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... I immediately concluded that all this could actually accomplish is to allow the enclosure to be smaller than a tightly sealed enclosure would need to be with the given driver, thus raising the question of why a different driver weren't used.
We have to understand that Dynaco was not a driver manufacturer. In fact, from Hafler's words, it seemed as if his decision to sell loudspeakers was primarily a push to sell a total consumer package at a high profit margin. Design parameters? I doubt that Dave had much interest in doing that math, but was happy to have it 'worked out' for him. In any case he states that the port stuffing sounded OK, so they went with it. From memory the Dynaco seemed to me to be a middle point between the muffled AR acoustic suspension sound and the more forward JBL port sound. Plus, the speaker was easy enough to drive with Dyna amplifiers. The Advent sound was less AR, but more AR than Dyna. I think Advents probably had better dealer incentives than AR, which management left dealers cold, or that's the scuttlebutt. Advents also got pretty good press in Harry Pearson's mag, so that helped.
How did it go down? Dave likely asked the B&O people about loudspeakers, and was introduced to the SEAS folks. He drove over and auditioned some already made prototypes, and chose the one that fit in best with his existing product line. By the early '70s my impression is that Dave was really out of the 'design' end of it, but concentrating on marketing (and thinking of selling the company). By 1970 Hafler had hired Erno Borberly and Jim Bongiorno who were responsible for engineering some of the solid sate amps and tuners. Dave wasn't primarily involved in that anymore.
Like many (if not most) loudspeaker outfits of the day, Dyna bought off the shelf components, shipped them across the Atlantic, then completed the process by stuffing components into a box they either constructed, or had constructed for them. So the choice of drivers was also dependent upon non-audio factors such as initial cost of acquisition, how many could be produced in a given time to meet expected demand, ease of manufacture, expected dealer margins, etc. Hafler states that the SEAS supply chain was stretched due to Dyna's large quantity orders.
My guess (and it is only a guess) is that SEAS was able to promise enough of that particular ready made item, and since it was 'good enough' in the context of a price point, that's what they went with. It would have surprised me if Dyna ever did any in-depth and in-house loudspeaker R&D.