Boosting Impact: Trend Radar Digitalization

Client

Swiss Federal Office of Energy (BFE)

Project period

2023 – 2025

Results

Shared understanding of impact using a logic model
Stakeholder map including target groups and multipliers
Indicators and targets for monitoring

EnergieSchweiz planned to introduce a trend radar for the energy sector to highlight new digital products and services in Switzerland. With our expertise in impact orientation, we ensured the tool was designed for effectiveness—through optimized stakeholder analysis, a tailored logic model, and derived indicators and targets.

The starting point

To support stakeholders in the Swiss energy sector with digitalization, EnergieSchweiz initiated the development of a trend radar for digital products and services. As a first step, the Swiss Federal Office of Energy (BFE) commissioned a feasibility study and concept development.

Following this, EnergieSchweiz tasked a service provider (“Radar Team”) with implementation. In this context, the BFE approached intep and Dr. Martin Schonger from Lucerne University of Applied Sciences and Arts (HSLU) to provide behavioral economics guidance during the radar’s development and launch, ensuring the target audience would be effectively reached.

Together with HSLU, we supported the SFOE project team and the Radar Team in developing a logic model, refining the stakeholder analysis, and designing indicators and targets for monitoring during the operational phase.

Our contribution

To establish a shared understanding of the project goals, we developed a logic model based on a workshop and in accordance with the BFE’s guidelines on impact orientation. The model distinguishes between outputs, outcomes, and impacts (see graphic below). It ensured that all inputs and activities were aligned with the project objectives—especially the desired outcome: behavioral change within the target group.

Based on the logic model, we collaborated with the BFE to create a stakeholder map differentiating between target groups, multipliers, and other internal and external stakeholders. We segmented the target audiences, identified sample profiles, and pinpointed the behaviorally relevant “first followers” to prioritize communication measures.

To support monitoring, we defined measurable indicators for each output and outcome, proposed methods for data collection, and established concrete target values. Using the sales funnel concept, we created a tiered structure (e.g., awareness vs. actual use of the radar).

By integrating behavioral economics principles from the outset, we ensured the tool was geared toward maximizing its intended impact—behavioral change. The outcomes provide a foundation for improving effectiveness in any context where targeted engagement and activation of specific audiences are key.