Collapse · Shanghai Composite Index (2008)
Replay the 2008 Shanghai Composite collapse, a brutal 42.8% decline from 3,560.24 to 2,037.74 across 144 daily bars. Step through each session, face 9 critical decision points, and receive an AI coach review of your simulated capital choices.
144 daily bars · 25 decision points · 2008-05 to 2008-12 · Stocks
Key facts
This window spans 210 days with a peak-to-trough drawdown of 53.3% and a 22.5% run-up.
- Max drawdown
- −53.3%
- Max run-up
- +22.5%
- Duration
- 210 days
- Largest single-day move
- +9.5%
- Bars
- 144 Daily bars
- Decision points
- 25
Every figure above is computed programmatically from this replay’s own candle series — no editorial input, no LLM. Methodology: Methodology
The market advances day by day. You only see candles up to the current day — as if you were really there.
At key decision points choose Buy / Trim / Exit / Hold. Each decision advances the timeline by one day.
After settlement you get a six-dimension score and an AI coach review. Your result enters the scenario leaderboard.
Event Replay
What happened — and what it teaches
The Shanghai Composite Index in 2008 represents one of the most severe market dislocations of the 2000s. From May to December of that year, the index traced a path that tested every assumption investors held about risk and reward. What was truly at stake extended beyond portfolio value—participants faced the fundamental challenge of maintaining decision-making discipline when markets moved against them with relentless momentum. The scenario recreates this environment across 144 daily bars, placing traders at decision points that demand both analytical rigor and emotional resilience.
The numbers tell a stark story: the index fell from 3,560.24 to 2,037.74, a decline of -42.8%. The journey was worse than the endpoint suggests, with a maximum drawdown reaching 53.3% and the largest single-bar move spanning 9.5%. Navigating this landscape meant confronting 25 distinct decision points, of which 9 were critical junctures where positioning and conviction determined outcomes. Each session forced participants to choose between anchoring to analysis and adapting to shifting momentum.
This replay teaches that process matters more than prediction. In a collapse of this magnitude, the ability to manage risk systematically—rather than react to headlines or emotion—separates disciplined participants from those amplifying their losses. The psychological dimension proves equally vital: holding positions through severe drawdowns tests conviction, while cutting them prematurely sacrifices recovery potential. For decision training, the value lies not in second-guessing outcomes but in examining whether one's process remained consistent under extreme pressure. The 2008 Shanghai Composite offers a historical laboratory for building that steadiness.
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