by Jeff Sovern
Earlier this week, my co-coordinator Deepak Gupta suggested that instead of adopting a so-called compromise providing that consumers agree to arbitration unless they affirmatively opt out, Congress should provide that litigation is the default choice, and consumers should have the opportunity to opt in to arbitration after receiving notice. I imagine this was a tongue-in-cheek suggestion designed to indicate that the compromise was no compromise at all, but I thought it worth pointing out how changing from an opt out to an opt in changes the incentives for businesses. In most opt-out scenarios, businesses fare better if consumers stay with the default, which means businesses have an incentive to reduce the likelihood that consumers opt out. That in turn gives businesses an incentive to present opt-out notices in a way that is likely to get them overlooked. Accordingly, as I noted in an earlier post, businesses write dull, lengthy opt-out notices filled with as much legalese as they can fit in, print them in one color, and adopt other strategies to reduce the likelihood that consumers notice or plow through them. But with opt ins, such as Deepak suggested, businesses benefit if consumers depart from the default. As a result, instead of conveying the information in a way that reduces the chances that consumers will actually take it in, businesses present the information in a fashion that will maximize the likelihood that consumers notice it and opt in. Here's an example I wrote about in 1999:
After the FCC ruled that phone companies seeking to use phone-calling patterns for marketing purposes must first obtain the consumer's permission, the telephone company in my area attempted to secure that permission. Its representatives called and sent mailings to subscribers. The company also set up a toll-free number for consumers with questions. The mailing I received was brief, printed in different colors, and written in plain English. . . . A postage-paid envelope and a printed form were included for consumers to respond. Consumers who accept the offer need only check a box, sign and date the form, and print their name.
Opting In, Opting Out, or No Options at All: The Fight for Control of Personal Information, 74 Washington Law Review 1033, 1102 (1999). The point is that switching from an opt out to an opt in increases the likelihood that businesses will present the information in a way that gets consumers' attention, which in turn increases the likelihood that consumers will make decisions that reflect their actual preferences, rather than blindly doing what businesses want them to do.
Opt in systems do have costs, though. One is the cost to businesses of getting consumer attention and providing a system for the opt in. U.S. West claims that when it tried to get permission from its customers to use their calling patterns, the cost per positive response from consumers reached over the phone was $20.66 while the cost per positive response of consumers reached via direct mail was over $29. And that was back in 1997. The reality, of course, is that probably businesses wouldn't even try to persuade consumers to opt in to pre-dispute arbitration clauses. Not only would they have to incur those costs, but they don't have a persuasive story to tell consumers about why pre-dispute arbitration is in their best interests. And if that's so, then why would anyone ever think an system that imposes arbitration on consumers---whether through an opt out or the current system--serves consumer interests?