1) We focused our strategy on customer engagement. We early on achieved our product fit and so our product was very much built around the customer. Engaging in each of the building blocks to satisfy exactly what they required from the product and positioning our team in a way that would earn respect. In this final round we have moved on from research and pushed our points into Relationships and Channels to push for final engagement of the product. As this is the last round of the game sales comes into play and we’re going to achieve high markers by completely engaging with our customers. Social media outreach, Customer service tools, Sponsorships and more, which means that we are valuing our built customer base to increase retention, activation and referral. 2) To be in line with the due diligence we did an internal performance analysis/evaluation. Considering our performance in Features, Revenue, and performance the results of our analysis guided us for our venture we could be eligible for Seed Funding. These results provide a strong foundation and direction as we move forward. Another reason for Seef funding, is that we were underperforming in features, revenue, and performance. This didn’t let realistically consider an option further than Seed funding. Funding sources look not only at potential but also measurable early performance indicators. 3) Tristan: The game experience has been educational and engaging, allowing me to apply entrepreneurial concepts in a realistic and dynamic way. My main learning objective was to better understand how different elements of a business model interact and how strategic decisions influence overall performance. In our team, we learned the importance of resource allocation, teamwork, and adaptability. Also, something that was interesting to me, was the process of putting myself in the shoes of the customer, instead of developing the idea first. Overall, the game provided a practical understanding of how strategic planning, collaboration, and innovation come together in real entrepreneurial setting, reinforcing the interests and confidence in so-called startup management. Lewis: The game experience has been completely unique for me. I come from a background where it’s extremely data and analytical based with binary answers to issues. I enjoy the interactive decision making with a level of uncertainty. You make educated decisions based on information given to you and adapt each round to identify problem areas and how to improve it. The way the game builds up the round to show that is a continual feedback loop between all the different building blocks I was really impressed with. It helped me understand to a more Indepth level the direct impacts of all the business model canvas. I’ve only recently learned of what a business model is and composed of and so this was an important aspect for me. The time limit was also a nice addition to add a level of urgency to every decision, ultimately a decision must be made and being able to cope with that reality is a good skill to not just learn but understand. Enzo: The game helped me understand how different factors influence the system we created in Canva. It showed me the importance of analysing situations from different perspectives and adapting my choices based on the person or target audience we were focusing on. Working with my team was also a key part of the experience. We had to communicate, share opinions, and make collective decisions to move forward in the game. Through this, I learned how teamwork, strategy, and creativity are all connected when trying to reach a common goal. Mine: In the first phases of the game we have been introduced to “making decisions” based on the performance fields a start-up could face in a real-world situation. It gets more and more complicated and the game overall has given us the opportunity to get in touch – even in a virtual world- a sense of coping mechanisms perspective. (Coping with multifactor at the same time. )

Did you make any changes to your strategy in this round? If yes, why? Yes, we made several changes to make our strategy stronger and more realistic. We focused more on building partnerships with universities and accelerators to give our smart pyjamas more credibility. We also added training and education as key resources to improve our team’s knowledge. At the same time, we worked on creative thinking and total quality management to make sure our product is both innovative and reliable. These changes helped us move from an early idea to a more professional project that can really grow. Did you try to attract one or more sources of finance? Why ? We decided not to look for outside funding in this round. Our goal was first to create a solid base and improve our product before asking for investment. We focused on improving our value proposition and building strong partnerships instead. However, by working with accelerators, we are already preparing for future funding when our prototype and test results are ready. For now, we prefer to keep full control and avoid financial pressure too early. Please evaluate the game experience for yourself and compare it with the learning objectives you had. What did you learn about entrepreneurship and how did the game help you in the learning process? This game was a great learning experience. It showed us that entrepreneurship is about making connections between many parts of a business, partners, activities, resources, and customers. We learned that every decision has consequences and that a good entrepreneur needs both creativity and structure. The game helped us see how teamwork and strategy are just as important as having a good idea. Overall, it made us understand how business decisions are made in real life and how important it is to stay flexible and plan ahead.

1. Did you make any changes to your strategy in this round? If yes, why? Yes, we refined our strategy to prepare for scaling while maintaining PM-fit. In previous rounds, we focused heavily on research, partnerships, and persona validation. Now that we have a strong foundation (25% PM-fit moving toward 100%), we are: * Doubling down on previous investments (alliances, open innovation) to keep credibility and innovation momentum. * Maintaining ease of use and the simplify experiences as the core value proposition. This change ensures we stay consistent with our inclusive, simplicity-driven brand while positioning for growth. — 2. Did you try to attract one or more sources of finance? Why (not)? Yes, we started exploring accelerators and accelerators programs because: * They provide non-dilutive or low-equity funding, which fits our early-stage needs. * They strengthen our credibility and network for scaling. We avoided traditional venture capital at this stage because our priority is PM-fit and trust-building, not aggressive scaling that could compromise product integrity. — 3. Please evaluate the game experience for yourself and compare it with the learning objectives you had: what did you learn about entrepreneurship and in what way did the game help you in the learning process? The game provided a realistic simulation of strategic trade-offs in entrepreneurship: * Learning about PM-fit: We realized that rushing into marketing without validation leads to wasted resources. * Importance of partnerships: Building alliances and co-creation early gave us unfair advantages that competitors couldn’t replicate quickly. * Budget allocation discipline: With limited credits, we learned to prioritize customer research and value proposition clarity over vanity metrics. * Team alignment: The game highlighted how internal consistency prevents PM-fit loss and accelerates decision-making. Overall, the experience reinforced that entrepreneurship is about balancing vision with validation, and scaling only after building a strong foundation.

