[New report] 🌍💰 Global FoodTech investments in 2024

Published on September 4, 2024

I am glad to share our first global FoodTech investment report with you. Since we started DigitalFoodLab, we primarily focused on European investments, but since covid, it felt increasingly urgent to have a global perspective. We initially did it with quarterly overviews of the state of the global FoodTech ecosystem, which led to this report. A big thank you to all of you who have read our reports and supported us along the way.

This report focuses on investments in FoodTech startups from 2014 to the first half of 2024, with specific attention to the last 18 months and what they can tell us about the evolution of the agrifood innovation ecosystem. Let’s look at four of the main learnings for the report.

You can download the full report here

Key learning #1: a 72% decline in funding between 2021 and 2023

FoodTech startups raised $15.1B in 2023, 48% less than in 2022 and an impressive 72% decrease from the highs of 2021. However, for the first half of 2024, FoodTech startups have already raised $7.9B, showing the first hint of a bounce back following our projection.

Key learning #2: seed investments have decreased dramatically in the first half of 2024

While we have been in a plateau in terms of investments for the past seven quarters, the distribution is still evolving, and maybe not in the right direction. As you can see on the graph below depicting the evolution of the “funnel” of investments between 2022, 2023 and H1 2024:

  • late-stage deals are at a surprisingly high-level for H1 2024 (in six months, they almost reached the total amount raised in 2023).
  • early-stage deals, and more specifically seed investments have sunk to a bottom low with less than $0.7B invested in H1 2024 compared to $2B in 2023.

This is only a point of attention for now, but if the situation remained the same (declining investments in early-stage and concentration in later stages), this would not be good news for the FoodTech ecosystem as a whole. Indeed early-stage investments are fundamental to enable the emergence of a strong and healthy ecosystem.

Key learning #3: a growing emphasis on upstream and midstream technologies

Below is the graph with the distribution of investments by categories (see here for the definition of all FoodTech categories). While FoodTech was almost a synonym for delivery startups a decade ago, things have changed progressively. Now delivery accounts for less than a quarter of the total funding and more importantly new categories have emerged, notably upstream (AgTech) and mid-stream (Food Science with both new brands and alternative proteins).

Key learning #4: the emergence of the European ecosystem and the relative decline of Asian FoodTech ecosystems

The previous learning (an evolution away from delivery) also translates in the distribution in terms of regions. Indeed, Asia which was once leading FoodTech for investments has declined in terms of share of investments as delivery lost its prime. It appears that Asian ecosystems, once heavily  focused on restaurant delivery have moved to grocery delivery but are still lagging behind in terms of investments in new FoodTech “hot topics” such as sustainable agriculture, new food products and alternative proteins.

At the opposite, we can also read this as the emergence on the global scene of the European FoodTech ecosystem which year after year, and even in the current gloomy context, is consolidating its place.

Learn more and download the 40-page long report for much more insight, notably on the different categories, key countries and top deals.

Let us know if you have any questions about the report or suggestions on how to make it better for next year’s edition.

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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.