(Interview): Camille from Eutopia on how to invest in the future of food

Published on May 26, 2020

Camille KRIEBITZSCH, investment director and co-founder of Eutopia, a sponsor of our last report on the State of Europe’s FoodTech, answers some questions that many entrepreneurs ask on what a fund with a specific interest for food brands is looking after.

Eutopia is a European VC fund specialised in consumer startups. Eutopia bases its investment thesis on the transformations of the consumer society which have brought out a new wave of brands that reinvent and improve our daily lives.

Which FoodTech categories do you follow?
With Eutopia, when looking at FoodTech, we focus on foodscience and retail. In Foodscience, we have the conviction that the consumer society as we know it is nearing the end of a cycle. Environmental issues and the rising demand for products that are more local, less processed and better for your health will accelerate this transformation. Animal protein alternatives (from plant-based replicates to lab-grown meat) have a huge potential here. These new products answer a surge in demand for foods that are both more healthy and more respectful of the environment.
Retail is yet mostly ignored by investors. It should be very dynamic in the incoming years. “E-grocery” models, which were already successful, have been reinforced by the COVID-19 crisis. Many consumers are now convinced by how convenient grocery delivery can be. New models are emerging, notably around shortening the supply chain, reducing waste and improving the customer experience through personalisation.

What do you look for in a food startup?
As for any investment, our first bet is on the people behind it. We look for committed and highly ambitious teams which have values aligned with their projects. As food is a highly competitive ecosystem, we also look for projects:

  • operating in growing markets where new players can become leaders.
  • providing high value to their market through by mastering their distribution, production or sourcing.
  • with a brand with strong potential proven by sale.

Finally, we invest in projects which are “good for you, for the society and the planet”.

Why focusing on brands?
We have the conviction that consumers are waiting for more: more values, more transparency, more authenticity and a stronger link to the product they buy. Moreover, the digital revolution (and social media in particular) has completely changed the consumers’ attitude toward brand communication and distribution. New players are both more legitimate and more agile to answer these challenges. That’s why we bet on this new generation of entrepreneurs aiming to shake up things.

Find out more in our FREE REPORT ON European FOODTECH INVESTMENTS

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.