📊 Top deals for 2022 (and Q4) – what’s next?

Published on January 18, 2023

What a slow start to the year. Last year, it was almost impossible to pause for a minute. Multiple deals of tens, if not hundreds of millions, were announced each week. Now, things feel really calm, and a big part of the news is now about startups laying off employees. Usually, the fourth quarter is very active. Let’s say it was not the same last year.

As often mentioned in this newsletter, we can’t summarize an ecosystem of thousands of startups to 10 super deals. However, it creates a really good snapshot of the situation as it indicates where the money is going, both in terms of geographies and categories/trends.

Looking at the top 10 deals in the last quarter of 2022 in Europe and comparing it with the first half of the year and even the third quarter, we can confirm that deals are much less limited in size. We can first observe that we are not in a “crisis”. Deals are made, even big ones with tens of millions. Also, grocery delivery startups, even if controversial on their ability to generate profits, are attracting investors. Quick-commerce startups are not raising anymore. Here are completely different startups with much more interesting and diverse business models. Basically, when I look at this graph, I really feel optimistic about the state of the European FoodTech ecosystem.

We also created the top 10 list for the whole of 2022. First, the most visible point is that 8 of 10 deals were made in the first half of this year. I should add that Oda, which raised €150M at the end of 2022, did it at a lower valuation than its previous round.

We observe that delivery, notably grocery delivery, was still the key category of the European FoodTech ecosystem in 2022. As it lost most of its shine during the year, we have to imagine 2023 with smaller deals and a focus put on agriculture (notably inputs, even if we believe that the trend around them will decrease), food products (both brands and alternative proteins) and software solutions.

In a word, we could say that €20M is already the new €50M. It means that startups planning to raise €50M or more in 2023 must adapt to be able to raise only €20M. And that is the best-case scenario, which will probably take 6 or 12 more months than anticipated. Said like that, it doesn’t seem much, but it implies that these companies have to adjust the speed at which they are spending what remains in their bank account. Hence, the layoffs, pivots, market withdrawals or refocus already announced.

Again, this year will be fascinating. The current situation helps to sort the most agile, resilient and relevant startups and will give birth to whole new ecosystems. We are still working on our predictions and trends for 2023. If you have some ideas, share them with us!

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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.