Perspectives for 2022

Published on May 20, 2022

We just held our annual webinar on the state of the European FoodTech ecosystem (we’ll have another one in French in two weeks, you can register here). First, I would like to thank all the participants. You can access the video of the webinar here.

This webinar has been the opportunity to answer many questions and to think about the future of the ecosystem. Indeed, the context has dramatically changed since the start of the year.

First, the negative side:

  1. We observe a diminution in the amounts invested globally in FoodTech startups. It is not that fewer deals are made; it is mostly that large deals (€100M+) are less frequent. There is somehow a flight to quality (i.e., the startups that have a strong path to profitability or have the ability to “sell a huge vision”). Basically, investors still have their pockets full of cash, but as they feel that it will be harder to replenish them (due to the financial tightening underway), they are less keen to make bold bets and focus on their portfolios. So if you have already deep-pocketed investors on board, everything is ok. If not, you better be a startup with a strong model.
  2. Doubts are rising in some categories of the ecosystem (notably plant-based foods and quick-commerce).

However, we are overall positive with more reasons to see the glass as half full than half empty:

  1. The situation that I just described doesn’t affect yet (let’s cross fingers) early-stage deals (startups that are emerging and raising little amounts of money to prove their technology or model). Hence, the “future” is preserved as more and more deals are made in all the categories of the ecosystem (notably in startups betting on bold solutions).
  2. The appetite for FoodTech is still growing (the number of readers of this newsletter and participants in our webinars is a basic but efficient proof of that).
  3. We have even more reasons for optimism in Europe. The appetite from investors and food corporations for European startups is stronger than ever (notably from Asian companies, something quite new). Even more, well-known bottlenecks (such as the limited number of spinoffs coming out of European universities) are easing.

In a word, we believe in a scenario of a “soft landing” for the FoodTech ecosystem in 2022 in which we would see a diminution of the total amounts invested but still a high level of engagement from investors and agrifood corporations. This means that all things being equal, the speed of transformation of the food value chain will be preserved and even increased. There was never such a good time to be an ag/food/retail entrepreneur or to be a beacon of change inside an established food corporation!

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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.