FoodTech investments in H1 2021 rise sharply – what does it mean?

Published on September 17, 2021

2021 is an extraordinary year for the FoodTech ecosystem. You may have followed the impressive number of megadeals (deals bigger than $50M) made since the start of this year, notably in quick commerce and alternative protein startups. Beyond investments, there is a “general feeling” that things are accelerating. But how much of this feeling is backed by data, and how is much is wishful thinking? 

We decided to make a quick update to our yearly report on the Investments in European FoodTech in the first half of 2021 to see how good our intuition was that something was happening. Indeed, as for other tech ecosystems, we don’t have a lot of ways to measure what is happening others than the investments made in the ecosystem (the number of active startups is hard to follow, acquisitions can be high or low independently of the overall ecosystem’s health and the number of articles in the media is only good to measure the appetite for some specific B2C themes).

 

Something is indeed happening :

  • investments are already higher for the first half of 2021 than for the whole of 2020 or 2019
  • €3.3B have been invested from January to June 2021, and we can expect between 2 to 3 additional billion to be invested by the end of the year
  • 78% of the money invested in the first half of 2021 went to delivery startups, notably quick-commerce companies (and we don’t take into account the investments in Turkish startup Getir)
  • While the amount of money invested in food science (notably alternative proteins) is on par with 2020, the other categories are in slight decline

 

So what does it mean? Is the future of food on its way? 

I would like to say that it is a start in an exponential increase in interest and investment in the future of food, but that seems a bit far fetched. However, a doubling in the amounts invested in the space is not something that can be overlooked. It has not yet percolated to other categories outside of grocery deliveries in Europe, but it seems to be the case in the other geographies we have looked at.

Beyond the level of investments, it signals that investors are readier than ever to invest in the infrastructure of the future of food. Indeed, what are grocery delivery investments other than investments in warehouses and, more broadly, in new supply chain infrastructure? That signal is significant. Indeed, the investments that will have to be made to transform our food system will more and more be looking like infrastructure rather than deep technology:

  • urban, indoor, and more generally novel farms technologies are now almost mature and deploying them will require huge amounts of money
  • alternative proteins already require huge investments today for new production lines and tomorrow for bioreactors (some reports talk about $30B just to be invested into them to reach a small share of the animal proteins by 2030)

Many feared that the money to sustain these investments into scaling rather than tech itself would be hard to find. This increase in investments may be proof that it is quite the opposite. Hence, the future of food may be coming much sooner than expected.

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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.
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  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

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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.
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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.