Dairy alternatives everywhere

Published on June 10, 2021

I know I repeat myself when I say that, but we are really living an incredible year. The amount of investments, new great ventures launching every day, and the huge rise of interest from large corporations is just astonishing. While a few years ago, we had a hard time filling a monthly newsletter with relevant news, now the challenge is to choose what to talk about (and don’t get me wrong, that is a much better kind of challenge). One such area of the FoodTech ecosystem is the alternative protein ecosystem (if you need an update on the technologies, we just covered that in our last newsletter). Inside the alternative protein ecosystem, dairy has had a lot of news in the past month. What is happening in this field is really impressive, even if it’s dwarfed in terms of media coverage by the alternatives to meat. We have a strong conviction that if the transition toward a diet based on more alternatives and less animal-based proteins happens, it will start there.agriculture

PLANT-BASED MILK HAVE THE RIGHT TO LOOK LIKE … MILK

The European Parliament has dropped the proposal that would have banned plant-based dairy startups from:

  • using dairy-related allegations such as “creamy”
  • comparing (positively) the environmental impact of plant-based dairy products to animal-based ones
  • using packaging looking too close to the conventional packaging of dairy products

This is great news for the plant-based industry that will be able to keep growing and to compete fairly.

FERMENTATION CHEESE

Westland Cheese, a Dutch cheesemaker, launched a cheese in partnership with Those Vegan Cowboys, a startup notably created by the former co-founder of The Vegetarian Butcher (a plant-based meat alternative startup acquired by Unilever). It’s an interesting partnership where the startup brings the technology (the focus on fermentation notably), and the corporation can help step up the production and distribution.

It also showcases an example of the future of the agrifood industry, with some startups that may replace farmers as ingredient suppliers. The difference with today’s situation will depend on the number of alternatives for big corporations: if only a few startups control the new key alternative ingredients, this could redistribute power and value toward them.

CELLULAR AGRICULTURE MILK

In the past week, we had:

It’s a huge step forward from last year when we talked with the founders when they had just raised $3.5M in funding.

I love this particular category. Beyond the potential for an alternative for baby formula, it will certainly crystallise the debates that will come about protein alternatives. If cellular agriculture breastmilk finds its market, it will be then much easier for other products to do so.


IS CROSSING THE POND THE NEXT BATTLE IN THE GROCERY DELIVERY WAR?

  • GoPuff (historical leader in the dark store ecosystem and leader in the US) has completed the acquisition of Fancy, a UK competitor.
  • Gorillas, the fast-growing German dark store startup, is launching in New York.

The fact that the competition is becoming global while the ecosystem is still in its infancy is either a very good sign (meaning that the disruption of traditional retail is accelerating) or a very bad one (meaning that there is too much money in an unprofitable ecosystem). What do you think about it?


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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.