Vertical Farming and Laser Crop Defenses Take Center Stage
Discover the future of food and agribusiness with cutting-edge tech like AI, robotics, and precision agriculture. Explore vertical farming, 3D printing, and AI-driven ingredient discovery. Learn how these innovations will transform supply chains and identify key players and challenges ahead.
Dublin, May 20, 2025 (GLOBE NEWSWIRE) -- The "Hot Topics Case Study: The Future of Food and Farming" report has been added to ResearchAndMarkets.com's offering.This report focuses on the technologies that will define the food and agribusiness industries of the future.Robotics, AI, precision agriculture, 3D printing, and precision fermentation will play crucial roles in the food and farming industries of the future.Report Scope
Within farming, vertical farming, laser crop defenses, and bee vectoring will play important roles.
Within food, 3D printing, fermentation, and AI-powered ingredient discovery will play important roles.
Reasons to Buy
Anticipate how technology could impact the food and beverage supply chain.
Identify which companies will drive this change, and the challenges they will face in the short-to-medium term.
Key Topics Covered:
Executive Summary
The Future of Farming
The Future of Food
Takeouts
Company Coverage:
Eden Green
Carbon Robotics
Bird Control Group
BVT
Redefine Meat
Nova Meat
Paleo
Apeel
The Better Meat Co
Revo
Cocuus
Solar Foods
Remilk
Savor Eat
Nuritas
Arzeda
For more information about this report visit https://www.researchandmarkets.com/r/gmdsuy
About ResearchAndMarkets.comResearchAndMarkets.com is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends.
CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood,Senior Press Manager press@researchandmarkets.com For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
15 minutes ago
- Yahoo
Florian Wirtz to Liverpool a ‘done deal' as staggering contract details revealed
Liverpool's move to sign Florian Wirtz is a 'done deal', according to the latest reports in Germany. It emerged this week that Liverpool have increased their offer for Wirtz to £113million as they look to seal a club-record deal for the Bayer Leverkusen attacking midfielder. Advertisement That offer falls short of the £125m that Leverkusen are demanding for Wirtz but a fresh report from Bild says an 'agreement is certain'. The report also claims Wirtz is set to earn around a staggering £340,000 a week at Anfield, where he will sign a five-year contract. Wirtz is currently on international duty with Germany (Getty Images) Negotiations continue and Wirtz could undergo a medical next week as Liverpool bid to wrap up a deal. Wirtz has made it clear he wants to move to Anfield and Liverpool are confident a deal will be struck for the 22-year-old. Liverpool are ready to spend big in the transfer market this summer as they bid to strengthen Arne Slot's side after they cruised to the Premier League title last season. Advertisement The Reds are also in talks to sign full-back Milos Kerkez from Bournemouth for between £45m and £50m. They have already agreeed a £29.5m deal for Wirtz's Leverkusen team-mate Jeremie Frimpong. Slot said recently that the champions would be "stupid" not to strengthen this summer. 'There are not many that can strengthen us, but the few that are out there, we will try to get them,' said Slot. 'At this moment in time we're not sure if that's possible.' Luis Diaz, Darwin Nunez and Federico Chiesa have all been linked with moves away from Anfield. Barcelona have had an approach for Diaz rejected.
