Edito: What do we like about FoodTech?

Published on September 2, 2021

Often, people ask me what I like about FoodTech. They wonder if it’s a passion for food or cooking. Actually, it’s rather much the size of the market to be disrupted, the impact it has on all our lives, notably through the link between food and health, and the speed.

Indeed, I remember the first “introduction to FoodTech” presentation I made in 2014. It was impossible to talk about FoodTech without having long and heated debates about Soylent, the meal replacement startup with its branding and promise of reducing the time spent cooking and eating.

It’s interesting to see how the debate has moved from there to other subjects (proteins, q-commerce, new agriculture, robotics…). The recent struggles and evolution of Soylent (and more broadly of the whole category of meal replacement startups) can help us learn a few things:

– first about startups and their ecosystem: it’s not because there is a lot of noise around a startup and its category that it is or will become a meaningful or sizeable business.

– second, about consumers: the “meal of the future” will probably look just like what we have on our plates today. Trying to sell something that does not look, feel and taste like what the consumers are used to can only target a tiny market.

SINCE YOU ARE HERE – Interesting reads to save for your weekend

🥛  🍗  UK food businesses are facing a serious shortage of items such as chicken and dairy products. McDonald’s had to cut its milkshakes and other bottled drinks from its menu as other restaurant chains focused on chicken products closed their doors. The issue is not linked with the products themselves but with their transport. Brexit made the number of drivers dwindle. Due to this shortage of transport, it’s the less valuable items that are impacted the most. Without any solution and the looming Black Friday and Christmas season, it could get much worse.

DigitalFoodLab: food supply chains may be one of the unsexiest topics possible, but they are what sustain our food system. They should deserve more attention both from politicians when they make decisions with rippling effects and from entrepreneurs (the space is open for disruption, and the amounts of capital invested in q-commerce could also be used here).

🌿 🔋  A Spanish startup, Bioo, makes batteries from… soil. How does it relate to FoodTech? These low-intensity batteries first use is to power all the sensors that are making the farm smarter and smarter.

🥒 ◼️ ◻️ As we talked earlier about Soylent, it is fair enough to conclude this newsletter by another startup aiming at reinventing the way we eat. Squareat (discovered in Daniel S. Ruben’s great newsletter) makes frozen cubes out of food (cubes of fish, vegetables and even pistachios). So you can combine them, eat anywhere (with a microwave). Here is a video and an article 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.