Bank of America v. Jeff Taylor LLC

358 S.W.3d 848, 2012 Tex. App. LEXIS 528, 2012 WL 208101
CourtCourt of Appeals of Texas
DecidedJanuary 25, 2012
DocketNo. 12-10-00028-CV
StatusPublished
Cited by7 cases

This text of 358 S.W.3d 848 (Bank of America v. Jeff Taylor LLC) is published on Counsel Stack Legal Research, covering Court of Appeals of Texas primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Bank of America v. Jeff Taylor LLC, 358 S.W.3d 848, 2012 Tex. App. LEXIS 528, 2012 WL 208101 (Tex. Ct. App. 2012).

Opinion

OPINION

JAMES T. WORTHEN, Chief Justice.

Bank of America, Fleet Bank d/b/a Fleet Leasing, Bank of America Corporation, and Fleet Boston Financial Corporation d/b/a Fleet Leasing & National Bank (BOA) appeal the judgment of the trial court. They raise three issues on appeal. We affirm.

Background

This case arises out of a dispute between BOA and Appellee, Jeff Taylor LLC d/b/a Innovative Office Systems (Innovative), regarding amounts Innovative contends it is owed under the Sharp Electronics National and Government Accounts Program (the SNAP program).

1. The SNAP Program

Sharp Electronics Corporation (Sharp), which was not a party to the underlying lawsuit, manufactures office equipment such as photocopiers and related products [852]*852as part of its business. To facilitate the sale of these photocopiers to large corporate and governmental entities, Sharp created the SNAP program.

As part of the SNAP Program, Innovative executed an agreement with Sharp (the Representative Agreement) to become a local authorized dealer and servicer of Sharp photocopiers and related office equipment. Also as part of the SNAP program, Sharp executed a separate agreement with BOA called the “Master Program Agreement,” which governed the relationship between Sharp and BOA.1 A third document, the “Dealer Policies and Procedures Manual,” was promulgated by Sharp to explain the procedures for administering the SNAP program, and was incorporated by reference into the Representative Agreement. Jeff Taylor referred to this lengthy document as the “Sharp Bible.”

Through the efforts of local dealers like Innovative, the customers, usually large corporations and governmental entities, entered into transactions with Sharp for the short term rental, longer term lease, or outright purchase of a Sharp photocopier or other office equipment.2 Generally speaking, Innovative was required to be Sharp’s sales force within a certain geographically designated territory in the East Texas area. Also, Innovative was responsible for obtaining delivery of the equipment, installing the equipment at the customer’s place of business, ensuring the equipment was operational, and providing training to the customer’s staff. In the case of rentals and leases, Innovative was also responsible for removal of the equipment at the end of the rental period or expiration of the lease. Innovative was likewise required to service and maintain the equipment. This duty obligated it to make technical repairs and replace essential components such as toner cartridges. Finally, many of the photocopiers contained, and Innovative was required to take, meter readings as necessary for the purpose of calculating “overage charges,” depending on the particular terms of the transaction with the customer.

BOA paid Innovative three primary types of compensation for the products and services Innovative provided under the SNAP Program. First, Innovative was compensated for the installation of the equipment based on an “installation report.” Innovative would forward the installation report to BOA, which triggered BOA’s duty to pay Innovative for the sales/installation or “up-front” compensation. This event also required BOA and Innovative to track the equipment’s usage, which in turn determined the remainder of Innovative’s compensation. The second form of compensation Innovative received was “base rate” compensation. The base rate was generally set compensation based on an allotment of copies allowed the customer each month, which was determined by the underlying contract between the customer and Sharp. This base amount could increase or decrease depending on whether the customer made changes to the rental contract, such as adding or removing equipment, depending on its needs. Innovative also took meter readings to determine whether the customer exceeded the number of allotted copies, and if so, by how many copies. Compensation for the [853]*853excess, if any, was called an “overage charge,” and represented the third form of compensation. The customer’s contract included a “multiplier,” usually between one-half cent and one cent depending on the customer’s contract. The number of copies above the base allotment was multiplied by the multiplier rate, and that amount was paid by BOA directly to Innovative in full. Each month, BOA would send a faxed list of the photocopiers that required meter readings. Innovative called each customer on the list and took the meter readings, recorded them, and faxed the list back to BOA.

BOA used these meter readings, along with the ordinary contractual rental payment for that month, to bill the customer. The Master Program Agreement required BOA to pay Innovative once it invoiced the customer each month. However, customers often delayed in forwarding their meter readings to Innovative, which in turn made it difficult to track the amounts owed on each photocopier. The base rate compensation and the overage charges (which together were often called service and maintenance compensation), were paid together at one time in one check on several different photocopiers for different customers. That is, Innovative received one or two cheeks a month that covered several photocopiers on several accounts. The check was accompanied by a “remittance report,” which listed several pieces of information, including a “due date,” a total amount paid for a particular copier, the name of the client, the model number, and the serial number of the photocopier. However, the reports did not reflect what time period the check covered for a given copier, or whether the base rate was changed during the payment period. Nor did the reports itemize an amount for excess compensation. Thus, with only a total amount on a given machine, and due to the lag that often accompanied submission of the invoice, Innovative could not determine from BOA’s checks and remittance reports the precise work for which BOA was compensating Innovative. Complicating matters is the fact that BOA had the right to assess “charge backs” by which it could debit amounts owed to Innovative on future checks if a given rental agreement was cancelled, terminated, or modified by the customer, BOA, or Sharp.

To further increase the complexity of the arrangement, the customers would often add or remove equipment, which in turn resulted in modifications to the rates and terms of the individual contracts each customer had with Sharp. This would also modify the amount BOA and, consequently, Innovative, would receive each month. Moreover, the transactions were often flexible to accommodate customer needs and to remain competitive in the industry. The Sharp Bible even had a provision notifying Innovative that dealers might not necessarily be paid in strict accordance with the contract because Sharp could modify payment schedules in order to obtain competitive bids and could negotiate special rates. This meant that Innovative could be required to accept reduced compensation in unknown amounts from unknown accounts at unknown times.

During the years Innovative worked with BOA and Sharp in the SNAP Program, there were approximately 100 copiers rented at any given time to the approximately 400 customers they had during the existence of their relationship. To keep track of its work, Innovative created invoices. When Innovative made service calls, it created invoices for the work that was completed. Also, Innovative created invoices when it provided toner cartridges and other parts required for maintenance on the machines.

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Cite This Page — Counsel Stack

Bluebook (online)
358 S.W.3d 848, 2012 Tex. App. LEXIS 528, 2012 WL 208101, Counsel Stack Legal Research, https://law.counselstack.com/opinion/bank-of-america-v-jeff-taylor-llc-texapp-2012.