Startups raises money all over Europe to reinvent online groceries

Published on September 3, 2020

Key facts:

DigitalFoodLab  EUROPE DELIVERY INVESTMENTS

Why it matters – DigitalFoodLab’s opinion:

As shown in the graph above (accessible freely in our report on European FoodTech investments), Investments in Food Delivery in Europe have shifted from restaurant delivery (dark blue) to grocery delivery in a very significant way (lighter blue). The same trend, with a year ahead at least, can be visible when considering the same data at a global level.

However, when looking with more depth in this ecosystem, we can observe that it is not homogenous. It can be divided into three parts:

  1. The new retail (or the “big threat to current retailers”). These, as Kolonial (Norway)  or Picnic (Netherlands), are rebuilding the whole infrastructure of a retailer with warehouses and delivery vehicles (often electric ones). They are 100% focused to online deliveries without any physical stores. They differentiate themselves from current retailers with better marketing strategies, same day or less than 24h deliveries and data-driven product assortments.
  2. The “uber for groceries” startups, led by Instacart (USA) and in Europe by Everly (formerly Supermercato24) and BuyMie. These startups are infrastructure-less and can deploy very fast. They task independent workers with their customers’ grocery lists to be made in supermarkets (and not in warehouses).
  3. Farm to home startups such as Cortilla (Italy) or Crisp (Netherlands). These, close to the first category, are less developed for now, and aim at providing customers with ingredients sourced locally.

This is a structuration which has been underway for a couple of years and we don’t expect one of these categories to be the winner over the others, at least immediately. Combined, all these startups may take significant market shares (and even more in terms of margin as they target urban high end customers) to incumbent retailers.

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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.
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  • 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.

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  • 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.
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  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.