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The place of festivals in national economic development has received increased attention from researchers globally. However, there appears to be a relatively small and disparate literature on the subject especially within the Ghanaian context. The study seeks to contribute to the global recognition of festivals as developmental tools and thus presents the effects of festival tourism on socio-economic capital of the people of Kwahu traditional area (Ghana) and how festival tourism in the region engenders economic benefits to businesses and the community.

This study is guided by the social development theory. A quantitative cross-sectional survey utilizing convenience technique was used to gather data from a sample of 398 residents of the selected towns and the regression model was used to analyse the data.

The findings revealed festival tourism to have a positive effect on community cohesiveness but not statistically significant. Further, the festival brought economic gains but had negative social effects on development of the selected towns.

This research is destination-specific. The application of the findings to other festivals would demand a bigger sample size for generalisation to be made.

The findings suggest that for growth of festival tourism in Ghana to be actualised, the Ghana Tourism Authority needs to ensure festivals do not erode entrenched traditional values and negate efforts at developing social structures and systems by putting measures to reduce the negative effect of commoditisation of festivals on the communities' cultural authenticity. Law enforcement agents should also be massively beefed up to curtail crime and social vices.

The study's findings extend earlier studies to extend the scope in festival tourism literature. This study found that festival tourism has effect on both community cohesion and economic development of the people of Kwahu traditional area.

Previous studies have found that a proactive market orientation (PMO) has a positive effect on product differentiation and innovation and that the effect is contingent on various factors. However, the influence of logistics on the positive relationship between PMO and product differentiation has received scant attention in marketing research. To fill this research gap, this paper aims to introduce the concept of postponement as a basic logistics strategy, currently used by many firms, and examine the interaction effect of PMO and postponement on new product differentiation.

Drawing on the exploration–exploitation literature, the authors considered PMO and postponement as types of exploration and exploitation, respectively. The authors hypothesized that postponement hampers the positive effect of PMO on product differentiation. The authors tested the hypotheses empirically by applying ordinary least squares regression to a sample of 187 brand managers in the Japanese apparel industry.

PMO is positively related to product differentiation, although the relationship is weakened when design and production systems are postponed, that is, when postponement hinders product differentiation.

Previous studies have examined market orientation and postponement (logistics) separately. However, referring to the exploration–exploitation literature, the authors built a conceptual and empirical bridge between market orientation and logistics management and proposed that this configuration is important for product differentiation.

The purpose of this paper is to investigate the omnichannel practices to porpose a conceptual overview to offer guidance on how to handle their inherent complexities.

This study is based on a literature review of more than 100 academics papers about the multichannel practices and omnichannel practices in the global market.

To this end, this paper identifies and addresses three limitations of the contemporary omnichannel literature: the failure to articulate the sources of value creation generated by omnichannel practices, the conception of omnichannel as targeting a single customer actor only and the static conception of omnichannel practices. In response to these limitations, this study offers the following: four sources of value creation based on the business model concept, a multi-actor customer conception, where several actors partake in the overall purchase decision and an evolutionary notion of omnichannel practices in terms of their constitution and use as part of the overall evolution of a marketplace

The framework presented in this paper provides a map to take new research beyond its current boundaries and an audit tool to help managers identify their firm’s current omnichannel situation, including limitations and opportunities for further development.