FoodTech unicorns everywhere – #DFInsights

Published on March 11, 2019

Hi,

Unicorns (startups with a valuation bigger than a billion) are one of the ways to measure the weight of a specific startup ecosystem. Indeed, even if investments and the number of startup creation are interesting, they do not measure the capacity of an ecosystem to build international champions. The number of startups with a $1B+ valuation has become a synonym for such capacity.

Below is the mapping of all 33 Foodtech startups that reached the unicorns status by domains and sub-domains. Combined these companies received a staggering amount of $26.6B in private funding. If only 2 have been acquired, we can see a growing trend toward IPOs (8 have gone public).

FoodTech unicorns domains

In a glance, we can see that most of FoodTech unicorns are operating delivery services (73% to be precise). Other trends such as AgTech and plant-based are poorly represented, each with only one startup (Indigo and Just). Others (clean-meat, urban farming) are not (yet?) at the Unicorn stage.

In which domain will be the next Foodtech unicorn?
Restaurant delivery and marketplace startups have been a constant source of new unicorns over time (creating new services such as Deliveroo or opening new markets as Swiggy and Zomato have done). Meal kits startups (such as HelloFresh or Blue Apron) have had their hour of fame. Mainly created between 2012 and 2014, they are now public companies. Robotics could be the next trend for unicorns with already 3 new startups valued more than $1B in this field.

Where are located FoodTech unicorns ?

Where are the unicorns located?

I started this newsletter indicating how important unicorns were to compare the relative strength of startup ecosystems. Above is a graph of each FoodTech unicorn location. As you can see, most of Foodtech unicorns still are in the US, even if their Chinese and Indian have risen fast in the last couple of years.

Becoming a unicorn is faster than ever  

For the 19 startups created before 2012, 42% took more than ten years to become a unicorn. And in the 14 startups created after 2012, 86% took only 3 years to reach the $1B mark. Our data is pointing toward a decrease in the time it takes to create a unicorn, even more, when startups are operating in huge markets such as China and India.

This was just a quick overview of our FREE FoodTech unicorns report. You can download it here.

Have a great week!

Matthieu


 

Big (Protein) Deals

NotCo

The Chile-based startup NotCo  raised $30 million. Among the investors is Jeff Bezo’s fund. The company combines AI and its database to develop plant-based alternatives to products such as mayo, milk and cheese.

 

Gingko

Motif ingredients raised $90 million from Fonterra and Louis Dreyfus. It aims to help small and large venture develop new ranges of dairy and meat-like products using biotechnology and fermentation.


 

Top News

10 years after, what is the survival rate of Uber-for-X companies? A deep dive into the 105 startups operating an on-demand business (or to be clearer Uber-for-x startups). The survival rate is good with “only” a 27% of them have disappeared, 4% having reached the unicorn status and 18% being acquired. Most of these companies are still not profitable, rely on VC money to grow and tend to pay close to minimum wages.

The Atlantic

 

In-store sales are driving meal kits growth. As said above, meal kits have grown fast (with already two unicorns among these startups). After many acquisitions of meal kits startups by retailers, the continued growth of these new ventures is coming from new in-store offerings (pick-up or in-store dedicated offers).

Grocery Dive

 

You're in a good company

Join the 60+ clients of Digital FoodLab: leading agrifood companies, retailers, banks, investors, startups, and public organisations.

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.