Empathy has been identified as a key success factor for employees who interact with customers. Despite its overall relevance, only a few studies have acknowledged its multidimensional nature. Knowledge remains scarce about the relative impact of cognitive and affective empathy on relational outcomes. In addition, few pieces of research have explicitly acknowledged empathy as theorized within stage‐models focusing on the communication of empathy. The authors conceptualize empathy as a multidimensional construct perceived by the client. Empathy has to be communicated to be effective, while customers’ perceptions of empathy may also be more complex as they distinguish between cognitive and affective empathy. This article investigates the effects of perspective taking, emotional concern, and emotional contagion on trust and commitment. Drawing upon relationship stage concepts, the authors further argue that the influence is moderated by relationship age. Finally, this study investigates if employees benefit from being perceived as empathic partners in terms of “hard facts” (objective sales performance). Based on a data set from 215 business clients of a large consulting firm, this study adopts a structural equation modeling (SEM) approach by using multigroup analysis. To test the empathy–performance link, the authors aggregate customer responses nested in 84 employees and link perceived empathy with performance data. The results show that within B2B relationships, perspective taking exerts the strongest influence on trust, whereas emotional concern is the strongest driver for commitment. The results also confirm the moderating role of relationship age and that perspective taking leads to an increase in actual sales performance. This study underpins the relevance of empathy within services marketing, while providing a more detailed approach to account for empathy as a relation building tool. Practical and academic implications are also addressed.