Recently, The New York Times’ auto section highlighted the Mercury Grand Marquis. The Grand Marquis is large, functional, and hasn’t changed stylistically since its creation in 1975. The results are predictable: The average buyer is 67 years old.

Interestingly, in the same paper, the Times also focused on a new car brand Toyota has developed: Scion. Scion’s xB car has a unique appearance, a powerful speaker system, and was designed with America’s “X” generation in mind. Scion uses “underground” marketing efforts such as distributing leaflets at raves and having college marketing classes promote the car to their peers. Toyota developed the Scion to counter its stodgy image and the efforts have born fruit: It’s selling well and primarily purchased by people whose average age is 35.

Lately, our state’s economic development conversation has turned toward keeping or attracting young people to our state. Perhaps we can learn from the automakers. After all, we are all reaching for the same demographic.

During the last few months, a conventional wisdom has emerged that young people are leaving Maine because of cheaper educational opportunities. While this may be true, it’s only a partial reason why young people leave. In fact, many leave because of Maine’s reputation of being a slow, bucolic place to live. Combine this perception with real economic problems and you have a paradigm that’s hard to change – particularly in young people who often value exciting after-work activities.

Clearly, no government can create “excitement.” However, the state can, through brand marketing, attempt to change the negative attitude many young people have about Maine. Ask anyone what they think of when someone says “Maine.” Maybe it’s a small fishing village, a moose or a lobster. Or perhaps it’s Carolyn Chute’s “The Beans of Egypt, Maine” or the cranky old guy beside the road telling bewildered travelers that “you can’t get there from here.” How odd it would be to hear someone using words such as “innovative” or “high-tech” or even “hip” when speaking about Maine. The state can help by creating a new Maine brand.

Brand imaging by governments is not new. Over the past half-decade, Britain’s Blair government has promoted a brand image scheme aimed at foreign and domestic markets. The effort touts a new Britain, free from the negative stereotypical images of the country; namely a place of banal Fleet Street bankers and bad food. While the resulting “Cool Britannia” image campaign has had limited success overseas, it has changed the conversation about how Britons think of themselves.

A similar conversation should be developed here and the state can help by branding Maine in a different light. Maine should market itself as aggressively fast-paced, with viable night life and strong cultural activities. Youth-oriented music and imaging are imperative as are financial support for civic centers and other venues young people disproportionately prefer.

Any effort should be careful, however; you can’t totally change what you are. An endearing example is Las Vegas’ recent failed attempt to brand itself as a family destination spot. Apparently this has been jettisoned as their current logo states “Las Vegas: What happens here, stays here.”

We can change young people’s attitude about Maine. We can change what other Americans think of Maine. It all comes down to brand marketing; telling others in interesting, eye-catching ways that Maine is modern, diverse, and, yes, “hip.” Such marketing could have powerful economic development advantages. Young entrepreneurs may want to stay here. Those from away may give Maine a second look for expanding their business.

What’s the difference? Well, would you rather drive a Grand Marquis or a Scion?

Mark Scarano is executive director of the Piscataquis County Economic Development Council.