“…Successful companies were able to develop new products, and innovative commercial strategies, they renovated themselves in terms skills and capabilities, they moved into high quality niches at global level often introducing up to date information technology to overcome at competitive costs space and time boundaries (Celetti, 2019;Corò, 2018), or to exploit scarce resources, as, for example, energy (Goodman et al, 2016;De Chiara, 2017;Gabaldón-Estevan and Ybarra, 2017;Simeoni et al, 2018). Firms effectively used the fast-growing demand for high quality, semi-luxury, and luxury goods, that, paradoxically enough, emerged as a major trend namely during the crisis, building on their artisanal background (Gilmore, 2007;Bocconcelli et al, 2015;Lombardi, 2016;Sergi, 2019a;Berezin, 2016a;Carli and Morrison, 2018;Turgel and Ulyanova, 2019;Turgel, 2019). Quality, in particular, is ever more interpreted as a juxtaposition of material and immaterial values, like history, culture, landscape, that, in turn are tightly linked with territorially identified productions (Corò and Grandinetti, 2010;Busato and Corò, 2011;Anastasia and Corò, 2011;Volpe et al, 2012;Corò and Gurisatti, 2016;Palazzo, 2017;Altamura and Pisani, 2019;Perrino, 2020;Festa, 2020).…”