🥗 🍔 What’s next for plant-based?

Published on September 25, 2024

If I say that plant-based is not doing great, that would be almost an euphemism. Sales are still going down, and let’s not talk about funding. If you remove plant-based milk deals, it’s almost like the ecosystem has vanished. But then, what’s next? Is it the end for plant-based foods? I don’t think so, nor do the industry and the innovation ecosystem. Let’s look at what we could call the  “beacons of hope” for plant-based.

Indeed, in the past months, we have seen significant funding in three categories (at least):

  1. Whole cuts startups: startups seeking to create pieces of meat or fish with the same texture as the real thing through innovative technologies replacing the traditional extrusion used for most plant-based alternatives. Recently, Novameat (Spain) raised €17.4M for that. Among the big names in this space are Umiami (France), which raised €32.5M a year ago, and Juicy Marbles (Slovenia), which wants to launch in the US next year.
  2. Mycelium and biomass fermentation to create a new source of proteins. Following the lead of Quorn, a “legacy” player in this space, many well-funded startups are scaling up their production. Mycelium has the double benefit of naturalness (much less transformation and ingredients) and texture. Just this week, two startups, Ecovative (MyBacon) in the US and Matr in Denmark, raised a combined $50M for that. Earlier, Meati in the US raised $100M to commercialise its meat alternatives.
  3. Hybrids: As discussed in previous insights, there is a growing appetite for hybrid products. Even Quorn is planning to venture into this space. Hybrids could help make alternative proteins more accepted by consumers.

One question remains: will these solutions solve plant-based problems? When we analyse the plant-based (meat) market, it is faced with a set of 4 challenges.

  • Price & scale: It’s too expensive for consumers. Production needs to be scaled up to lower costs, but for that… you need stronger demand. The solutions presented above will help drive demand, notably in the foodservice industry. This should lead to growth in the medium to long term and then to a slow drop in the “plant-based premium” (the gap between plant-based foods and what they replace).
  • Taste & texture: this is where we expect the above innovations to create some change. Current products are still massively judged as lacking in taste and texture compared to animal ones.
  • Nutrition & health claims: if mycelium products have some strong claims in terms of naturality, they may still appear as highly processed products. The industry as a whole has not yet found solutions to counteract this. One solutions could be for plant-based products to become “better than their alternatives”, notably through the addition of better-for-you ingredients. But here, regulation will certainly play a role, changing the outcome depending on the region in the long-term.
  • Acceptability: Here lays the biggest unresolved challenge. Plant-based meat and fish products are still lacking strong public and private endorsements. Their adoption will be hard without strong public health messages on the benefits of a more plant-based oriented diet, both from an health and an environmental point of view. However, this will not be a global movement, and will depend on the political evolutions of each region/country. As we have already slightly different starting points, we expect a growing divergence.

This is a framework we work with clients to analyse if, how, and where to play on alternatives. The graph above is obviously just a birds eye view focused on plant-based meat alternatives. However, it shows that the current solutions bring hope to this ecosystem.

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.