🥩 The case for plant-based

Published on July 27, 2022

Reading the news, you could think that plant-based alternatives, notably analogues, were a short-lived fad that is now joining all the crazy ideas that went from hype to bust in a few years. Indeed, recently:

  • countries such as France banned startups from using meaty names for their products. Turkey even went further by banning plant-based cheese.
  • we have seen the sales slump in the most advanced markets (the US) and still not taking off in others. Stocks of companies such as Beyond Meat and Oatly have been crushed since the start of the year (they lost 50% of their value)
  • investments in startups are decreasing

Yet, thinking that plant-based has reached its peak can’t be more wrong. As for the two past newsletters (on how FoodTech will impact our use of land and the future of quick-commerce), I would like to use recently published reports and studies as proof.

1- The moral and environmental argument that will drive more investments toward plant-based

The BCG, in association with Blue Horizon, released an update to its report on alternative proteins. The most striking point is about the comparison of the impact on the CO2eq savings made by investments in different domains that are the main contributors to greenhouse gas emissions. Money put into plant-based proteins has at least three times more impact (in terms of “savings” or carbon not emitted) than in any other area.

This fact alone shows that there is a strong rationale for investment in plant-based and other alternative proteins. This could also be translated at some point into an economic bonus if we put a price on carbon “not emitted” (or the other way around with a tax on meat and dairy products).

2 – Consumers are looking formore plant-based foods, but…

In the last update of its trends report, The New Consumer shows that if “only” a third of Americans are planning to eat more plant-based foods (in younger generations), those who don’t have clearly identified motives, notably because:

  • they enjoy meat and dairy products, and plant-based alternatives don’t have the right taste or texture
  • cost
  • high-processing
  • doubts on the health and environmental impacts of meat and dairy alternatives

 

 

 

 

 

 

 

These four challenges are fittingly what most startups are working on with less processed and better-tasting products (with many different technologies) and better health and environmental claims.

Right now, price (and also availability) may be the most important challenge to solve for consumers to adopt these products. First, price parity (when alternatives will cost the same as animal foods) will help people to try and stick to alternatives. Second, it will drive investments. As shown here, for chicken, a profitable product that was not in high demand can become a best seller if there is an industry push behind.

In a word, data shows the strong potential for growth for alternatives. Growth in this space will be made of jumps and pauses, with each time more demanding consumers.

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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.
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  • 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.