Manufacturers that fail to embrace emerging digital technologies are doing more than risking their competitive edge—they are laying the groundwork for eventual failure. This is the central warning from researchers at the University of Surrey, whose latest study underscores the critical importance of digital transformation in the manufacturing sector. In today’s rapidly evolving business environment, adopting digital tools is not merely an option; it is necessary for survival and long-term relevance.
Published in Business Research, the study by academics from Surrey Business School offers a practical framework to guide manufacturers through the complexities of digital transformation. It highlights how emerging technologies can enable firms to deliver superior value by focusing on customer-centric strategies. Rather than placing technology at the heart of innovation, the study urges manufacturers to pivot towards a model that puts customers—particularly in B2B contexts—at the centre of their strategic thinking.
According to the research, embracing specific technologies such as chatbots, digital twins, augmented and virtual reality (AR/VR), digital platforms, and digital product passports allows manufacturers to enhance the customer experience significantly. These technologies have the potential to revolutionise interactions, simplify complex processes, and improve coordination across supply chains. When implemented thoughtfully, they can enable firms to become more agile, responsive, and attuned to the evolving needs of their business customers.
Dr Nima Heirati, Associate Professor of Marketing and co-author of the study stresses the importance of a mindset shift: “To remain competitive in today’s market, companies must learn to place the customer—not products, services, or technologies—at the centre of their strategy, designing every other element of the business around this core mindset.” He further explains that it is not enough to adopt digital tools for the sake of modernisation; their deployment must be strategically aligned with the goal of creating meaningful value for the customer.
To support this alignment, the study introduces a framework categorising technologies into three functional groups: experiential, performance-enhancing, and automated. These categories clarify how digital tools contribute to four critical areas: managing customer relationships, involving customers in co-creating business value, improving internal collaboration, and enhancing partnerships with external actors. Practical applications include using chatbots for efficient customer service, digital passports to provide transparency and traceability, and AR/VR to support customer decision-making by offering immersive product experiences.
Dr Heirati concludes with a firm message for manufacturers: “Adopting a digital-first approach can fall short if managers overlook how emerging technologies reshape the customer journey. As the B2B landscape continues to shift, those who resist these changes will soon find themselves outpaced by competitors who are willing to adapt. The time to act is now. Manufacturers who fail to evolve risk becoming obsolete relics of a bygone era.” The study ultimately serves as a call to action, urging manufacturers to move beyond superficial digital upgrades and commit to a more profound, customer-focused transformation.
More information: Nima Heirati et al, How to use emerging service technologies to enhance customer centricity in business-to-business contexts: A conceptual framework and research agenda, Journal of Business Research. DOI: 10.1016/j.jbusres.2025.115284
Journal information: Journal of Business Research Provided by University of Surrey