In doing so, they saved a lot of intermediate links, greatly saved the central cost, and also had the upper hand in price. Many younger generations of consumers are also very interested in this model. However, the biggest drawback of this model is that the network is virtual, and the credibility of the business has become the biggest concern of consumers. Many consumers are still willing to go to the showroom to experience real furniture samples, while online stores make consumers feel not intuitive and unreliable. Another form is group buying. At present, group purchases have long been popular throughout the country. The rise of various group buying websites has spurred a wave of group buying across the country. At the hot group buying scene, the savvy and savvy price clerk repeatedly defeated the merchants, letting the consumers present to see the people, thinking that they took advantage of the price and immediately decided to buy. And merchants also snatched a large number of consumers from group purchases. However, in recent years, group buying has also begun to have a crisis of confidence.
No matter how busy the price clerk is on the stage, the actual price is the agreement price negotiated with the merchants behind the scenes, and consumers can't get too much benefit from it. In addition to giving consumers a profit, the merchant must also give certain benefits to the group buying website. As a result, the profit of the merchant is difficult to guarantee. The result is that the merchant has to make a fuss about the quality, after-sales and other factors. The more serious consequence is that many consumers think that they can get more favorable prices in group purchases, and they will no longer purchase furniture through other means. This will cause the group to “abduct†the business and have to participate in various group purchase activities. In the long run, the profits of merchants are getting thinner and thinner, and the pressure of survival is getting bigger and bigger.
More rational merchants will choose to cooperate with large-scale websites, use the website to promote their own furniture brands, and improve their credibility. A furniture business frankly said: "I don't ask how many orders can be brought directly to me through the Internet. What I care about is to improve the brand's influence through the network." However, in the context of the furniture industry's quick success, how many? Can businesses have such power?
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