As businesses increasingly incorporate social elements into their core strategy, it is vital to determine whether this integration truly adds value for customers. Using the lens of Goal Systems Theory, we explore customers’ perceptions and decisions, focusing on three models integrating social and business benefits: corporate social responsibility, fair-trade, and work integration social enterprises. In three studies, we examine how this integration affects customers' perceived value, the importance customers attribute to social benefits in their decision-making, and whether they are willing to compromise on business benefits in favor of social benefits. Our findings suggest that organizations integrating multiple social and business benefits, are perceived as delivering higher customer value and are preferred over pure businesses. However, social and business values are often perceived as distinct, and the effective creation of social benefits can diminish the perceived business value. This detrimental impact, resulting in the dilution effect, becomes especially evident when customers must between different alternatives. In these cases, quality, representing a business benefit, emerged as the most dominant benefit, and other benefits could not compensate for its absence. Specifically, while customers were willing to pay a premium for products from businesses that integrated social benefits, they were unwilling to compromise on the product’s quality. The findings suggest a perceptual conflict, where acquiring social benefits may necessitate perceived compromise on specific business-related benefits. The findings also indicate a distinction between customers' preferences and choice processes in ethical decisions.