📊 🌱 Top deals and funding update for Q3

Published on October 2, 2024

We are entering the last (often the busiest, at least for DigitalFoodLab) quarter of the year. We can now have a good idea of where the year will land and make some smart guesses for next year. For that, let’s have a look at what has happened for the AgriFoodTech ecosystem in Q3 2024 with the:

  1. State of investments globally and top deals
  2. Focus on Europe
  3. DigitalFoodLab’s FoodTech index looks at how the publicly traded startups are doing compared to the overall market

1 – State of investments for Q3 2024 & Top deals

Last month, we released our new report on the state of Global FoodTech investments. Compared to 2023, the first half of the year saw a small bounce back. Now, where are things going for the third quarter of the year?

As you can see above, investments have remained at their now usual plateau of about $3B per quarter. We don’t expect anything different for the last quarter of the year.

As shown in our last report, investments in 2024 are still massively driven by large deals. Almost 50% of the quarter investments are due to the 10 top deals listed below. We still observe a worryingly low level of seed and series A deals.

On a more positive note, the distribution of top deals maybe the most diverse we have seen in the past couple of years with companies from all over the world, notably two countries which are not often present there: Brazil and Japan. While, its has been known fro some time that there is an active AgTech ecosystem in Brazil, we know see startups developing in other areas. As for Japan, it is now home of an interesting (while still emerging) ecosystem.

2 – Focus on Europe

The European ecosystem is moving on par with the global FoodTech ecosystem, with still quite a comparatively high share of the world’s FoodTech funding. As illustrated by the top deals, Europe’s FoodTech is still very diverse with key players in almost all categories.

 

3 – DigitalFoodLab’s FoodTech index

Beyond investments in startups, we consider more and more relevant to have an overview at companies beyond the startup stage, notably if we want to focus on how innovation can have an impact and create the conditions for the “future of food”.

That’s why we follow and update each quarter DigitalFoodLab’s FoodTech index which looks at how publicly traded startups (which underwent an IPO) are doing. As you can see in this chart, these companies combined have done quite well since the start of the year. They rose by about 28% in value while the overall market (in orange) rose only by 21%.

 

While this is still a small basket of highly volatile startups, but still, if it does well, notably if the companies behind it deliver value, it can:

  1. trigger more investments in earlier-stage startups by showing to investors the potential return on their investments;
  2. stimulate agrifood leaders to invest in the future of food to follow the same trend.

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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.