One standard, a thousand doors.

Supplier overview and executive summary

Coach is not buying audiovisual equipment. Coach is buying the certainty that a customer walking into a store in Chengdu hears and sees what the brand intended, on the day it was intended, and that it still works in eighteen months.

What we would say first

• One standard, held across 997 doors in twenty-five countries, by one accountable partner. That is the number that matters, not the size of our company.
• XTG is where story comes before technology. We are brought in when a space has to make someone feel something, and we hand that intent to a delivery organization big enough to repeat it a thousand times.
• We said where we are direct and where we are not. Mainland China transacts through a partner with us accountable. Kuwait is not in our country model. Better from us now than found in year two.

The differentiator, plainly

Most integrators install in one country well. A few install in many countries adequately. Coach’s problem is holding a sensory standard, sound and light, in markets where the labor, the power, the landlord rules and the language all change. That is a program problem wearing an AV costume, and it is the one we are built for.

Our lane

We enable. Your studio owns the form. We make what they land on work, and we say honestly what it costs in coverage, power and pathway. Not all design, not all delivery.

The completed workbook

The workbook is the only place the figures live. Everything else in the response explains how they were built.

• Six cost components, shown separately. Equipment, labor, logistics, project development, the pilot, recurring service. You can see what drives a number before deciding whether to change it.
• Five regions on the same line items, so they compare directly instead of by argument.
• No placeholder allowances anywhere. Where the data was incomplete we wrote the assumption down and scheduled the step that validates it.

Technical proposal and design exercises

One system, described the same way in every exercise. The model, the drawings, the schedules and the price all describe the same thing.

• Built on your own basis of bid: 738 screens, one player per screen, about 997 stores, from your answers of 16 September.
• Audio modeled in both ceiling conditions on the Jersey Gardens plan, verified at commissioning against the same targets. Three levels: Coach Standard, a value-engineered alternate, and a premium option with the custom speaker opportunity.
• One definitive display answer per scenario, with the flat panel to direct-view LED boundary stated rather than left for you to settle.
• No lock-in. CMS-agnostic players. If the content platform changes, Coach keeps its endpoints.
• We declined the Music scope on purpose. Your own answer said separate systems are preferred. We design and support the audio and hand a clean interface to whoever you pick.

Forethought

We took a liberty with the rail. A speaker and a light in one fixture frees the ceiling. We showed it as an option, not a line, and we want to know about any lighting agreement before your leadership sees it.

Commercial response

No figures in this section, on purpose. It explains what sits inside a price, what sits outside it, what we assumed, and what Coach can change.

• All-in means all-in. Equipment, install and commissioning labor, engineering and documentation, logistics to the door, and the project management to run it. Structure, power and pathway that are not ours appear in the exclusions, never inside the number.
• Exclusions short and plain. Anything excluded belongs to another trade, another party or another phase, and we say which.
• Three costs run across the term: capital, recurring service, recurring content operations. We show all three and the levers on each.
• The levers are yours. Service tier mix and audio level by store type both move total cost, and we have shown what each one moves.

Implementation and transition roadmap

Award to steady state, with every store trading the whole time. That makes this a deployment-speed problem before it is a design problem.

• Coverage first. Every country in scope, more than seventy offices, sixty-five warehouses. A fleet program is a receiving problem before it is an audiovisual one.
• Three delivery models, chosen per market. The model changes. The standard, the documentation, the escalation path and the party answerable to Coach do not.
• The pilot is its own line because it protects every wave after it.
• Transition scoped as defined work, not an assumption, because no estate inventory exists today.
• We ramp in while the incumbent ramps out. Records first. Sometimes people too. No customer sees the handover.

What we heard from you

You asked for real leadership in the transition planning, and you floated a model where new builds and refreshes come to us while the incumbent keeps the untouched estate. Both shapes are workable. They carry different costs and we will show both honestly.

Service and maintenance model

The team that commissions a store is the team that supports it. Service starts the day the door opens, not at project close.

• Your tier names, not ours. Tier 1 Essential, Tier 2 Standard, Tier 3 Critical. Tier 2 as the default for most of the fleet.
• Coverage on local trading hours, not one global clock. A store in Chengdu is supported when it is open, not when Tampa is.
• One service owner across the whole estate. Coach never works out which part of our organization to call.
• Four operations centers, around the clock, local language. Our own help desk, our own people, holding the records of what we built for you.
• Symphony before day one. Coach is onboarded on ticketing and troubleshooting ahead of opening.

Where suppliers get shown the door

Not on day one. On day two, when they stop bringing ideas and only answer what was asked. Sometimes leadership means pushing. Sometimes it means saying what a thing would really take. We would rather be the partner that does both.

CMS, content and music

Stores are the last place in the business where content still travels as a flat file. That is the gap this program closes.

• Poppulo as the orchestration layer. Cloudinary as the single source of truth.
• Metadata does the work people do by hand today. One asset, tagged once, reaching the right screens in the right market.
• Ready on the day Cloudinary lands, February 2027, rather than adapted afterward.
• Greater China is its own validation workstream, not a copy of the global architecture: connectivity, allowlisting, hosting and data transfer confirmed with your IT and legal before production.
• Music is a no-bid, and that is the right call. Your 16 September answer said separate systems are preferred. We build the audio, publish the interface, and integrate with whoever you choose.

Team and references

Named people with the authority stated next to the name. Three references chosen for scale and for holding a standard, not for logos.

The core team

The China answer

390 of the 738 screens sit in Greater China. Wilson holds design authority for the China estate, approves regional deviations, directs the in-country teams and owns the escalation path. Mandarin first on the ground, English into your global team. We have asked to bring him to the interview.

References

• T-Mobile and Nike for branded retail and signature storefront work.
• A global luxury house for the deployment question: roughly 1,500 rooms, 177 locations, five regions, ongoing managed services. The closest analogue in our portfolio to what Coach is asking for.
• Not an export model. We deliver in region ourselves, or hand in hand with a partner under agreement, and we lead either way.