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 Great service enhances customer experiences, which in turn translates to loyalty, bigger spends, repeat business and brand advocacy from the customers. In trying to balance customer expectations and business needs, many businesses may believe that they are doing a great job, but there are areas of opportunity. Research has revealed that while only 8% customers agree that they receive outstanding service with the companies they do business with. This is a clear indication that most companies seem to be unsuccessful in balancing customer expectations and business needs which can be an indication of lack of customer satisfaction.

         According to Case (2016) only when complaints rise and or customer retention begins to client, does the company realize that something is wrong. Most likely they would have been unsuccessful in balancing customer expectations and business needs, resulting in the gap in understanding. The demands on customer service have increased over the years and constantly change with rising competition, companies must adjust and comply. To ensure that companies do not incur losses while serving customers, they must have tactics in place that will help them in balancing customer expectations and business needs. Business needs and expectations are extremely equally important and unless companies find a way of balancing the requirements they would either provide unsatisfactory service to customers or incur huge costs and efforts to provide the service that customers expect. The act of balancing both expectations is perhaps one of the problematic challenges for any company.

As competition upsurges, companies would need to take additional measures to increase customer service levels in order to raise satisfaction levels aimed at gaining customer loyalty. With resources remaining inadequate and profits not rising to match expenses, many companies find the act of balancing customer expectations and business needs impossible to do. As a result, companies tend to begin to cut service budgets, sacrifice the quality of service provided to customers and ignores their internal customers (employees) in order to meet their business financial targets ( Blodget, 2012).

Analyst shows one of the problems many face are consumers are over-indebted, under-employed, and broke and these consumers account for a roughly 70% of the spending in the U.S. economy. To possibly restore the economy to health, we need to persuade our companies to balance their priorities to consider sharing more of their wealth with the employees who help earn it. More generally, we need to persuade our companies to focus on creating value for all of their constituencies.  Companies need to reinvest their excess profits in creating more value for their other constituencies, namely customers, employees, and society.

Theoretically by increasing customer satisfaction, it should also increase revenue for companies.  Dodson explains, if companies start by paying their employees more, companies will also put more money in the hands of American consumers. More disposable income for consumer will then turn around and use it to buy products and services from companies. So the companies will help accelerate the growth of the economy as a whole. And as the economy grows, so will the companies. This, in turn, will help create more long-term shareholder value. Many prosperous companies successfully mastered balancing customer expectations and business needs. They are able to provide a uniform high-quality service to all customers during every interaction. The more pleased customers are, the longer they stay with a company and provide enough business to ensure growth and profitability. 

        This is a great reference for Philippians 2:3, Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves. This speaks volumes for successful businesses. Companies that focus on doing right by the client will in return gain loyal customers that will increase long-term growth and profits. This makes competition a lot more attainable. As long as companies do right by the client and not do according to their own benefit this will help them remain competitive in the markets.

Economic value and social value are not mutually exclusive. Today’s cultured business leader recognizes the concept of shared value: creating economic value while addressing social needs and challenges. There are various ways that today’s purpose-driven companies can incorporate shared value into the core of the business.

Research shows an organization lacking purpose, manages people and resources, while an organization with purpose mobilizes people and resources. Purpose is a key component for a strong and sustainable organizational culture. Making customers feel there is purpose and a need for a product is a detrimental element that drives an organization. It can be a strategic starting point, a product differentiator, and an organic attractor of users and customers. Businesses that strive to start a movement that will change an industry are the most successful.