In a highly competitive environment, the ability to retain a substantial customer base represents a tremendous competitive advantage, therefore this transaction-based emphasis in sales is increasingly being replaced by relationally focused approach. Although existing sales literature is in agreement to the theoretical composition of buyer-seller relationships, a lack of empirical evidence exists for the interrelationships of various aspects of relational selling on individual salesperson¿s performance. This paper explores the impact of interpersonal relationships on customer satisfaction and loyalty towards the firm. Based on a review of different streams of research, the paper contributes to the existing theories using a case analysis of customer behavior when there is salesperson turnover. Much of the relationship with the company comes from trust in the salesperson, which is built up through the development of the relationship. The existence of a friendship interpersonal relationship with a salesperson also increases the customer willingness to follow him in case he leaves the company, thus possibly switching to another service provider. Utilizing a case analysis method this paper has the objective to find evidences that could prove the positive or negative impact of the salesperson¿s turnover in the organizations. Finally, the paper discusses managerial implications and directions for future research.