National identity and branding are closely aligned. After the fall of the Roman Empire, early national symbols such as the fleur-de-lis in France or the Imperial chrysanthemum in Japan came to represent control and geographical ownership [Brands and Rebranding, Rita Clifton, The Economist with Profile Books, 2009]. Indeed, for many branding enthusiasts, national flags have come to represent the earliest form of a brand.

It is therefore no surprise to read that a successful rebrand of Scotland could contribute an extra £77bn to the nation’s economy. Modern brands have massive economic value – so why shouldn’t that apply to a country’s reputation overseas?

But how do you rebrand a country?

A report by think tank N56 and explained neatly in economic terms by the BBC’s Douglas Fraser suggests tourism is the most defining marker for Scotland in overseas markets.

Apparently characteristics pushed by VisitScotland – people, enduring, dramatic – can be applied to lots of products being sold overseas. The thinking is that those founding ideals have appeal no matter what you’re selling.

It does make sense to find a creative base that underpins lots of different potential discussion points.

There is also evidence to support a move away from Scottish products: it is increasingly difficult to claim to be unique internationally – and uniqueness is an important tool of persuasion.

Take whisky, for example. The graphs here show how Scotch still dominates conversation about whisky compared to its nearest export rival, Japanese whisky.

But just look at how much share of voice on Twitter is grabbed by Japanese whisky in a key export market – the USA. Mentions go from one in five to one in three.

The picture for Salmon, another major Scottish export, is just as compelling. 42 per cent of Scottish Salmon is exported to 23 countries around the world. But Scottish Salmon is neck-and-neck with Alaskan Salmon when it comes to volume of social mentions internationally.

These are simplifications but it shows how challenging it is when you talk about products – there is always someone else to compete with internationally.

So is People not Products a good starting point? Is it time to refocus Scotland’s international reputation on its inhabitants, on its anthropological heritage?

Looking at the data, there is certainly opportunity. Various buzzgraphs show how little is made of Scotland’s people and their defining characteristics and achievements in relation to trade.

But with opportunity comes risk: political and negative perceptions abound due to the massive international debate about the independence referendum, so whoever takes on the task on behalf of Scotland will need to re-cast the nation’s online profile.

Whatever the final creative platform used, it is surely more effective to become known for one thing rather than attempt to be known for many things. Scotland’s people define the nation – remember the Commonwealth Games’ People Make Glasgow mantra – and championing the achievements and character of Scottish people may be a safe bet.

To quote M&C Saatchi’s Brutal Simplicity of Thought, it’s easier to complicate that to simplify; simple ideas enter the brain and stick. Scotland needs to be equally brutal, equally simple, whatever its final brand.