영어 모의고사 (자동 편성)

Retailers frequently rely on sales events to boost short-term revenue, but the psychology behind these promotions is more complex than simple discounting. When a price is crossed out and replaced with a lower number, consumers instinctively ①perceive the new price as a bargain. This technique, ②known as anchoring, shapes how shoppers judge value by comparing prices rather than evaluating a product on its own merits. Limited-time sales further intensify this effect, since a ticking clock ③encourage rushed decisions that leave little room for careful comparison. Retailers also use phrases such as "while supplies last" to suggest scarcity, even when inventory ④remains plentiful. Over time, frequent sales can actually train customers ⑤to wait for discounts rather than buy at full price.

Have you ever noticed that an unfinished task ①keeps returning to your mind long after you stopped working? This phenomenon was first noticed by psychologist Bluma Zeigarnik, who saw ②that waiters remembered unpaid orders better than paid ones. Her observation led to what is now called the Zeigarnik effect: people remember incomplete tasks more vividly than ③completed ones. According to this theory, the mind maintains mental tension until a task reaches closure, ④keeping the unfinished task active in memory. Once the task is completed, the tension is released, and the mind ⑤let go of the details.

Internet activist Eli Pariser introduced the term filter bubble to describe a phenomenon ①created by online algorithms. Social media platforms and search engines constantly track which links users click and how long they linger on certain posts. Based on this data, algorithms predict what each individual is most likely ②to enjoy and quietly prioritize similar content in future results. As a result, two people who type the same search query can receive strikingly different results, each ③tailoring to personal history. This automatic filtering happens silently, without users ever ④deciding to limit what they see. Consequently, many people gradually lose access to viewpoints ⑤that challenge their existing beliefs, even though they never intended to avoid them.

Imagine two travelers preparing for the same trip: one ① agrees to fly after watching news coverage of a recent plane crash, while the other books a flight without hesitation. Statistically, air travel remains far ② safer than driving the same distance by car, yet vivid, emotionally charged images tend to ③ dominate human judgment more powerfully than dry statistics ever could. This tendency, in which people estimate how likely an event is based on how easily examples come to mind rather than on actual data, quietly shapes countless everyday decisions. News broadcasts that repeatedly feature rare disasters can leave viewers convinced that such events are ④ common, even though official records clearly show the opposite. Advertisers and politicians alike ⑤ exploit this pattern, knowing that a single striking anecdote often persuades audiences more effectively than pages of careful statistics ever manage to.

On January 1st, I decided to become a healthier person and wrote down three goals: exercising three times a week, reading one book every month, and sleeping before midnight. During the first week, I felt ①excited and followed my plan without any trouble. However, by the second week, I began skipping my morning jogs because I felt too ②tired after school. My friend Mina noticed that I looked discouraged, so she offered to exercise with me after class. Having a partner made the habit much ③harder to keep, and I also moved my book onto my desk instead of my phone, which helped me read every night. By the end of January, I had ④finished two books and jogged more than ten times, and I felt genuinely ⑤proud of the progress I had made.

On the first day of winter break, my friend Yuna and I sat in a cafe and talked about the new year ahead. Instead of making separate plans, we decided that ___________. Yuna wanted to improve her English speaking, while I wanted to wake up earlier every morning, and we agreed to text each other every night to report what we had done that day.

Behavioral economists have long observed that people tend to feel the pain of losing something more intensely than the pleasure of gaining an equivalent amount, a tendency known as loss aversion. Consider an investor who refuses to sell a declining stock, clinging to the hope that its price will eventually recover, even when all available evidence indicates that selling and reinvesting elsewhere would be more rational. As a result, loss aversion frequently pushes individuals toward ___________ rather than toward the outcome that would maximize their overall welfare.

When someone's heart suddenly stops beating, the brain begins to suffer damage within minutes unless blood keeps circulating, which is why the actions taken by an ordinary bystander before paramedics arrive can matter as much as the treatment given at the hospital. (A) Studies show that a person who receives CPR immediately from someone nearby is far more likely to survive than one who waits for professional help to arrive. (B) Despite this, many people hesitate to start chest compressions, worried that they might break a rib or make the situation worse. (C) Medical instructors respond to this fear: a cracked rib heals, but a brain deprived of oxygen for too long does not.

Sunny Beach Rentals makes it easy for visitors to enjoy the beach without buying their own gear. (A) To rent equipment, visitors simply need to show identification and pay a small refundable deposit. (B) Customers can choose from beach umbrellas, folding chairs, snorkeling gear, paddleboards, and life jackets. (C) Renters must return all items by six in the evening, since the shop closes shortly after sunset.

주어진 문장: Without such improvements, even the most generous rewards program cannot compensate for a disappointing product. Building brand loyalty has traditionally been considered one of the most valuable goals in marketing, since loyal customers tend to spend more and recommend products to others. ( ① ) Companies invest significant resources in loyalty programs, offering points, discounts, and exclusive access to encourage repeat purchases. ( ② ) However, some critics argue that these programs manipulate consumers into staying with a brand out of habit rather than genuine satisfaction. ( ③ ) Genuine loyalty, they contend, should be earned through consistent quality and honest treatment of customers. ( ④ ) Furthermore, excessive focus on retaining existing customers can cause companies to neglect innovation, since they assume loyal buyers will continue purchasing regardless of improvements. ( ⑤ ) As markets become more competitive, relying solely on loyalty programs without addressing underlying product quality may ultimately backfire.