Yahoo
27 minutes ago
- Yahoo
Trivago watched its revenue forecast plummet from $1 billion to nearly zero—so the company tapped a set of former interns to turn it around
Interns are often brushed off for being at the bottom of the totem pole, but at some companies, it's become a part of the secret recipe for landing a gig in the C-suite. Trivago is part of a list of companies, including Nike, HP, and EY, that have promoted former coffee-fetchers to the top of the corporate ladder. In the matter of a month during the pandemic, travel planning company Trivago's revenue forecast plummeted from $1 billion to virtually zero. It was a 'near-death experience' that resulted in a 'deep winter' for the company, according to CEO Johannes Thomas. Actual revenue sank 70% to 249 million euros in 2020 from 839 million euros in 2019, the latter equivalent to about $940 million at the time. But even as restrictions were lifted and travel surged back, Trivago still had not recovered—and thus it was time for a shake-up in the C-suite. 'After you have a near-death experience and three years of depression, you have a team that doesn't believe anymore,' Thomas, who was brought in as CEO to turn the company around in 2023, tells Fortune. But for Thomas and other executives, what's notable about their experiences is not their most recent roles—it's how they started their careers. Thomas first joined Trivago in 2011 as an intern working in online marketing, and he's quietly assembled other former interns, including Chief Financial Officer Wolf Schmuhl and Chief Marketing Officer Jasmine Ezz. Thomas says having leaders who understand the business and its culture from the ground up are key to returning the company to its former glory. And while Trivago's revenue for 2024 was still half what it was five years ago in 2019, first quarter 2025 revenues increased by 22% to $124 million. While retirees are often known for traveling frequently, one of Trivago's focuses is on young people—and it makes sense considering Gen Z's spending habits. The generation was the only group that reported an increase in year-to-year travel spending between 2023 and 2024, according to Berkshire Hathaway's State of Travel Insurance Report. The average trip was over $11,000. '(We're) trying to build an ecosystem—a culture and environment where young people can grow and where people can thrive,' Thomas says. That's another reason why Trivago's C-suite is not stacked with Gen Xers, but instead millennials who understand how young people think, spend, and travel. According to Thomas, the average Trivago customer is 34 years old, and 20% have families. By focusing on young people as a company, Trivago not only is able to tap into a customer market, but also an employee talent market. 'You get rock stars on the senior level football team,' Thomas says. 'And then you have a second team of young talents that have a chance to grow in this combination we try to execute on.' Trivago is not the only company that realized that those with the strongest roots to their company are the best leaders. Last year, Nike became the latest Fortune 500 company to name a former intern as a CEO. Elliot Hill began at the sports-gear giant at age 19 as an apparel sales intern and has only ever had one company at the top of his paychecks. In a statement last year, Hill said Nike has 'always been a core part of who I am.' HP CEO Enrique Lores, Principal Financial Group CEO Deanna Strable, and EY CEO Janet Truncale all similarly went from fetching coffees as an intern to being promoted to the corner office. And while focusing on hard work as an intern may set your path in motion to one day become chief executive, Lores admits that there's also an element of luck. 'You can be very smart or very good,' he previously told Fortune. 'But you also need to be lucky, and that's a very important thing for all of us to accept.' This story was originally featured on
Yahoo
32 minutes ago
- Yahoo
Telecom sector ramping up investments in tech as traditional growth areas slow
TORONTO — When it comes to competition between Canada's telecommunications giants, there are certain spaces where carriers have traditionally jostled with one another to emerge as the top dog. In any given quarter, the providers strive to gain the most new cellphone and internet subscribers, often through promotions or bundling opportunities. Customers are also accustomed to boasts about performance on metrics like broadband speed, call reliability or total network coverage. But as the telecoms continue to set their sights on growth and profits, some industry watchers say they will need to further diversify their investments. They point to technology services, including artificial intelligence, as an industry where telecoms can make their mark. "The big innovation comes from tech. The dream of service telcos is ... to behave like tech people," said Gérard Pogorel, an economics professor at France's Télécom Paris institute. "The idea is to move from 'telco to tech-co.'" Pogorel was among a half-dozen international experts who spoke last month at a telecom seminar in Toronto hosted by the Ivey Business School. The event focused on the role of innovation for telecom policy, along with harnessing new technologies for economic growth at a time of disruption and geopolitical challenges. Peter Cramton, an emeritus professor of economics at the University of Maryland who also spoke at the event, said big tech companies have outperformed telecom carriers globally over the past decade by "expanding across domains" to achieve exponential customer growth. "Whereas the big (telecom) carriers have struggled with, 'Well, we've got our customers, but now we've got 100 per cent penetration, so everybody is a customer and we can't expand the number of customers exponentially,'" he said. "But I think there's lots of scope for this 'telco to tech-co' transition, creating a lot of value for the big carriers that we haven't seen so far." The Big Three providers have faced a "double whammy" hampering traditional telecom subscriber growth, said Dave