ENTREPRENEURSHIP SIMULATION / VIENNA STAYS
Run one of 5 fictional companies in Vienna’s accommodation and booking market. Defend an established player or build a start-up. 8 rounds, from 2026 to 2033. One shared market. Every decision changes the game.
01 / YOUR NEXT MOVE
One shared scenario. Different perspectives. Decisions your team can experience, question and learn from.
Enter your session code, take a role and work with your team to make the next decision.
Join a session02 / EDUCATORSPrepare a session, guide your teams and turn their decisions into a meaningful debrief.
Open the teaching areaTwo arenas, each adds up to 100 percent. Every share a company wins is taken from another.
Game values. Bookora’s 26 percent follows the share of hotel nights booked through online travel agencies in Austria (HOTREC 2025). Belvedia’s 4 percent is its 1,800 rooms of the 42,426 in Vienna (WienTourismus 2025).
The plan for every Vienna Stays round, the same in all eight: about 90 minutes in class. The minutes are guidance for your teacher, not a stopwatch.
A short deck on the topic of the year, with its facts and their sources.
Your company's numbers, the market shares of all five companies, your Lean Canvas and what the others did last round.
A precise research question for an AI tool, or a trade-off question for the team. Your teacher can run either in plenary.
Two or three decisions with a budget and a trade-off each. Offer a deal to another company or answer one.
An event appears only after you have handed in your decisions. You react to it, see what happened and update your canvas.
Two established companies defend what they have, three start-ups attack it. The companies, their people and everything that happens to them are invented and marked as such. The market they start from is built on published figures.
Each team is the innovation unit of its group, with a board that watches the core business.
Nine Viennese hotels looking for their answer to the platforms
A traditional Viennese hotel group with nine mostly four-star houses and about 1,800 rooms. Your team is Belvedia Next, the innovation unit the board set up to answer direct booking, AI agents and new apartment hotels. Around 30 percent of the group's bookings still arrive through one platform. Fictional company, invented numbers.
The platform most Vienna travellers start from, for now
The dominant booking platform in the German-speaking market, earning a commission on every room it sells. Your team is Bookora Labs, the unit that has to answer direct-booking software and AI travel agents before they reach the guests. Fictional company, invented numbers; its role resembles a market leader, not any real platform.
Each team builds its company from the first idea, with its own cost logic.
Direct bookings and AI guest messaging for Vienna's private hotels
A start-up selling direct-booking software and AI guest messaging to Vienna's privately owned hotels with 30 to 120 rooms. Hotels pay a monthly fee per room plus a small success fee on direct bookings. Its first assumption: private hotels will pay to win guests back from the platform. Fictional venture, invented numbers.
An AI agent that plans and books a whole Vienna stay
A start-up building an AI travel agent for visitors to Vienna: it plans the stay, the opera, the museum and the dinner, and books through partners. It earns a small amount per booking and offers an optional subscription. Its first assumption: travellers will hand the planning to an agent they do not know yet. Fictional venture, invented numbers.
Apartments with a kitchen at a hotel price, no reception desk
A start-up converting office and commercial space into digital apartment hotels with self check-in, for stays of three nights or more. It can sell short stays all year because each converted floor is approved as an accommodation business, not as residential flats, whose short-term letting Vienna restricts. Rent is its largest fixed cost, and every new building ties up money for years. Fictional venture, invented numbers.
From the first opportunity search to the exit question: every round brings a new theme, harder trade-offs, and the bill for anything deferred earlier.
Entrepreneurial mindset · Effectuation · Affordable loss
The Mom Test · Jobs to be done · Problem interviews
Business Model Canvas · Five forces · Unique value proposition
Co-founder choice · Equity split · Vesting and cliff
Unit economics · CAC and LTV · Contribution margin
Bootstrapping · Business angels · Venture capital
OKRs · Company culture · Leadership
Pivot or persevere · Failure and post-mortem · Exit and acquisition
Every round builds on the last. What you defer in 2026 catches up with you later.
EntreSim pairs serious-game design with subject-matter rigour, an experience where decisions have real consequences.
From 2026 to 2033, each round takes one topic of the entrepreneurship course, from founding through discovery, business model, team, economics and funding to growth and the final reckoning. Your Lean Canvas gets a new version every round as your decisions produce evidence.
Market shares are zero-sum. When a start-up wins bookings, the platform loses them, and every team sees every company's share. The computer plays each company that has no team, and it trades, undercuts and copies like a team would.
Six roles (CEO, CPO, CFO, CTO, CMO and People), each with its own priorities and its own view of the same decision.
Every choice shifts ten metrics. Deferred investment does not disappear, it resurfaces rounds later as a bill.
Input, process, output and outcome are connected: you see how customer insight and team strength only translate into traction and runway rounds later.
Your team keeps one Lean Canvas from v0 to v8. Every field starts as an assumption [N] and only becomes evidence [E] once a decision produced a card that backs it. Wishful thinking counts: an [E] without a card earns nothing and shows up in the debrief.
Small teams start with CEO and CPO; as the team grows, finance, technology, marketing and people each bring their own decision perspective.
8 core competencies, practised on fictional companies with established founder frameworks and the organisational constraints that make entrepreneurial decisions hard.
Start from your means, set the loss you can afford, and write a first Lean Canvas in which every field is an assumption.
Run problem interviews that ask about past behaviour, and name the early adopter who already has a workaround.
Sharpen the value proposition, choose between a concierge test and software, and price with evidence.
Split equity with vesting, write founder agreements early, and hire for the gap rather than for comfort.
Compare acquisition cost with lifetime value, read conversion by source, and know the runway in months.
Choose between bootstrapping, angels and venture capital, and read what a term sheet really costs the founders.
Steer a growing team with OKRs and culture, and decide whether to scale or consolidate first.
Decide between pivot, persevere and stop on the evidence, and compare the first canvas with the last.
Each round includes a structured learning module, a discussion template with role-specific perspectives, a guided research task and a reflection question.
Start from wherever you are today. Both paths lead into the same demanding, evidence-based simulation.
THE MIND BEHIND DISRUPT ↗03 / FOR UNIVERSITIES & COMPANIES
For a specific course or cohort. We discuss learners, timing, the learning world and the support you need.
Discuss your needsFor recurring courses and multiple groups. We discuss the scope, duration and organisational requirements.
Discuss your needsFor specific learning goals or use in your company. Together, we explore the educational and technical fit.
Discuss your needsThese options are a starting point for a conversation. Pricing, scope, support and technical requirements are agreed for your specific use.
04 / THE DISRUPT UNIVERSE
