Abstract
Competitiveness of a product, product's brand power as well as optimal range of additional services are largely the work of product managers and brand managers, since in many companies it is them who are responsible for planning the tasks for a particular part of the product portfolio, both on the strategic and tactically operative level. Social forces and trends that formed the first decade of the 21st century changed the markets and made companies generate new attitudes and practices.
Products managers must decide based not only on the needs and behaviour of customers, their direct and indirect competition and political, financial, economical, social and environmental policies of governments of the states where their businesses offer their goods and services, but also based on trends in the area of mobile communication devices, computers, software and the Internet. In accordance with Nordström and Ridderstrål (2008) we can state that they do this in a time when one change is followed by another and companies have found themselves in a world of chaos and deep insecurity, which are the result of discontinuities and turbulences.
Kent B. Foster, who works as a general manager in Ingram Micro, expressed this change this way: "Goods that are constantly improving are already available on a market that's just being formed with the help of technologies that change daily." (Foster, 2013, online).