Personalisation is the next big thing – but how big?

Published on February 10, 2020

Personalisation is getting more and more attention. Not always for the better, as DNA test labs such as 23andMe are facing a hard time. However, a UBS analysis shows that they are moving in the right direction with a market of personalised nutrition estimated to be around $64 billion in 2040.

Getting personalised products on the market may look like a daunting task for big food companies, as it requires to directly know the needs of their consumers and deliver them with the right mix. That’s why the bank analysts see it more as an opportunity for tech giants such as Apple or Amazon. Indeed, according to UBS, four industries will benefit from this boom in personalised nutrition:

  • Medical diagnosis (the first step in personalisation: getting to know your needs)
  • wearable companies (now mostly tech giants)
  • Food producers able to meet the personalised demands
  • Delivery services which will have to get this personalised foods to the final consumer

Obviously, issues such as privacy and affordability could block this revolution happening.

More here (CNBC)

Why it matters and how to get started?

Personnalisation will get more and more traction in the next couple of years. However, both the diagnosis startups (DNA and microbiome) are not yet providing valuable and actionable enough feedback to make a real impact on one’s life. It will certainly be the integration of these tests into a more integrated experience that will make a difference.

It wouldn’t be unlikely to see companies such as Apple, Amazon, Nestlé or even Delivery Hero acquire tests companies. Then experiences such as a DNA test integrated as an option when you buy your Apple Watch to give you personalised feedback or personalised recommendation for a Whole Foods/Amazon Fresh buyer would be possible.

For all food producers and retailers, this personalised nutrition revolution could have huge impacts on their business models. It will take a few years to materialise, but waiting doesn’t seem the right option. Here a few first steps:

  • Get to know the status of the technology from DNA to the microbiome
  • Start thinking about personalising some of your products with the first level available, by branding them as better for such or such group of people (protein seeker, enriched in vitamin D, etc.)
  • Think and prepare a scenario for the consequences of a future where food will be seen as a part of medicine (you are lucky, that’s what we do at DigitalfoodLab).

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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.