【正文】 例如，在英格蘭東南部，當 地企業(yè)可以參與制定肯特州的價格，旨在提高當?shù)厥称返馁|(zhì)量，同時提供了一系列福利，包括 減 少 食 物 里 程 ， 地 方 經(jīng) 濟 增 長 和 保 護 鄉(xiāng) 村 景 色 ( 參考 2020 年，英國政府的鄉(xiāng)村機構(gòu)推出的 39。它們同時也有對能力的需要。 ?行業(yè)背景 。在這項研究中，我們開始探索這個錯綜復(fù)雜的問題，考慮旅游業(yè)優(yōu)先考慮的事是怎樣受到可持續(xù)發(fā)展議程影響的，還有在意識形態(tài)上，目標品牌戰(zhàn)略加入可持續(xù)發(fā)展的核心思想是否會被接受或者被拒絕。這個問題提出質(zhì)疑，例如：什么優(yōu)先權(quán)駕馭了他們的商業(yè)決策？什么意識影響了旅游業(yè)？企業(yè)怎樣理解旅游業(yè)的可持續(xù)發(fā)展？誰擁有成熟的旅游品牌？品牌標識怎樣發(fā)展的？什么品牌的地理區(qū)域可以涵蓋？什么類型的可持續(xù)發(fā)展政策正在出臺？如何自上而下的治理基層利益網(wǎng)？應(yīng)該如何監(jiān)測和評價活動？需要清楚的了解小型旅游企業(yè)的優(yōu)先權(quán)的需要和如何將這些優(yōu)先權(quán)與可持續(xù)發(fā)展議程相結(jié)合。決策者正在考慮更具包容性的管理方式， 并且以培一系列 利益 相關(guān)者 參與 的自 下而上 的方 法為 基礎(chǔ) (Bramwell amp。 Bramwell amp。 Vernon 等人 2020)。Wheater, 1999)。 旅游品牌，可持續(xù)發(fā)展和小型 /中型企業(yè) 英國‘倫理市場’提供的商品和服務(wù)的現(xiàn)值估計超過 200 億英鎊（倫理機構(gòu)，2020 年），在整個世界也是呈現(xiàn)發(fā)展的趨勢。該地區(qū)還以擁有豐富的文化遺產(chǎn)而自豪，自然遺產(chǎn)和文化遺產(chǎn)共同創(chuàng)造了一個鮮明的粉筆草原，白色的懸崖，起伏的丘陵和低地山谷的鄉(xiāng)村景觀。合作的重要性和合作伙伴的可持續(xù)發(fā)展已經(jīng)在1987 年的布倫特蘭報告中明確指出，并且隨后被載入地方議程 21。結(jié)論列出了一個本地品牌計劃的實施的建議，包括基層利益相關(guān)者磋商，鼓 勵擁有所有權(quán)和參股，制定體制框架來支持能力建構(gòu)，和樹立地方品牌的核心價值觀的重要性。 Jenkins, 2020。 Stevens, 2020。 National Consumer Council, 1997。 Horner, 1999。 International Union for Conservation of Nature, 1994). Contemporary tourism is characterised by numerous collaborative initiatives between different stakeholders that include a diverse range of grassroots and institutional actors (Vernon et al., 2020). The importance of collaboration and partnerships for achieving sustainable development was articulated in the 1987 Brundtland Report and subsequently became enshrined in Local Agenda 21. Increasing awareness of tourism’s environmental impacts and recognition of the responsibility of tourism businesses for those impacts have been in?uential factors in growing stakeholder participation in tourism development (Bramwell amp。 CeballosLascurain, 1996。 Honey, 2020。 Francis, 2020。 Doorne, 2020。 Bramwell amp。 ? perception of environmental imperatives, and ? actions/attitudes of others. Dewhurst and Thomas (2020) were able to identify three groups of ?rms based on their attitudes and behaviour. These were ‘unconvinced minor participants’, ‘ antigreen pragmatists’ and ‘mitted actors’. Their research points to the heterogeneity that exists within SMEs and the range of motivational factors, both mercial and nonmercial, that might in?uence business decisions. SMEs are part of a much wider social/economic work that exerts in?uences on their operations. They also have capacity needs. For instance, moving towards more sustainable practices requires facilities and infrastructure (typically supplied by the public sector) to be in place to provide necessary support. As Hunter (1995, 1997) points out, sustainable tourism is really a subset of the broader sustainable development agenda. As a result, it is to be expected that the success or failure of grassroots initiatives will be greatly impacted by topdown policies acting within a particular area (for example, provision of ef?cient public transport, recycling service and tax incentives for ecofriendly practices). Local tourism branding is one topdown initiative that can potentially draw together a work of grassroots activities. This is a technique that can be used to try to increase the sale of local tourism products and services by branding them under a local, or perhaps regional, scheme and stresses the special values of those products and services. Subscribing to the local brand brings with it guaranteed quality standards and enhanced market recognition. In other UK industry sectors, linking local or regional branding to places is a mon marketing technique employed to promote local sustainable development. For example, in the southeast of England, local businesses can participate in Kentish Fare, a scheme designed to raise the pro?le of quality local foods, whilst offering a range of bene?ts including reduced food miles, local economic growth, and protection of the rural landscape (see In 2020, the UK Government’s Countryside Agency launched ‘Eat t