Tech and research in agriculture and alternative proteins

Published on November 28, 2024

I’d like to focus on three graphs from recent publications that can contradict our assumptions on different elements of the agrifood value chain.

1 – Agriculture: what is the level of tech adoption?

There is an increasing number of new solutions (services, inputs and robotics) available, notably developed by startups, but adoption is lagging. Even now, investments in AgTech startups are still doing relatively well compared to the rest of FoodTech. However, adoption is lagging: very few of these solutions are being adopted by many farmers. Indeed, as shown by the graph below, growers are mostly repurchasing solutions they already use instead of buying new ones.

That’s where this study by the BCG becomes interesting. It interviewed a thousand US farmers and found that beyond functional reasons to adopt a new solution such as reliability, lowered operating costs or increased revenues (which are the top 3), there are “emotional needs” to be fulfilled. These notably include the need to save time from work, being a good steward of the soil and the feeling of being in control.

The study then identifies multiple archetypes of farmers to which the solution providers should talk with specific arguments rather than just appealing to their rational side, among which:

🪴Next-generation greens: younger farmers with a strong environmental conscience blended with a strong business focus. They experiment with a lot of new technology solutions and are less sensitive to the time-saving and overall “quality” of the suppliers of these solutions.

👨‍🌾 Legacy and trust: a huge segment of the farmer population which is older (over 65) and considering how to transmit their farms to the next generation. While they can be interested in new solutions, they will source them from family and friends rather than from experts.

Having this vision of how the farmers are split into segments and respond to different rational and emotional messages may be what is lacking in many AgTech startups that only appeal to the rational side of young, tech-driven (both for business and environmental) farmers.

2 – Alternative Proteins: research is still up

While funding is clearly down for alternative proteins, that’s not the case for research. The Good Food Institute published a couple of reports on alternative protein research in Europe. Below is a graph displaying the number of publications on the different technologies used in that space over the past 12 years.

Another report also showed that public investments in alternative protein research are increasing really fast in different European countries. And even more interestingly, as you can see on the chart below, this is absolutely not spread evenly across the continent. Nordic countries (Denmark, Finland, Norway and Sweden) stand out quite significantly with much more “funding per capita” on these topics than the bigger states. That’s even more the case if you consider the more “long-term” technologies such as fermentation and cellular agriculture.

This research, again specifically in Northern European countries, translates into innovation quite well. That explains the recent surge in the number of exciting new ventures and deals in those countries. They are creating not only research hubs but also startup and innovation hubs that we should all follow quite closely.

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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.