Join one of our simulation workshops from Harvard and get real experiential learning.

Feel what it is like as a startup leader faced with tough decisions - and then experience the results of that decision.

The simulations may be hosted by Mashauri or we can run them for your university either online or offline.


Innovation marketing simulation: crossing the chasm

Innovation marketing simulation: crossing the chasm

A hands-on simulation for students providing a never-to-be-forgotten learning experience. Sourced from Harvard Education and the Chasm Institute; and hosted by Mashauri.

Many new products and ventures fail in the marketplace. One reason for this is that most innovations fail to make a mark in the mainstream market. This simulation allows students to experience the frustrations and challenges of taking a disruptive innovation from initial success with early adopters to widespread adoption by the mainstream market. Said transition has been termed as "crossing the chasm" by Geoffrey A. Moore, and is the foundational framework for the simulation. Students play the role of a self-driving vehicle technology firm that has garnered significant attention from the early adopter market but is struggling to break in to the mainstream market. Investors are now looking for exponential growth through mainstream adoption. Students will be tasked to assess the market segments that have shown interest in self-driving vehicles (SDVs), develop the appropriate product solution for their selected segments, and achieve the growth promised by their technology. In short, students must find a way to successfully "cross the chasm."


Learning objectives

  • Understand and experience the discontinuity (chasm) between the early adopter and mainstream markets in the adoption of a disruptive innovation
  • Discover how innovations can attain widespread adoption through a strategy that successfully bridges the early adopter and early majority markets
  • Learn to ascertain the appropriate target market segments for mainstream adoption using limited, qualitative data
  • Overcome the tendency to follow the conservative strategy of spreading the risks to multiple markets, and pursue the high-risk strategy of focusing on one segment
  • Realize the importance of completely satisfying the needs of the selected target segment with a whole product solution
  • Recognize the long-term benefit of persisting with and dominating one segment to achieve the end goal of success in adjacent segments (bowling pin effect)

Timing and logistics

The simulation can be played in a concentrated 2 hour session including the orientation and debrief; or may be stretched out over a longer period of time.

The session may be held entirely online or conducted in a classroom setting.

There are 3 parts to the course

  • An orientation to the self-driving vehicle industry and the student's role in the simulation (as CEO of a funded, self-driving vehicle technology firm).
  • The simulation itself that takes place over 4 years where market opportunities are assessed, strategic investment and market approach decisions are made and results are presented year by year.
  • A debrief where results are analysed, theory and cases are presented (videos and presentation) and an interactive discussion is held (in class or via a webinar) where learnings are teased out and conclusions drawn.

Pricing

Pricing is at £75 per student which includes the Harvard registration cost. A minimum of 3 students and a maximum of 30 for any session.

Special introductory offer

On Saturday 8th November, we will be running a full session of the simulation. It will start at 10h00 and run through to 13h00. It includes an introductory briefing, the simulation itself and then a closing, interactive lecture where we share results, strategies, frustrations and successes. As part of this, Professor Simon Gifford will give a short lecture on the topic "closing the chasm" and relate it to the simulation.

The fee will be £19 per student that basically covers the costs of the Harvard enrolment. If at the end of the session you are not happy for any reason, the full amount will be refunded.

Maximum number of students will be 5 so apply now to get accepted.

The programme will be run online, although we will be running it out of an office in central Madrid and if you live there, you are welcome to attend in person.


To request a workshop for your organisation or to obtain more information, please contact us at info@mashauri.org.

New venture simulation : the food truck challenge

New venture simulation : the food truck challenge

In this online simulation, students try to run a successful food truck in the city of Boomtown. Students work individually or in teams to achieve maximum revenue over 5 simulated weeks and win the "Food Truck Challenge." In each round, students make decisions about where to park and what menu item to offer in hopes of finding the best menu-location combination and yielding the highest sales. They begin by analyzing market data and making a plan, but must then decide whether to a.) go to scale right away with the food truck b.) conduct further research and analysis, or c.) experiment with a low-capacity pushcart. In the class debrief, students discuss the trade-offs between analysis, experimentation, and scale.

This simulation teaches students about the value of learning by doing, prototyping, and willingness to fail. It is ideal for discussions of innovation, product development, design thinking, lean start-up, entrepreneurship, strategy, marketing, and organisational learning. 

Timing and logistics

The simulation can be played in a concentrated 1 hour session including the orientation and debrief; or may be stretched out over a longer period of time.

The session may be held entirely online or conducted in a classroom setting.


Pricing

Pricing is at £75 per student which includes the Harvard registration cost. A minimum of 3 students and a maximum of 30 for any session.


To arrange a workshop for your organisation or obtain more information, please contact us at info@mashauri.org .