Alternative proteins: good news & big doubts

Published on October 14, 2021

In the past couple of weeks, the alternative protein ecosystem has received a lot of attention with news on two of the major technologies (see here for a recap of the ecosystem):

Precision Fermentation startup Perfect Day raised $350M at a $1.5B valuation. The startup uses genetically modified bacteria to produce dairy proteins and then dairy products such as ice cream. These products, which have received approval from the FDA, and are sold in the USA, are at the same time: vegan, dairy (as they have the same proteins as a “cow-based” dairy product) and lactose-free.
With this deal, Perfect Day has now raised more than $700M, a record in its ecosystem. It is expanding its commercialisation and range of products and has announced the launch of a cheese brand.
Beyond this news, the company is rumoured to be planning an IPO for 2022, which could be next year’s alternative protein moment after Beyond Meat’s IPO in 2019 and Oatly’s in 2021.

Cellular agriculture is also in the news, but with a more mixed set of announcements. As usual, startups have raised significant rounds (such as New Age’s $25M), but the focus is elsewhere:

  • on the first hand, Leonardo DiCaprio invested in Aleph Farms (Israel) and Mosa Meat (The Netherlands). He will join the board of both companies. Known to be a supporter of environment-friendly products, DiCaprio is also an investor who will undoubtedly help get more public visibility and acceptance for cellular agriculture.
  • on the other hand, a detailed article sums up all the doubts we can have on cellular agriculture. Supporters of the technology, such as the Good Food Institute, showcase graphs of exponential decrease in costs and boast of technology advancements that could make the production of cultivated meat achievable at a price comparable to animal meat. Taking the opposite direction, the article underlines that doing cellular agriculture in a lab bioreactors (from one to a few litres big) is a very different thing than scaling it to multiple thousand litres devices. One example is that by growing the size of the bioreactors, companies will have to manage the increased amount of waste generated by cells and find ways to separate the two. In a word, this article is right to be insistent that cellular agriculture still requires multiple technological breakthroughs and not only “mere” technical advancements.

Both supporters and sceptics have strong arguments, even if the former can be likened to “when there is a will and need, there is a way” when considering the challenges the technology faces. Again, beyond the facts themselves, no other expression than “leap of faith” sums up what it takes to create a business or invest in this space.

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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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  • 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.

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  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

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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.