NEW YORK (AdAge.com) -- Dean Foods' CMO, Rick Zuroweste, talks about how the consumer is changing marketing in an interview for Fast.Forward.

Surveys rarely, if ever, provide a direct window into consumers' minds. A host of biases exist that can lead to errors in measurement or inaccurate responses. Yet even when a question's meaning is transparent to consumers, another insidious bias can emerge in surveys: response substitution. Eliminate this, and you'll uncover brand-perception truths you never knew existed.

BATAVIA, Ohio (AdAge.com) -- The era of the high-profile, big-personality, high-production-value chief marketing officer -- which was already going wobbly as the recession began -- has ended definitively with the departures in the past year of the likes of Unilever's Simon Clift and Kodak's Jeff Hayzlett.

Smart companies are engaged in various ethnic and lifestyle markets because they know that it's smart, it's needed and, most important, it's profitable. In the world of banking and financial services, one institution stands head and shoulders above all the rest: Wells Fargo.

Some simple questions are stupid. And some are just annoying. But every once in a while a simple question makes one re-evaluate everything. Joseph Jaffe asks one such question in his new book "Flip the Funnel," making it a must read for anyone interested in selling anything to anyone anywhere.

"Multi-minding" is a sort of evolution of "multi-tasking"; whereas multi-tasking was more activity-related, multi-minding is more thinking-related. It is the idea that people -- women more so than men -- are literally thinking about multiple things at once. This makes sense and seems a logical progression that our current electronic environment accelerates. But why are we like this? Kelly Skoloda's book "Too Busy to Shop: Marketing to Multi-Minding Women" either doesn't have an answer or isn't interested in one.

"The Design of Business" is a perceptive, wide-ranging, entertaining and, at less than 200 pages, tightly written guide for marketers that truly want to make innovation part of their DNA.

Daniel Pink's newest book, "Drive," disputes the long-held corporate ideology that handing out external rewards on the job -- money, for example -- is the best way to manage employees. This approach is counter-productive and crippling to company morale. What we really need, he said, is an upgrade in management technique, one where people are free to explore what really motivates them -- the desire to learn, create and improve their surroundings.