Export-oriented furniture enterprises hardly entered the domestic market before 2008. This was because there were endless orders, and the processing-on-demand model was simple and profitable. Although they didn't have their own brands or channels, many processing "giants" still became wealthy. The crisis in 2008 posed an unprecedented challenge to the export-oriented furniture enterprises that had been developing smoothly for over a decade. When these enterprises shifted to the domestic market, channel construction became a major obstacle in front of them. There are various ways to build domestic channels, and each enterprise can choose based on its own economic strength and management capabilities.

The first is the direct sales channel operated by the enterprise. The direct sales model requires the enterprise to have a large talent pool and strong financial resources to achieve precise management. Currently, domestic consumers have increasingly higher demands for personalized furniture. The orders placed by merchants are mostly small and diverse. This leads to the need for the enterprise to produce a wide variety of furniture, which poses higher requirements for delivery. Even if one bedside table is delivered incorrectly, the entire order may not be able to be delivered. However, when the enterprise operates the direct sales channel, handling orders will be faster. This is because the characteristics of domestic sales orders are small and numerous, unlike export orders which involve the mass production of a single product.

The second model is the distributor agency model. The advantage of this model is that it can leverage the power of distributors to quickly establish a sales network across the country. This is also the channel model adopted by most domestic enterprises at present. This model has certain requirements for distributors, and enterprises usually require their business concepts to be consistent with the development concepts of the enterprise. Moreover, enterprises must secure some mature distributors who have many years of sales experience, possess abundant consumer resources and industry resources in the local area. Only in this way can they have strong competitiveness. However, these mature distributors have been working in the industry for many years, and they are very strict in selecting products.

The third approach is to utilize established third-party channels. The export model, in simple terms, involves leveraging the sales channels of major foreign buyers to facilitate transactions. For the domestic sales channels, if you are unwilling or lack the confidence to quickly establish your own independent channels, you can also utilize third-party channels to achieve sales. Although there are currently no particularly mature large buyers in China, the top 1% of enterprises account for 99% of the industry's sales volume, while the remaining 99% of enterprises are competing for the remaining 1% of the market.

Fourth, e-commerce channels. As an emerging and revolutionary new channel, e-commerce has received much attention in recent years. Currently, e-commerce has created the first brand of furniture on Taobao - Linshi Forestry, and also achieved the billion-dollar sales miracle for Qu Mei. In Lecong, many small and medium-sized enterprises are also selling their furniture products through the Taobao network. There is even such a statement in the industry: the past five years have been the golden period for the furniture industry to enter e-commerce, and it was also a period with lower entry costs for e-commerce. This is because in the e-commerce field, the phenomenon of "winner takes all" is very common. Often, those with lower investment can make full use of the existing resources, but whether it is truly suitable for the domestic market requires in-depth research by enterprises.

When domestic enterprises enter the e-commerce field, how to handle the relationship with their existing distributors becomes the first issue they need to address. On the contrary, for export-oriented enterprises that switch to domestic sales, it can be said that they start from scratch. Without the influence of these vested interests, they are almost drawing on a blank sheet of paper and can plan comprehensively from the overall perspective. Currently, domestic furniture enterprises' utilization of the Internet can be described as still in the initial stage. The Internet merely undertakes functions such as brand building and shopping guidance in the furniture industry, and even these functions are at a rudimentary level. For instance, each company merely established its own homepage, but did not achieve news updates, and even many companies' homepages have not been updated for several years. Therefore, furniture e-commerce still has unlimited potential, and as the "80s" and "90s" generations become the main consumers of furniture, e-commerce is gradually showing an upward trend.

The fifth approach is to utilize the channels of upstream and downstream industries. In furniture stores and distributors, a phenomenon has emerged in recent years - cross-industry cooperation, extending between the upstream and downstream sectors. For instance, in Red Star Meikai Shopping Mall, not only are there furniture items, but also building materials. Even these stores have collaborated with major home appliance distributors such as Suning and Gome, integrating into the same business district or jointly conducting some promotional activities, because their consumers share a high degree of similarity. Many home appliance distributors have also begun to enter the furniture distribution business. They have reported that in a certain area, the market share of home appliance sales is already very high, with little room for expansion. Therefore, they have turned their attention to the related furniture industry, because consumers may also need furniture when purchasing home appliances. Domestic furniture enterprises can find breakthroughs in these aspects to enter the market.