• GLOBALIZATION
• INTERNATIONALIZATION
• OFFSHORING
• RESHORING
• STRATEGY

In the last decades the economic landscape had drastically changed worldwide. The different way of approaching to business is involving all class of economic player, from the multinational company that handle great amount of capital, to the less skilled worker involve in the production line. Indeed, phenomena as globalization and all elements linked, as migration flows, elasticity and linkages among economic players, reduction of barriers among states; have bring a world more interconnected at all level that reshape the way of making business worldwide. Nowadays, it is not possible take a decision without consider external forces and the consequence that a decision will produce in the future.
At the present, multinational companies (MNCs) has reshaping their internal structure in order to better suit the economic environment that is not bounded anymore to national location. Into specific, the international approach of a company is not more an attractive opportunity to gain more than competitors; it is a mandatory behavior for who desire to survive in the hardest competitive landscape present worldwide. The ways to approach an international market are different and involve different degree of commitment, risk and level of control. Every form of international presence is suitable for some specific economic condition.
At the center of this thesis, it will be analyzed two opposite sides of the same phenomena, the offshoring and the reshoring of company’s activities. On one side, offshoring, refers to the case when a company decide to relocate a part of its value chain abroad, in order to enjoy the better condition offered by the location. For instance, an Italian company relocates its production phase in an emergent economy in order to spend less in terms of workforce salaries. Another example is a US company that relocate its phase of R&D in an industrial district located in Italy in order to gain as much knowledge as possible from there. On the other side, reshoring represents the opposite route of the same activity previously outsourced. It can be said in some way to bring back the activity in the country of origin. Obviously for both phenomenon there are different way of implementing this process, based on different characteristic that will be analyzed across the thesis.
These two operation, offshoring and reshoring, change sector by sector, even if the elements at the base are basically always the same. A case study has been taken in analysis, the Armani Group Operation in Hong Kong, company that has lived both phenomena and operates in the fashion industry.

In the last decades the economic landscape had drastically changed worldwide. The different way of approaching to business is involving all class of economic player, from the multinational company that handle great amount of capital, to the less skilled worker involve in the production line. Indeed, phenomena as globalization and all elements linked, as migration flows, elasticity and linkages among economic players, reduction of barriers among states; have bring a world more interconnected at all level that reshape the way of making business worldwide. Nowadays, it is not possible take a decision without consider external forces and the consequence that a decision will produce in the future. At the present, multinational companies (MNCs) has reshaping their internal structure in order to better suit the economic environment that is not bounded anymore to national location. Into specific, the international approach of a company is not more an attractive opportunity to gain more than competitors; it is a mandatory behavior for who desire to survive in the hardest competitive landscape present worldwide. The ways to approach an international market are different and involve different degree of commitment, risk and level of control. Every form of international presence is suitable for some specific economic condition. At the center of this thesis, it will be analyzed two opposite sides of the same phenomena, the offshoring and the reshoring of company’s activities. On one side, offshoring, refers to the case when a company decide to relocate a part of its value chain abroad, in order to enjoy the better condition offered by the location. For instance, an Italian company relocates its production phase in an emergent economy in order to spend less in terms of workforce salaries. Another example is a US company that relocate its phase of R&D in an industrial district located in Italy in order to gain as much knowledge as possible from there. On the other side, reshoring represents the opposite route of the same activity previously outsourced. It can be said in some way to bring back the activity in the country of origin. Obviously for both phenomenon there are different way of implementing this process, based on different characteristic that will be analyzed across the thesis. These two operation, offshoring and reshoring, change sector by sector, even if the elements at the base are basically always the same. A case study has been taken in analysis, the Armani Group Operation in Hong Kong, company that has lived both phenomena and operates in the fashion industry.