Japan’s FoodTech ambitions

Published on May 21, 2025

Last week, I was in Japan to meet clients and get a taste of the growing agrifood innovation ecosystem there. Now that I am back, I thought it would be good to focus on the two faces of Japan’s agrifood innovations: its startups and large food companies. Indeed, if we are honest, Japan isn’t the first country that comes to mind when we think about FoodTech. However, in recent years, we have observed an increased activity that deserves a lot more attention than it currently gets.

A rising Japanese FoodTech ecosystem

First, if we look at investments in Japanese FoodTech startups, we see that they have not followed the pattern observed globally: a steady increase until 2020, an explosion in 2021 and 2022, and then a sharp decrease. As you can see on the graph below, it’s quite the opposite of what was observed in Japan, with a bottom reached in 2021. Since then, things have improved, with about $255M invested in 2024.

To put that in comparison, this is only about half what was invested in the UK, and still much less than the funding in countries like Finland or the Netherlands. However, that’s much better than most countries in Asia.

There are now Japanese startups in almost all key FoodTech categories:

  • Alternative proteins with *Daiz,** which develops a new texturised plant-based meat from germinated soybeans, IntegriCulture (cellular agriculture), *Kinish* (molecular farming to produce dairy proteins through engineered rice).
  • Agriculture with players active in methane reduction, vertical farming, robotics (Agrist) and aquaculture.
  • Foodservice & delivery with Dinii (an operating system for restaurants) and *Peco Free* (meal pre-ordering and delivery for schools).

On the weak side, Japan’s FoodTech startups are still mostly focused only on Japan. However, the emergence of this B2B-driven ecosystem backed by strong R&D from universities, increased support for the tech sector from the government, and a network of global food corporations could help them internationalise.

Large Japanese agrifood players acting as scale-up partners

While Japanese startups have not yet emerged as global players, Japanese agrifood corporate giants are themselves increasingly partnering with international startups. For example, if we look at the case of Ajinomoto, in the past couple of years, it announced partnerships with:

  • Solar Foods (Finland) to use its sustainable protein (made through biomass fermentation by transforming captured carbon into a source of raw protein) into innovative food products in Singapore.
  • Standing Ovation (France) to support the scale-up of the production of its caseins made through precision fermentation.
  • Shiru (USA) to commercialise new sweet proteins.

Beyond this case, there is a growing number of large agrifood Japanese companies investing or partnering.

Coming from France, I can only see some similarities. First, the two countries share a deep passion for food and tradition, which may have slowed the emergence of FoodTech startups. After all, why try to disrupt something which is already working so well? In recent years, however, French FoodTech startups have really emerged and shown that there is a path between tradition and modernity for food. From what I have seen from Japanese entrepreneurs, investors and large companies, there is the potential to create what could become a FoodTech hub. That’s why you should put Japan on your map of the geographies to watch!

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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.