FoodTech in Germany

Published on June 3, 2025

In our recently released report on the state of the FoodTech ecosystem in Europe, investments were stable for 2024 compared to 2023. However, if you look at the data for the different geographies, the story is not the same. The British and French ecosystems were badly hit (and still continue to be, as we can see week after week with a series of negative news). In the opposite direction, some areas did well, and that’s particularly the case in Germany. So, what’s Germany’s FoodTech doing well, and is it something that we can replicate?

State of FoodTech in Germany

As you can see in the graph below, investments in German FoodTech startups don’t really follow any kind of pattern. That’s quite different from other ecosystems, where we see regular growth until 2020, a surge in 2021 and then a decline.

Quite simply, this is linked to a small number of extremely large deals of hundreds of millions in delivery startups like HelloFresh, Delivery Hero, and, more recently, quick-commerce startups. While most of the 15-minute grocery delivery industry has vanished from developed markets, this has not “killed” the delivery ecosystem in Germany, which is still doing quite well. Actually, if we look at the largest deals for the past 15 months, Flink, a former quick-commerce unicorn, the only major player still active in Europe, raised more than €200M!

A future beyond delivery

As shown in the top deals and in the distribution of the funding and deals, the German FoodTech ecosystem is evolving beyond delivery:

  • While a majority of the funding in 2024 went to delivery startups, that was only due to a couple of deals,
  • Food Science is taking the lead with a growing share of funding and, more importantly, with an increasing number of deals and startup creation, both for new brands (with top startups like Koro) and alternative proteins (with players like Formo using precision fermentation on dairy proteins, Planet A with alternative cocoa, or Project Eaden developing whole cut plant-based meat substitutes).

Three ingredients of success that could inspire other ecosystems

1 – Higher involvement from universities and research. This is mostly the case for AgTech and Food Science innovation, and for four or five years, we have observed that startups and universities or research centres are increasingly collaborating. While this may seem obvious, these collaborations are still quite rare globally, with still too few windows between research and venture creation in agriculture and food. For now, only a handful of (mostly) small countries have succeeded.

2 – Resilience: the German FoodTech ecosystem faced multiple large failures, notably Infarm in vertical farming and Gorillas for quick-commerce. It would have been easy to give up on FoodTech investments. However, these negative outcomes were not analysed as a structural reason to stop investing but rather as lessons on what to avoid, notably star founders and valuations and growth decorrelated from profitability.

3 – High level of engagement from middle to large-scale companies as investors and partners. In the past years, we have seen a shift where these companies are reducing the number of deals they are doing, notably as investors, but only to become better partners to support the emergence and the scale-up of the few startups they work with.

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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.