💰🏢 More corporate involved in FoodTech startups

Published on June 1, 2023

“What is your opinion on the current situation, notably with the decline in investments in FoodTechs startups?” This is one of the questions I get asked most by corporate clients. My answer is simple: “You have a giant Black Friday. Enjoy it”. What do I mean by that?

First, startups are now super cheap. As we often say here, valuations have been slashed in the last 18 months. It is possible to invest in a startup for the same amount of money to have a larger chunk of its equity. And, as a larger shareholder and probably the only one able to reinvest soon, a large corporation also gains more weight in the decision process.

Second, many offer great value. As we all know, there are good and bad deals when we buy products on sale. Hundreds of billions have been invested in FoodTech startups in the past decade. Some of this money has been wasted, some has built great businesses, and a good share of it has helped to develop interesting technologies, services and products that have not yet found their market. These companies will have difficulty finding capital in a world where capital is more expensive. They can be your targets.

Third, it won’t last. When these startups run out of money, they will shut down, and the opportunity will end.

Large agrifood companies have understood that well. Indeed, as you can see in the graph below, the number of investments in European FoodTech startups by corporate venture capital funds (CVCs, in short) has never been higher.

It keeps rising in large deals (median series A are around €2.5M in European FoodTech). In a quarter of deals, one or more CVCs are investors (they can be the lead investor or just a minority shareholder). Even more interesting is the jump in participation of CVCs in earlier deals, including seed and pre-seed. Before 2022, the share was quite small, but CVCs were much more part of seed deals last year (and also in Q1 2023).

So, there is an opportunity, and many companies benefit from it. There are even setting up funds that now invest in early-stage (young) startups. However, that’s only a tiny minority of Europe’s large agrifood companies that are doing so. Investing not only requires money, but it also requires the means to follow the deals, to actually “do something” with them, notably finding ways to make them relevant other than financially for the company.

Beyond the opportunity, investing or acquiring startups now is also a way to support the local ecosystem, generating more valuable innovation for your business. So, if you have not yet set up a CVC or contacted them to raise money (if you are a startup), do it now!

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.