Food Through Beauty

Published on July 22, 2025

Recently, McKinsey published a report on the relationship between Gen Z and wellness. This new generation is getting extremely relevant for all types of companies as it is now entering a stage where its “members” are earning enough money to spend significantly on discretionary items. One of the most interesting points of this report is the graph below, which displays how different generations intend to act (in the US at least) to improve their wellness.

From the point of view of food & innovation, two points are very striking:

1 – Gen Z and Millennials are very aligned on the fact that having better nutrition is key to wellness. However, the gap with the average is quite significant. This means that older generations quite disagree with this statement. And that’s a huge challenge for food brands. As brands want to move towards the healthy ageing trend, this represents quite a challenge. How to increase the healthiness of your products (notably by adding ingredients with benefits), communicate it to consumers without alienating the cohorts of older consumers, who are still the majority?

The logical conclusion is similar to our recent insight about ultra-processed foods: companies must expand their portfolios. For an overwhelming share of brands, addressing these diverging consumer demands with the same products won’t be possible.

2 – Appearance (through skin care, makeup…) is widely divergent, with more than 45% of US Gen Z respondents mentioning it, versus about an average of about 25%.

This space is not only an opportunity for cosmetic players. While there was a small trend a few years ago of companies trying to blend cosmetic benefits into food products, it didn’t take off. That’s mainly because most of these claims were vague and not proven. Nowadays, as consumers are increasingly aware of collagen’s effects and the connection between gut health and their skin, things could change quite rapidly. Alongside protein being included in (too) many foods and beverages, we observe a rising wave of products “with collagen inside”. Beyond the rise of prebiotics (think about Poppi’s $2B acquisition by Pepsico) and the related appetite for products with apple cider vinegar, there is also a growing consumer demand for healthy food and beverage products with combined positive gut/health/beauty effects.

A land of opportunity for the food industry

Without going too deep into generational trends, the rise of wellness concerns is a fascinating opportunity for the food industry to reinvent itself. Nowadays, most big players we talk to are only seeing it through the lenses of health, creating the hype around concepts such as “healthy ageing”.

However, ageing well is, as shown by the graph above, also a question of appearances, even more so for younger generations. Today, some cosmetic players are already starting to play around with this idea (see this Nivea serum reducing the effects of sugar on your skin). In a word, F&B leaders should start to explore how they could interact with “beauty” and find which benefits they want to bring to an audience that will be key to them very shortly.

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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.