(1) follow closely. The strategy emphasizes "imitation" and "low-key". Follow the enterprise in various market segments and marketing combinations and imitate the leaders as much as possible. So that sometimes people feel that this follower seems to be a challenger, but he never radically offends the leader's territory, and keeps a "low profile" in stimulating the market to avoid direct conflict with the leader. Some are even regarded as parasites, who make a living by cleaning up the mess that rules the players.

(2) distance following. The strategy is to "keep an appropriate distance". Follow-up enterprises follow the leaders in the target market, product innovation and development, price level, distribution channels and other major aspects of the market, but still maintain certain differences with the leaders, forming an obvious distance. It does not pose a threat to leaders, and it also protects leaders from exclusive accusations, because followers have a small market share. Enterprises with distance strategy can develop their own strength by merging some small enterprises in the same industry.

(3) choose to follow. The strategy is to choose "follow and innovate simultaneously". Followers follow the leader closely in some aspects, but they are ingenious in others. This kind of enterprise does not blindly follow, but chooses the best among the best, follows the leader when it has obvious interests for itself, and constantly exerts its creativity while following, but generally does not compete directly with the leader. Some followers who adopt this strategy may develop into challengers.