The appetite economy – an entrepreneurial opportunity?

We have entered the appetite economy.

The rise of GLP-1 drugs like Ozempic and Mounjaro will have profound implications not only for the health of the nation but for business and the food industry in particular.

This is good news for entrepreneurs. Any disruption is good for innovation. However, those who choose to stick with the conventional wisdom will perish.

Obesity rates in the UK have surged from 1% in 1950 to over 30% today. Against this backdrop, GLP-1 drugs have emerged as a powerful intervention. Originally developed for diabetes, they work by suppressing appetite, slowing digestion, and altering brain signals related to hunger and reward.

The medical profession originally approached this with caution, but now sees them as a net positive, particularly given obesity’s links to numerous prevalent diseases.

The increased consumption of these drugs represents a fundamental shift in human behaviour,  disrupting decades of entrenched consumption patterns.

Concerns remain about rapid unsupervised adoption, lack of regulation and misuse. These drugs are increasingly accessible without proper clinical oversight, raising risks at both individual and societal levels.

From the patient perspective, the impact is transformative, if not complex. Users report significant weight loss and reduced cravings, often succeeding where traditional dieting failed.

Nutritional experts have found that GLP-1 does not just reduce hunger, it alters desire itself. This raises concerns about mental health, as the same mechanisms influencing appetite also affect mood and motivation.

“Retailers are already observing changes in purchasing patterns, with declining interest in the so-called hyper-palatable foods…”

Experts warn that while the drug has clear benefits, misuse could create new health crises, including poor body composition due to muscle loss and psychological side effects.

But for the food industry, GLP-1 represents both a threat and an opportunity.

Historically, the industry has contributed to rising obesity by prioritising cheap, calorie-dense, highly processed foods. Now, consumer behaviour is shifting.

Consumers on GLP-1 eat less and increasingly prefer nutrient-dense, high-protein, high-fibre foods in smaller portions. This change is driven not by regulation but by altered consumer demand, which is a significant departure from past trends.

“Brands that already prioritise natural ingredients, high protein, and fibre-rich formulations will take advantage of the appetite economy.”

The industry must adapt quickly. Food offerings must evolve toward quality over quantity, focusing on nutrition rather than volume.

Retailers are already observing changes in purchasing patterns, with declining interest in the so-called hyper-palatable foods (high-fat, high-sugar products) and growing demand for healthier alternatives.

Entrepreneurs must see this shift as a chance to reset the industry. Instead of reacting to negative regulation, they can proactively lead with products aligned with healthier consumption habits, which consumers want more and more.

Brands that already prioritise natural ingredients, high protein, and fibre-rich formulations will take advantage of the appetite economy. The key insight is that this transformation is consumer-led, offering a more sustainable path to change and not going back.

GLP-1 could reshape entire sectors.

When appetite for indulgent, impulse-driven products declines, not just food but alcohol, tobacco, and other addictive categories, business models built on these behaviours must evolve, or they will collapse.

“…GLP-1 can catalyse a healthier, more sustainable food system, or become another missed opportunity.”

New opportunities will emerge in health-focused products and services.

Some experts compare the potential impact to the contraceptive pill: a technology that fundamentally changed human behaviour at scale.

As costs fall and access expands, adoption of GLP-1 drugs could easily reach a third of the population within a decade.

There are only a handful of drivers which influence behavioural change: regulation (e.g. sugar tax on soft drinks), scarcity and price (e.g. petrol prices at the moment), or technology and innovation. The last two drivers combined can not only bring about change, but this change can be lasting. Facilitating customers to make a decision motivated by their own benefits (actual or perceived) is the most effective way to drive lasting change.

Before we get too carried away, there are some unresolved ethical and systemic questions.

Is it acceptable to rely on a drug to solve a problem created by the food system? Will the industry genuinely change, or simply adapt in ways that preserve profits? And can governments and institutions regulate this shift effectively?

All this remains to be seen, but the conclusion is clear: GLP-1 is not just a medical innovation; it is a societal turning point.

It challenges assumptions about willpower, reframes obesity as a disease (which it officially is), and forces the food industry to confront its role in shaping public health.

This advance in technology offers a rare opportunity to drive meaningful change, but only if it is used responsibly and supported by broader systemic reform.

What is certain is that this disruptive effect creates an environment for entrepreneurial opportunity.

GLP-1 can catalyse a healthier, more sustainable food system, or become another missed opportunity. The appetite economy has already begun, and its consequences will be far-reaching.

John Stapleton is an investor & Non-Executive Director, providing advice, guidance and mentoring to business owners. John is a business thought leader and delivers keynotes on a range of entrepreneurial, management and motivational leadership topics. Previously, he co-founded The New Covent Garden Soup Co Ltd and later Little Dish, both of which he exited successfully. John is also the founder of Mission Ventures (UK) and is a founding partner of The Redesdale Food Fund, based in Dublin.

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