Heger, a senior equity analyst at Edward Jones. Consumer prices have been declining amid the rise of Quebecor Inc.'s Videotron to become a fourth national player, taking market share away from the other three. The federal government also recently scaled back its immigration targets — a change cited by the major providers as a key factor holding back customer additions in recent earnings reports. SHIFTING ASSET MIX Media and sports have long stood as key areas of diversification for some of Canada's dominant telecom companies, who over the years scooped up major television and radio stations across the country, along with ownership stakes in professional sports teams. However, some are heeding calls for a stronger presence in the tech space. Bell Canada, in recent years, has vowed to transform into a company that focuses primarily on tech services, beyond core telecom offerings. That's been backed up by a slew of announcements lately, including the launch of its services brand Ateko, which unified recently acquired tech companies FX Innovation, HGC Technologies and CloudKettle under a single umbrella. Bell is also making artificial intelligence a cornerstone of its growth strategy, announcing last month it will open six AI data centres as part of a plan to create the largest AI compute project in Canada. Investing in sovereign AI — when an entity builds and operates its own AI systems — has become "an emerging theme for telcos," said Desjardins analyst Jerome Dubreuil in a research note. "Canadian telecoms are looking for new areas of growth, and data centre operations may help if Canadian organizations are looking to partner with local operators that can also offer telecom services," he wrote last month. THE PERKS OF 'TRAVELLING LIGHT' While Bell owner BCE Inc. expands its tech portfolio, its investments in other non-core areas have waned. In addition to divesting its stake in Maple Leaf Sports & Entertainment to rival Rogers Communications Inc., the company also shook up its media division last year, selling off 45 radio stations while ending some TV newscasts. Other major telecoms are also shedding assets as they look to reduce costs and shrink their debt. Telus Corp. has said it is exploring the sale of a minority stake in its portfolio of wireless towers, while Rogers is in the midst of selling a minority stake in a portion of its wireless network infrastructure. Pogorel said divestment of physical resources by telecom operators has become a "massive phenomenon" internationally. By generating cash through the sale of towers, it creates new opportunities to expand into adjacent, non-traditional sectors. "This opens space for innovation," he said, noting that in France, two-thirds of mobile towers are no longer the sole property of telecom companies. That figure stands at 79 per cent in Finland and 68 per cent in Ireland. "This is good for their balance sheet," Pogorel said. "A purely service telco travels light. It doesn't have the burden of multibillion-dollar infrastructure. Travelling light, they ... are more able to innovate." PARADIGM SHIFT The big telecom companies "are in kind of a transition phase," said Erik Bohlin, Ivey's chair in telecommunication economics, policy and regulation. "These big telcos are moving away from their infrastructure to becoming more and more software companies," he said in an interview. "The very cherished idea in Canada ... that infrastructure competition is the name of the game, that might be tapering off just because of what is going on in technology." Telus, which also announced plans last month to open two new AI data centres, has undergone a transition of its own into the tech services space, said Carlos Cabrero, director of customer experience excellence for Telus Agriculture and Consumer Goods. "My non-Canadian friends often ask me, 'What the heck is a Canadian telco doing in the agriculture space?'" he said at the Ivey event, where he also highlighted growth of the company's Telus Health subsidiary. Cabrero said both agriculture and health are industries "historically underserved from a technological perspective." "I think there's a lot of innovation that can happen within these industries by leveraging what Telus' core competency is, which is technology and ... communication," he said. Forays into tech, like those made by Telus, have the potential to add growth opportunities that are "over and above what's available to them in the telecom industry," said Heger in a phone interview. "They're certainly looking beyond just the traditional telecom business as a way to add value and add some diversification." BALANCING ACT Bohlin praised the carriers' ambition, but said expectations should be tempered as they test out new waters. He said it's unlikely Canadian telecoms will become global leaders in producing AI software, compared with that sector's already dominant players. "There are plenty of opportunities here, but it's not like a gold mine," said Bohlin. "I think those are new kinds of meaningful diversification, but it's not ... propelling growth in the same way as the mobile revolution when everybody wanted the mobile phone." But that doesn't mean they can't carve out a niche, Bohlin said, such as by leveraging their "core competency" — delivering connectivity. He said they should increasingly seek to partner with other businesses in need of connectivity solutions in fields like agriculture and mining, along with developing Internet of Things applications that rely on connectivity to function. As the carriers chase new customers in diversified fields, that also shouldn't come at the expense of much needed investments in their core telecom networks, said Bohlin. "The telcos are in a very important role for society but they are being pressured from all directions," he said. "We take for granted the many ways these telecom networks will work." This report by The Canadian Press was first published June 8, 2025. Companies in this story: (TSX:BCE, TSX:T, TSX:RCI.B, TSX:QBR.B) Sammy Hudes, The Canadian Press Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data