it now takes on average one additional year for a startup to raise capital. That’s a huge difference and that’s also why, we expect to see a lot of failures in the months to come: startups that raised series A in 2021 when investments where booming are “due” to raise this year… and may have a really hard time in front of them.

Have you seen other graphs that you find interesting about the future of food? Share them with us for our next newsletter.

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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.