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One of the pivotal questions facing all firms is “Who owns the customer?” Despite the longstanding acknowledgment that customer ownership is critical to a firm’s success, to date, little research attention has been afforded to conceptualizing and measuring customer ownership. This study aims to address this research gap by exploring, measuring and validating a customer ownership scale through the lens of the business-to-business salesperson.

The classical multi-item scale development involving a multistep process was used in developing and validating this scale measuring customer ownership. Using a grounded theory approach, the customer ownership scale is developed and justified as distinctive from customer loyalty.

The two-factor customer ownership scale reflects the underlying factors of the salesperson–customer bond and provides a pathway to empirically assess mechanisms for addressing customer migration. The findings suggest an opportunity for greater precision in both meaning and measurement for both academics and practitioners.

The question “Who owns the customer?” has been a venerable enigma in sales organizations, and it remains an underdeveloped construct in sales and marketing research. This research empirically explores the construct of customer ownership in a systematic manner that is conspicuously absent from extant studies.

This study's goal is to look at how visitors' experiences affect the indirect links between the destination's extrinsic motivations (DEMs) and tourists' intrinsic motives (TIMs), on the one hand, and the perceived destination image (PDI), on the other.

Using structural equation modeling, 613 tourists from different nationalities were used to test the five hypotheses.

The research results revealed that second-order destinations' extrinsic motivations directly impact TIM and PDI. It also showed that tourists' experiences as moderators reduce the direct effect of DEM on PDI for first-time visitors compared to repeat visitors. Moreover, it increases the direct effect of TIM on PDI for repeated visitors.

Destination managers can fix the problems that hurt their reputations and images by hiring police officers in tourist areas and cleaning tourist places. In the same way, destination managers and travel agencies should use AI tools to create social media marketing campaigns focusing on natural and historical monuments. Also, the marketing plans should stress the value for money (for example, lodging, food and attractions’ cost). Finally, destination marketers can make programs for repeat visitors, focusing on DEM and TIM.

This article tries to fill a gap in the research on PDI formation in emerging markets as a modern technique in destination marketing by using the push-intrinsic and pull-extrinsic theories. It also looks at how the tourists' experiences moderate the direct link between DEM, TIM and PDI. Lastly, this study examines how TIM affects a destination's image in emerging markets.