Conventional wisdom has frequently portrayed the positive influence behind customer loyalty. After all, customer loyalty represents a customer's intention to continue buying from a firm. However, extant literature has recognized the existence of two types of customer loyalty: loyalty to the selling firm and loyalty to the salesperson. We explored the risks behind customer loyalty to the salesperson and then, how to use price delegation as a way to mitigate such risks. We examined the impact of different degrees of price delegation by conducting a survey among customers. Participants' feedback was gathered to create a customer loyalty index. The findings support our hypothesis that a lower price delegation results in lower customer loyalty to the salesperson.