In response to growing expectations for human-centered, yet profitable business practices, organizations are beginning to embed genuine, customer-focused benevolent actions into everyday operations - a practice we term as routinized benevolence. Routinized benevolence represents a shift beyond traditional efficiency-driven business processes. Despite its potential, its adoption remains cautious due to limited understanding on how it generates impacts. This paper aims to advance the knowledge of the effects of routinized benevolence, proposing it as a vital extension to conventional BPM performance objectives and exploring its practical implications for organizations. Building upon existing literature, this paper introduces a conceptual model that links benevolent business processes with tangible business outcomes. The model outlines a multi-stage process in which benevolent actions first elicit positive emotional responses (stage 1), then strengthen customer relationships (stage 2), and ultimately contribute to long-term business success (stage 3). This conceptual model lays the groundwork for both academic research and practical implementation, suggesting that benevolent business processes are not merely an ethical ideal but a strategic driver of sustainable organizational success.