Edito: polarisation in the FoodTech ecosystem

Published on October 12, 2021

The amounts invested in the FoodTech ecosystem have never been so significant. The light put on its startups, and their innovation has never been so bright. Is there any downside to this? Yes, there are, and they are pretty numerous, and they go beyond skyrocketing valuations or shady ventures raising millions.

One of the most notable drawbacks of all this attention is the growing polarisation. As food is very social, we are used to hearing about people hating the very idea of FoodTech (and hence the promise of disruption in this space). Things are now moving from a general point of view to each of the items themselves. People have strong personal opinions on many segments of the ecosystem:

  • the haters and the supporters (much harder to find) of the quick-commerce (fast deliveries of less than 15 minutes from dark stores). The former can be divided among those that have doubts about the operation’s profitability, those who would use the billions raised to other usages, and those who see the need to have ice cream delivered in 10 minutes as a sign of a moral decline.
  • the lovers and sceptics (again, these are more challenging to find) of everything reusable. Don’t dare to mention to the former that the economics and the environmental aspect of most reusable packaging don’t make any sense (most reusable packaging for food needs around 20 uses to be environmentally “in par” with conventional ones, but often, they get reused less than 5 times).

And these examples are nothing compared to what happens in the alternative protein ecosystem (see below for some examples). Indeed, alternative protein is a catch-all phrase used to group things and people with little in common. See, for instance, how Pat Brown, the CEO of Impossible Foods speaks, about cellular agriculture.

All this acrimony is certainly unavoidable, and a call for more reason is beyond hopeless. However, as someone with a scientific background, I suggest that opinions should be more based on facts and experimentation. Indeed, as already mentioned in a previous article, even in the absence of solid evidence, experimenting personally (with quick-commerce, reusable packaging or alternative proteins) can help to understand the other side’s point of view. Another option is to work with independent experts which job is to do this for you.

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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.