The task of this paper is to review the strategy chosen by the company PLIVA d.d.2 Zagreb has chosen for the period following the expiry of the patent protection for the Pliva key product, azithromycin, as well as the choice of optimal strategy that will enable Pliva today to increase its global competitiveness. Using various analytical strategic tools, the general and business environment of Pliva was analysed, as well as the internal environment and the competitive position of Pliva. The analyses have made it possible to objectively identify the resource strengths and weaknesses of Pliva, as well as strategic market opportunities and potential threats to future profitability. The results obtained were the basis for designing alternative strategies for Pliva, which would allow Pliva to grow organically and successfully integrate into the global development of a group of companies to which Pliva now belongs. As an optimal strategy, a strategy of focused differentiation on the development and manufacture of complex products that have higher margins and more competitive barriers to entry, such as complex generics, new therapeutic entities and specialties, has been selected.