[New report] 🇫🇷💰 State of the French FoodTech ecosystem

I am glad to share our annual report on the French FoodTech ecosystem with you. This report has been made possible with the support of FoodPATHs.

This report focuses on investments in French FoodTech startups from 2014 to the third quarter of 2024 and includes our projections for the end of the year. Let’s look at some of the main learnings for the report.

⬇️ You can download the full report here ⬇️

The report is available in both French and English

French FoodTech startups raised €260M in 2024 (up to Q3) and we project they will raise about €350M by the end of the year. That would be 51% less than in 2023 and 68% less than in 2022 when the ecosystem reached its peak.

 

Compared with the rest of the world (see our latest report on global investments here), the French FoodTech ecosystem seems to have a « lag » of about one year. Indeed, most ecosystems reached a high in funding in 2021, then saw a decline and a stabilisation. French FoodTech’s high point was reached in 2022. It may have reached its low point in the second quarter of this year. From there, we could expect a stabilisation and an eventual increase in funding in 2025 or 2026 if the bounce back observed elsewhere is confirmed.

The current decline is somehow unexpected as the French ecosystem is highly focused on B2B startups, notably in AgTech and Food Science, two areas that are doing quite well globally. It can be explained by the absence of « mega deals » (€100M) over the past 18 months.

 

Indeed, as you can see in the top 10 deals for 2024 (up to Q3), there are mostly B2B startups, mainly in AgTech. In terms of categories (see the full report for the breakdown), the only part of the ecosystem that is doing well is delivery. All of the other FoodTech categories are suffering, with a special mention for Foodservice, once a leading force in France’s food ecosystem (notably virtual restaurants and payment services). Now, the funding has totally dried up, while it remains quite active in other geographies.

Also, the strong decline in seed and Series A deals (in younger startups), as well as the overall decline in the number of deals, are worrying signs. They give the image of investors lacking confidence in the longer-term potential of French startups to deliver results (and attract acquirers). However, beyond investments, we also currently observe a surge in partnerships announced between startups and leading companies, notably for AgTech and Food Science startups.

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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.