In an era defined by rapid technological advancements, manufacturers that hesitate to embrace emerging digital innovations risk more than just losing market share—they face the prospect of obsolescence. Researchers at the University of Surrey have underscored the existential threat confronting manufacturers that fail to adapt, with findings published recently in the prestigious Journal of Business Research. Their study provides a comprehensive framework designed to navigate the complexities of digital transformation, emphasizing not merely the adoption of technology but reorienting business strategies around customer-centric values.
At the heart of this research lies a critical paradigm shift: placing customers—not products, services, or the technologies themselves—at the core of manufacturing strategies. This shift challenges the traditional technology-driven approach, advocating instead for businesses to evaluate and deploy emerging digital tools based on their capacity to enhance customer engagement and value. Technologies such as chatbots, digital twins, augmented and virtual reality (AR/VR), digital platforms, and digital product passports form the backbone of this transformative agenda, each offering unique capabilities to redefine customer interactions and streamline operations.
The implications of digital transformation extend far beyond incremental improvements. This research reveals that incorporating these technologies strategically can revolutionize the entire customer journey. By integrating digital solutions into manufacturing processes, companies can achieve seamless supply chain coordination, foster transparent and dynamic customer communication, and deliver tailored experiences that resonate with business customers. This level of transformation signifies a fundamental reimagining of the manufacturing ecosystem.
One of the study’s pivotal contributions is the categorization of technologies into three distinct groups based on their function and impact: experiential technologies, performance-enhancing technologies, and automated technologies. Experiential technologies encompass tools like AR/VR, which create immersive interfaces allowing customers to interact with products in novel ways. Performance-enhancing technologies refer to systems such as digital twins that enable manufacturers to simulate, monitor, and optimize production processes in real-time. Automated technologies include chatbots and AI-driven platforms that facilitate instantaneous, scalable customer service and internal workflows.
Beyond categorization, the research delves into how these digital tools influence four essential dimensions of customer-centric business operations. First, managing customer relationships evolves through responsive and intelligent interaction platforms, allowing for richer, personalized engagements. Second, involving customers directly in the business, for instance through digital platforms, empowers collaborative innovation and co-creation. Third, internal teamwork benefits from performance-enhancing technologies that improve real-time data sharing and decision-making. Lastly, external partnerships are strengthened by digital solutions enabling smoother coordination and transparency across supply chains and distribution networks.
Dr. Nima Heirati, Associate Professor of Marketing at the University of Surrey and co-author of the study, emphasizes that a mere digital-first mindset is insufficient unless it aligns precisely with customer-centric objectives. He cautions that many companies fall into the trap of technology adoption for technology’s sake, neglecting the transformative potential that arises when innovation is tailored to enhance customer value and experiences specifically. This insight is crucial for manufacturers operating in a dynamic business-to-business (B2B) landscape increasingly defined by heightened expectations and evolving demands.
The study also highlights the pivotal role of emerging technologies in reshaping operational agility. The use of chatbots makes customer service not only faster but contextually smarter, recognizing nuanced customer needs through machine learning. Digital product passports, meanwhile, provide comprehensive product information accessible to customers, increasing transparency and trust, which has become increasingly vital in an era emphasizing sustainability and ethical sourcing. Augmented reality applications allow customers to visualize products in situ, reducing uncertainty and improving decision-making processes.
Moreover, the integration of digital twins—virtual replicas of physical assets—empowers manufacturers to predict maintenance needs, optimize workflows, and experiment with modifications without disrupting actual production. This predictive capability substantially reduces downtime and operational risk, directly contributing to superior customer satisfaction through reliable and timely product delivery. Together, these technologies form a cohesive ecosystem that supports both front-end customer engagement and back-end operational excellence.
An underlying theme in the research is that the pace of digital transformation is accelerating, and with it, the margin for error narrows. Manufacturers slow to recognize and implement customer-centric digital technologies will find themselves progressively marginalized, unable to keep up with competitors leveraging these advancements to secure market dominance. Acting swiftly to incorporate these technologies is not merely a strategic recommendation—it is a vital imperative for survival.
The University of Surrey research presents a compelling call to action: manufacturers must reassess their approach not only to technology adoption but to their entire organizational mindset. Embracing a customer-centric, digitally-enabled strategy is essential to navigate the evolving competitive landscape. Companies that align technology deployment with customer needs and business objectives are positioned to thrive, generating meaningful value throughout the customer journey.
As Dr. Heirati concludes, “The time for manufacturers to act is now. Those who resist digital transformation risk becoming relics of a bygone era, outpaced and outperformed by those willing to reinvent their strategies around the customer experience.” This striking warning resonates profoundly given the relentless march of digital innovation across industries worldwide.
In summary, the study from Surrey Business School illuminates the transformative power of specific emerging technologies when employed through a customer-centric lens. It charts a clear path for manufacturers to harness experiential, performance-enhancing, and automated technologies to redefine customer relationships, promote collaboration, optimize internal operations, and strengthen partnerships. The findings underscore that digital transformation is no longer optional but an indispensable facet of modern manufacturing success.
This research contributes critical insights into the nexus of technology adoption and customer-centric strategy, inspiring manufacturers to look beyond the allure of technological novelty and focus instead on crafting meaningful, value-driven customer experiences. In doing so, they can future-proof their operations, enhance competitive advantage, and sustain relevance in an era where digital integration and customer-centricity are intrinsically intertwined.
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Subject of Research: Digital transformation and customer-centric strategies in manufacturing through emerging technologies.
Article Title: Enhancing Customer Centricity in Manufacturing via Digital Transformation: A Framework and Technological Categorization
News Publication Date: Not specified
Web References:
– https://www.sciencedirect.com/science/article/pii/S0148296325001079?via%3Dihub
– http://dx.doi.org/10.1016/j.jbusres.2025.115284
References:
University of Surrey, Surrey Business School (Journal of Business Research publication)
Keywords: Digital transformation, customer centricity, manufacturing, emerging technologies, chatbots, digital twins, augmented reality, virtual reality, digital product passports, B2B marketing, supply chain coordination, technology adoption
