This study aims to examine the competitive advantage in the sample of Croatian pharmaceutical organizations by applying Porter’s strategic methodology and a new model for gaining competitive advantage. Competitiveness is essential for longterm enterprise sustainability, and choosing a strategy depends on the enterprise’s position within the industry. This paper analyzes characteristics of Porter’s strategies and demonstrates how with the implementation of well-thought activities pharmaceutic companies may gain advantage and ensure profitability. The planned study consists of a detailed description of a global pharmaceutical industry and an analysis of Croatian pharmaceutic sector. For this purpose, an examination of three local enterprises chosen based on the revenue generated according to the financial report from 2018 was undertaken. Information gathered from different databases in pharma industry strategic management were used to develop a research framework consisting of 5 Porter’s forces. Data concerning enterprises was collected from secondary sources, including financial reports and internal documentation, previous analysis and interpretation and academic papers. For the secondary analysis, the latest indicators of market trends were used. Paper deploys a conceptual model for gaining competitive advantage, and it encompasses all stages of a production cycle from research, investment, regulations, resources, development, key account management, specialists, marketing and sale of products to feedback on treatment results. New forms of cooperation and new business models were based on the analysis of market trends, treatment effectiveness and outcomes and orientation towards financial and functional indicators are identified. All of this has implications for “extended” strategic management in the pharmaceutic industry based on intelligence and compliance when managing prevention activities, development of specific treatments, exploitation of virtual capacities in research and development and consolidation with complementary services providers. Strategic management practical implications apply to all trading activities and international markets.