In this round, we haven’t made any changes to our approach. Our main goal is to maximize the value of our current investment by fully utilizing the available credits. At the same time, we remain committed to strengthening our reputation by continuing to invest in research in collaboration with our customers. This ongoing engagement helps us better understand their needs and ensures that our product evolves in a way that delivers real value. We are currently positioning ourselves to attract Venture Capital funding, which we believe is the most suitable and strategic source of finance for our product. We meet all the key criteria that investors look for, and we’re confident that our offering aligns well with what the VC market values. Our current focus is on strengthening our sales pipeline to further demonstrate traction and growth potential. By doing so, we aim to give ourselves the strongest possible foundation to secure investment and successfully scale the business. The game experience was both challenging and frustrating but it was also very intuitive and helpful. On the one hand it was challenging and helpful because we had to think hard about what decisions we wanted to take to boost our company, which was not always easy, but it was helpful in boosting team work and communication. On the other hand, it was frustrating and intuitive because when we suffered from a setback (in the 3rd round our PMF dropped from 60% to less than 50%) we were frustrated because we were hoping for a better result, but that helped us understand more and change up our strategy, which helped us increase our statistics. The game, therefore, was very helpful to learn important aspects about entrepreneurship. Nothing will be perfect from the start and failure is needed to find success, which we already learned in class. It also taught us valuable social values because the game forced us to work together in a team to find the perfect solution, so it boosted our social experiences too. 

R5.1) Yes, we made several changes to our strategy this round. We decided to take more risks by making fewer but larger investments to generate clearer, more significant results. After achieving a strong market fit, we reduced our investments in the VP and CS and redirected our focus toward Partners and Resources. This shift aimed to strengthen our collaborations and enhance our team’s skills and capabilities, improving growth and internal consistency. R5.2) Yes, we aimed to attract venture capital this round by increasing our risk tolerance, attitude, and team skills. Since our product has strong potential to scale globally, venture capital aligns well with our growth strategy. Additionally, we focused on maintaining our high performing areas and improving the weaker ones to strengthen our overall standing and achieve a better EntrePulse score, making us more competitive. R5.3) Our main objective was to understand the Business Model Canvas and experience what it’s like to start implementing one in practice. Through the game, we learned how to collaborate as a team, remain open to different perspectives, and develop the core elements of a business plan. The game was very good to help us engage with an uncertain environment, celebrating when our decisions paid off and adapting quickly when results didn’t match our expectations. This fast paced, competitive environment helped us understand how to make strategic decisions under pressure and improved our approach over time. Additionally, trying to understand the customer with limited information strengthened our instincts, mirroring the challenges of launching a business idea. R5.4) About the Gameplan: Our strategy combines Customer Engagement Innovation and Product Performance Innovation. SerenDNA directly addresses customer wants for simplicity, privacy, and emotional balance, while solving their pain of stress and data overload from existing wearables. Meanwhile, our Product Performance integrates biosensors and genetic insights into a simple, eco-friendly, and calming device that enhances wellness without complexity. This combination of emotional connection and technological excellence positions us for success in the market.

1 – Did you make any changes to your strategy in this round? If yes, why? Yes this round we concentrated mainly on maxing all the teams skills 2 – Did you try to attract one or more sources of finance? Why (not)? We tried to attract the Venture capital funding as they could give us the max amount of fincancing. 3 – Please evaluate the game experience for yourself and compare it with the learning objectives you had: what did you learn about entrepreneurship and in what way did the game help you in the learning process? The game experience was interesting and made us work on managing how to work in a group debating different opinions and point of view

In the selection of research activities, some will create more goodwill than others. The more personal and face-to-face the research method, the more goodwill you will create.

In the selection of a value proposition, some will spread their budget more than others. A ‘spread strategy’ is considered a more safe path than a betting on a fewer number of key values – which in turn leads to a higher risk score.

The faster you submit, the higher the score.

Every round, the expert review will be analysed and the teams that score highest on each of the selection criteria (Affordability, Design, Performance, Features, Quality, Usability) will receive an award.