Is raising fund an indicator of success?

Published on February 5, 2021

It has become ubiquitous (especially in France) to say that raising money is neither an indicator of success (which is true) nor that it can predict it. With the use of our database of deals (notably the older and smaller ones) on French FoodTech startups, we have looked for answers to this question. Our goal is not to solve the dilemma about the rightness of raising money but to give companies and investors clues on how to evaluate potential collaborations or targets.

Using data that we are 100% confident about (covering deals between 2014 and 2020), we looked for answers to three questions:

  • How many startups raise money, and how many times a FoodTech startup raises money?
  • Does raising money makes a difference in the chances of survival and acquisition of a startup? If so, is there a tipping point of funds raised that makes the difference?
  • Are there differences between categories (AgTech, Foodscience, etc.) and geographies (being in Paris or less startup-crowded areas)?

Do all the startups raise money, and does it help to survive?

As shown quite clearly in the graph below, a great majority of FoodTech startups (60%) never raise any money at all (we excluded all grants and debts for this study). And the startups that raise money often do so only once in their lifetime.

It is also quite remarkable how the number of financing rounds affects their perspective of ceasing activity (excluding IPO or acquisitions, which are considered successes). Startups that have not raised any private money close more than those having raised. It is not surprising as this category contains all the short-lived projects that will explode in their first months as either the team or the project reveals itself to be unmanageable. However, it is quite surprising to see how having raised more than once makes a startup’s chances of closing its doors much less likely than others.

So, we can say that raising money, ideally twice or more, diminishes the probability of ceasing activities for a startup.

IS RAISING FUNDS A FACTOR OF SUCCESS

How much should you raise to improve your chances?

We have looked at all the startups created between 2014 and 2018 (included) to have startups that had 18 months or more of pasted activity (and so had the opportunity to raise money and less positively close their doors). We found that if raising more makes one startup less likely to close, it was not by a big order of magnitude. The only tipping point identified is around €100k. Raising less than that (through non-experts with crowdfunding or love money) doesn’t change the chances of failure.

The graph below should be read with a note of caution. A significant part of older “active” startups are what we call “zombie startups“, alive outside but dead inside. After a couple of years, when things stall, instead of admitting failure, founders move on but keep them alive as pet projects.

Raising money from experts (professionals or business angels) for as little as €100k is the threshold to increase a startup’s chances of survival.

IS RAISING FUNDS A FACTOR OF SUCCESS 2

For many more insights and the list of all active FoodTech startups (updated quarterly), ask for our exclusive premium report on the French Foodtech ecosystem! 

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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.