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Over the past decade, many companies had perfected the art of creating automatic behaviors—habits— among consumers. These habits have helped companies earn billions of dollars when customers eat snacks or wipe counters almost without thinking, often in response to a carefully designed set of daily cues. “ There are fundamental public health problems, like dirty hands instead of a soap habit, that remain killers only because we can’t figure out how to change people’s habits, said Dr. Curtis, the director of the Hygiene Center at the London School of Hygiene & Tropical Medicine. “We wanted to learn from private industry how to create new behaviors that happen automatically. ’’The companies that Dr. Curtis turned to—Procter & Gamble, Colgate-Palmolive and Unilever—had invested hundreds of millions of dollars finding the subtle cues in consumers’ lives that corporations could use to introduce new routines.If you look hard enough, you’ll find that many of the products we use every day—chewing gums, skin moisturizers ,disinfecting wipes, air fresheners, water purifiers, health snacks, teeth whiteners, fabric softeners, vitamins—are results of manufactured habits. A century ago, few people regularly brushed their teeth multiple times a day. Today, because of shrewd advertising and public health campaigns, many Americans habitually give their pearly whites a cavity-preventing scrub twice a day, often with Colgate, Crest or one of the other brands.A few decades ago, many people didn’t drink water outside of a meal. Then beverage companies started bottling the production of far-off springs, and now office workers unthinkingly sip bottled water all day long. Chewing gum, once bought primarily by adolescent boys, is now featured in commercials as a breath freshener and teeth cleanser for use after a meal. Skin moisturizers are advertised as part of morning beauty rituals, slipped in between hair brushing and putting on makeup.“ Our products succeed when they become part of daily or weekly patterns,” said Carol Berning, a consumer psychologist who recently retired from Procter & Gamble, the company that sold S 76 billion of Tide, Crest and other products last year. “Creating positive habits is a huge part of improving our consumers’ lives, and it’s essential to making new products commercially viable. ”Through experiments and observation, social scientists like Dr. Berning have learned that there is power in tying certain behaviors to habitual cues through ruthless advertising. As this new science of habit has emerged, con-troversies have erupted when the tactics have been used to sell questionable beauty creams or unhealthy foods. (413 words)1.According to Dr. Curtis, habits like hand washing with soap( ).2.Bottled water, chewing gum and skin moisturizers are mentioned in Paragraph 5 so as to ( ).3.Which of the following does NOT belong to products that help create people’s habits?4.From the text we know that some of consumers’ habits are developed due to ( ).5.The author’s attitude toward the influence of advertisement on people’s habits is( ).



A.should be further cultivated B.should be changed gradually C.are deeply rooted in history D.are basically private concerns
问题2:
A.reveal their impact on people’s habits B.show the urgent need of daily necessities C.indicate their effect on people’s buying power D.manifest the significant role of good habits
问题3:
A.Tide. B.Crest. C.Colgate. D.Unilever.
问题4:
A.perfected art of products B.automatic behavior creation C.commercial promotions D.scientific experiments
问题5:
A.indifferent B.negative C.positive D.biased

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  • t="" make="" anything="" anymore,"="" he="" told="" fox="" news,="" while="" defending="" his="" own="" made-in-mexico="" clothing="" line. Without question, manufacturing has taken a significant hit during recent decades, and further trade deals raise questions about whether new shocks could hit manufacturing. But there is also a different way to look at the data. Across the country, factory owners are now grappling with a new challenge: instead of having too many workers, they may end up with too few. Despite trade competition and outsourcing, American manufacturing still needs to replace tens of thousands of retiring boomers every years. Millennials may not be that interested in taking their place, other industries are recruiting them with similar or better pay. For factory owners, it all adds up to stiff competition for workers-and upward pressure on wages. "They're harder to find and they have job offers," says Jay Dunwell, president of Wolverine Coil Spring, a family-owned firm, "They may be coming [into the workforce], but they've been plucked by other industries that are also doing an well as manufacturing," Mr. Dunwell has begun bringing high school juniors to the factory so they can get exposed to its culture. At RoMan Manufacturing, a maker of electrical transformers and welding equipment that his father cofounded in 1980, Robert Roth keep a close eye on the age of his nearly 200 workers, five are retiring this year. Mr. Roth has three community-college students enrolled in a work-placement program, with a starting wage of $13 an hour that rises to $17 after two years. At a worktable inside the transformer plant, young Jason Stenquist looks flustered by the copper coils he's trying to assemble and the arrival of two visitors. It's his first week on the job. Asked about his choice of career, he says at high school he considered medical school before switching to electrical engineering. "I love working with tools. I love creating." he says. But to win over these young workers, manufacturers have to clear another major hurdle: parents, who lived through the worst US economic downturn since the Great Depression, telling them to avoid the factory. Millennials "remember their father and mother both were laid off. They blame it on the manufacturing recession," says Birgit Klohs, chief executive of The Right Place, a business development agency for western Michigan. These concerns aren't misplaced: Employment in manufacturing has fallen from 17 million in 1970 to 12 million in 2013. When the recovery began, worker shortages first appeared in the high-skilled trades. Now shortages are appearing at the mid-skill levels. "The gap is between the jobs that take to skills and those that require a lot of skill," says Rob Spohr, a business professor at Montcalm Community College. "There're enough people to fill the jobs at McDonalds and other places where you don't need to have much skill. It's that gap in between, and that's where the problem is." Julie Parks of Grand Rapids Community points to another key to luring Millennials into manufacturing: a work/life balance. While their parents were content to work long hours, young people value flexibility. "Overtime is not attractive to this generation. They really want to live their lives," she says.

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