AgTech is doing well globally, not that much in Europe

Published on June 19, 2019

Hi,

Last week, Jérémie did a great presentation at the LFDay event about the global investments in AgTech and a quick focus on Europe (as you know, we like both things well defined and sound data). It received great interest and so we decided to share it with you.

We know that’s not something everybody will agree on but for us, AgTech is a part of FoodTech for two reasons:

1- to be effective, the disruption of food will have to impact all the value chain, from production to disruption

2- more and more startups and big food companies are moving toward a more integrated business model.

That said, it doesn’t mean that AgTech is still a large domain with huge potential in itself. We range AgTech companies in 5 domains:

– Ag-BioTech (Ynsect)

– Drone&Robots (Precision Hawk)

– Agriculture marketplaces (Agriconomie)

– Urban and Novel farms (Agricool)

– Farm management software (Karnott)

If we look at data, we can see that investments have risen slowly from $1.6b in 2014 to $2B in 2016 and then have known a steep increase in the last two years (almost $5B in 2018)

DFL - AgTech investment distribution

As you can see above, most of the investments made in 2018 have gone to US (46%) and China (36%) based startups. Europe’s 10% share is small and declining due to huge investments in mega startups in the US and China.

A first explanation (more could be said but it would go much further than the scope and size of this newsletter) can be found on the distribution of investments in the various domains. 47% of the money invested goes to marketplace startups, which can obviously grow faster when they can reach a huge market. This is the case of MeiCai, a Chinese unicorn (see our report on FoodTech unicorns for more) which raised $1.4B to delivery fresh produce (from small and medium-sized farms) to restaurants.

You wonder how to integrate FoodTech and AgTech into your innovation strategy, what are the startups who could threaten or enrich your business model? Contact us here.

Have a great week!

Matthieu


Big Deals

Foodles

In the highly competitive market of food delivery, Foodles, a French smartfridge canteen raised €9 million.

Serving 50 companies and 5000 employees, Foodles has a huge potential for growth.

infarm

Infarm, the German urban farming startup raised $100 million to grow faster and expand the US. Infarm differentiates from other urban farms by developing plug&play farms them directly in the supermarket.


News

Oops, it seems that grocery stores workforce don’t accommodate well with robots. One year after Flippy the burger issues with human coworkers, we now seem to have new problems when putting robots in supermarkets’ aisles. Robots are now deployed quite fast (a few thousand stores will be equipped by the end of the year) with a focus on shelf scanning (looking for missing products) and cleanliness. “Relations” seems to be tensed as it appears that humans have to accommodate for the robot (and not the opposite).

The Spoon

Amazon is shutting down its restaurant delivery service. Amazon will stop delivering meals from restaurants later this month in the US after stopping it in London in November (its only other location). After a 3 year experiment, this is proof that Amazon can’t succeed in everything. However, we can’t forget that one month ago, Amazon was part of a $575m investment deal in Deliveroo.

CNN

 

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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.