Are you familiar with how businesses are built around a specific market segment and how the success of that business depends on whether the market segment was mapped accurately?
The reason Canyon is cheap is because they identified a kind of customer who is reasonably self sufficient, doesn't need much handholding as long as the bike is shipped and sold in the right form factor, and won't need a lot of support. People who are on their second or third bike at minimum, who aren't ready to build their own but might be comfortable with basic stuff, who like to read about what they're buying, who don't care to do a test ride, but who also won't be doing a lot of tinkering or needing complicated, time-intensive pre or post-sales attention. A customer that exists in sufficient quantity that if you sell 10000 units a month and make $50 off each one, it's fine as long as no customer service staff has to spend more than 3 seconds slapping a label on a box.
It's not cheap because of the reasons you think, namely: jew sorcery, chink socery, the feminazi conspiracy, or transgender individuals.
Once you start selling bare framesets you introduce a whole other kind of customer - the kind who spergs, who asks annoying questions, who maybe overtorques something and demands an RMA, etc. You're wrapping and unwrapping shit, chatting, phone calls, running stuff up the hierarchy because they posted an angry sperg on reddit and now the PR spin team has to get involved. Just no.
So you don't. Instead you offer it up as a technicality but just so you can say "oh sure we can do that". But you price it so that if a bunch of assholes take you up on that offer, you're not actually losing a ton of money on these problem customers.