đź“Š Global FoodTech investments & top deals for 2023

Today, we’ll look at three graphs showcasing the state of investments in AgTech and FoodTech startups globally. Again, the evolution of quarterly investments in startups isn’t an indicator of what the future of food will look like. But, it is an excellent indicator of the speed at which we are navigating towards it (more money means that innovators have more strength and that legacy players feel the need to change).

The end of mega deals
As you can see in the list of the top 15 FoodTech deals of 2023, the number of “mega deals” ($100M or more) is quite limited. And it says something about the ecosystem’s health that the biggest deal of the year was made in a pet food startup.

Beyond that, I see three interesting, often counterintuitive, facts in this top:

  1. The only alternative protein (for humans, not for animal feed) starting at this top is at the last place with Air Protein (using captured CO2 as a feed for a biomass fermentation process which produces protein). So, even if alternative protein startups make all the noise, they have already fallen out of grace and had a hard time in 2023 to attract significant funding.
  2. Delivery startups are well represented. If quick-commerce (grocery delivery in less than 15 minutes from small warehouses inside city centres) startups have mostly failed in their effort to scale in developed economies, they are doing quite well in developing countries (notably India and Latin America).
  3. Bioinputs and biocontrols (bio-based compounds to replace traditional fertilisers and other chemical-based products in agriculture) are the new hype.

No recovery in sight
There is no way to put it otherwise, but I was disappointed when I looked at the data from the last quarter of 2023. I wasn’t hoping for a refund (as we said recently in our predictions for 2024, we don’t expect it to happen before the second half of this year). However, I thought investments would remain stable.

North America, USA & Asia

Finally, the opposite graph shows the new FoodTech landscape regarding investment distribution. If we often focus on what’s happening in Europe, we can’t miss that investments in Asia are also becoming quite significant.

There are now three global FoodTech regions: North America, Western and Northern Europe, and South East Asia (notably India and Indonesia).

So, now, where are we going? At DigitalFoodLab, we expect things to remain stable or even worsen for the next couple of quarters and then bounce back at the end of the year. While this is a problem for entrepreneurs, it also means that planning for the future has become amazingly cheaper than it was two years ago: for investors with some cash in reserve and corporations seeking to differentiate themselves in the future, there are unprecedented opportunities to seize.

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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.