Crisis · Straits Times Index (1997)
Replay 144 daily bars from 1997-06-17 to 1998-01-08 as Singapore's Straits Times Index plunged 36.6% into the Asian Crisis. Step through decision points one trading day at a time, receive an AI coach review of each choice, and study policy-driven volatility using simulated capital only.
144 daily bars · 25 decision points · 1997-06 to 1998-01 · Stocks
Key facts
This window spans 205 days with a peak-to-trough drawdown of 37.8% and a 17.1% run-up.
- Max drawdown
- −37.8%
- Max run-up
- +17.1%
- Duration
- 205 days
- Largest single-day move
- −7.6%
- 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
Singapore's Straits Times Index opened this replay on 17 June 1997, a moment when Southeast Asia still felt insulated from the Thai baht's slide earlier that month. The market was the gateway to one of Asia's most open economies, and the next 144 trading bars would test whether that openness was a buffer or a vulnerability. With 25 decision points scattered across roughly seven months, the scenario is built around the kind of policy shocks — currency defense decisions, regional contagion, and emergency rate moves — that turned complacency into crisis.
What unfolds is a steady, grinding decline: the index closes 2004.3 at the start and 1270.7 at the end, a cumulative drop of 36.6%. The max drawdown reaches 37.8%, meaning the worst peak-to-trough move was even deeper than the headline figure, and a single session swings as much as 7.6% — large enough to overwhelm most risk controls. Nine of the 25 decision points are flagged as critical, moments where the policy backdrop visibly bends the price path and where a one-day delay between information and action carries real cost.
The training value sits less in picking the correct side and more in process discipline under stress. Because policy news arrives unevenly and drawdowns compound, the replay rewards pre-written exit rules, position sizing tied to volatility rather than conviction, and the willingness to sit on the sidelines when the tape gaps. It also exposes classic psychological traps: anchoring to the pre-crisis highs, averaging into a falling market, and mistaking a sharp rebound for a reversal. Used with simulated capital only, the exercise is a controlled way to feel the cadence of a real contagion — the false calm in June, the accelerating losses through autumn, and the capitulation low into early 1998 — without bearing the historical cost.