8 notable deals and things to know this week (2024 – week #4)

Published on January 23, 2024

🇪🇺 🛵 European food delivery apps are (finally) becoming profitable. All three leading companies (Deliveroo, Delivery Hero and Takeawy-Just Eat) are expected to report profits for 2023. As planned, margins tend to increase when the number of consumers and restaurants increases (with shorter delivery times). After a decade of existence, years of doubts and capital consumption, it is pretty satisfying to see this sector stabilising, turning a profit, and appearing attractive to public market investors.

🇺🇸 💥 Uber is shutting down Drizzly, an alcohol delivery app acquired for $1.1B in 2020. Now, the delivery company wants to focus on its Uber Eats food and grocery delivery service to deliver alcohol. I wonder what’s the most impressive here: the amount of money spent on the app, the fact that Drizly was never integrated into Uber (indicating the absence of any kind of strategic foresight behind the acquisition), or simply how different the world is today from what it was in 2021.

🇮🇱 🥩 Aleph Farms became the world’s first startup to receive regulatory approval for cultivated beef in Israel. This is also the first global approval for cultivated beef (others have been for cultivated chicken). While using the same technology as its competitors (cellular agriculture, which enables to create meat out of animal stem cells), Aleph Farms is focused on high-end products such as steaks.

🌍 💉Food companies are already planning their responses to the success of GLP-1 drugs such as Ozempic. It appears that users of these weight-loss drugs are consuming fewer snacks during AND after using them. And beyond, some, such as Nestlé, are planning companion products. More agile startups, such as Daily Harvest (frozen meals delivered to your door), have already launched their range of companion meals. While we don’t know exactly how big this market will be (the predictions for the success of GLP-1 drugs are as wild as those of people betting on Bitcoin), the direction is clear: we are moving toward healthier and more personalised food products (for more, you can read DigitalFoodLab’s last year insight on  “food as medicine”).

🇺🇸 🚜 Farm-ng, an American startup, raised $10M for its small farm robots. They help in soil preparation, planting, harvest, and crop care.

🇮🇩🌾 Dayatani, an Indonesian startup, raised $2.3M for its digital agriculture platform.

🇮🇱 🍅 The Mediterranean Food Lab, an Israeli startup, raised $17M to create natural and fermented flavours for alternative meat and plant-based foods.

🇮🇱 🌳 SeeTree, an Israeli startup, raised $17.5M for its orchard tree intelligence platform. With drones and sensors, it gathers information on the trees to optimise their performance.

You're in a good company

Join the 60+ clients of Digital FoodLab: leading agrifood companies, retailers, banks, investors, startups, and public organisations.

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.