Challenging Assumptions: Three Surprising Food Trends to Rethink

Published on May 13, 2025

Today, I’d like to share three interesting and contrarian graphs that challenge our conventional thinking about agriculture and food innovation.

Also, I am currently in Japan to meet some clients. If you’re there or know someone I should meet, please let me know!

1 – Plant-based sales rose in 2025

It is often assumed that plant-based sales are going down. With the new GFI data being published, we can verify whether this is true. It is the case, but in the US, they were again down by 4% in 2024. However, if you look at the data globally, it is quite the opposite.

Global retail plant-based sales were up by 4% for plant-based meat and seafood alternatives in 2024 and by 5% for dairy alternatives. This means that sales in Europe and the Asia Pacific performed quite well last year, which is again quite interesting and counterintuitive. Also, the above graph shows quite clearly that even if most of the discussion on innovation is around plant-based meat, sales are still largely dominated by milk alternatives.

2 – Grass-fed beef has benefits, but it is not that great for the environment

When talking about the future of livestock farming and climate change concerns, two words often appear in the discussion: regenerative agriculture and grass-fed. This recent study shows that grass-fed may not be the solution we think it can be.

Indeed, grass-fed beef emits more CO2 “equivalent” than industrial beef. The study also addresses the other benefits of extensive livestock farming compared to intensive farming, notably biodiversity. If these elements are the priority, then maybe they could be better served by re-wilding programs (using less land for extensive farming) than by transforming them into pasture.

3 – Americans are using BNPL for groceries

You thought BNPL (Buy Now, Pay Later) was for large purchases? It was certainly that in the beginning, but now it has become part of the everyday life of most Americans, even for groceries and dining out.

This chart, which compares past months’ data to last year’s, showcases how much BNPL is getting adopted for everyday food items. A quarter of American consumers have already sued it for groceries, an 11% jump in a year, while use for dining out has more than doubled. This is, first and foremost, a testimony of how food inflation has impacted the American consumer. It shows how sensitive consumers are to food prices, something that innovators should always keep in mind.

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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.