Cannon v. Fid. Warranty Servs., Inc., Unpublished Decision (9-19-2006)

2006 Ohio 4995
CourtOhio Court of Appeals
DecidedSeptember 19, 2006
DocketNo. CT2005-0029.
StatusUnpublished
Cited by2 cases

This text of 2006 Ohio 4995 (Cannon v. Fid. Warranty Servs., Inc., Unpublished Decision (9-19-2006)) is published on Counsel Stack Legal Research, covering Ohio Court of Appeals primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Cannon v. Fid. Warranty Servs., Inc., Unpublished Decision (9-19-2006), 2006 Ohio 4995 (Ohio Ct. App. 2006).

Opinion

OPINION
{¶ 1} Plaintiff-appellant David Cannon appeals from the May 9, 2005, Judgment Entry of the Muskingum County Court of Common Pleas denying his request for class certification.

STATEMENT OF THE FACTS AND CASE
{¶ 2} Appellee Fidelity Warranty Services markets and administers extended service contracts that cover repairs to used automobiles. The service contracts are sold by car dealerships to consumers in connection with the sale of a used automobile. Between November 1, 1999, and mid-summer 2003, appellee sold at least 14,527 service contracts to consumers in Ohio through 85 different automobile dealers.

{¶ 3} In order to sell the service contracts, an automobile dealership enters into an administrative agreement with appellee Fidelity. Under the administrative agreements, appellee Fidelity initially provides dealerships with the service contract forms. Appellee Fidelity also reviews customer claims and determines whether a repair or replacement should be authorized.

{¶ 4} Appellee Fidelity and Jim Moran Associates (JMA) are managed by the same management group and the same parent company. Under the administrative agreements, JMA trains automobile dealership employees on sale techniques with respect to the service contracts. The training involves instruction regarding a three step process. The first step involves an interview, the second involves a retail presentation and the third step involves product presentations. Peter Chafetz, Financing and Insurance Specialist at JMA, described the process as follows:

{¶ 5} ". . . Our process is designed to ask straightforward questions of the customer to determine whether or not a need exists. That's what the interview process is all about.

{¶ 6} "The retail presentation is simply giving all of the available options to the customer so that they can make a decision based on their particular need. Once a customer makes their decision, if a customer says yes, there's no need to pursue that product. That customer will purchase it.

{¶ 7} "In the event the customer says no, then there's a process to simply go through a clarification process to identify what the specific objection may be and then to make a presentation to see if the value of that product in the customer's eyes can be built." Deposition of Peter Chafetz at 29. During the product presentation step, the service contract is provided to the customer for review. According to Chafetz, the sales process was developed to ensure that the financing and insurance process [FI] met legal, moral and ethical standards and to give "customers the opportunity to choose the products that they felt were best for them." Id. at 30.

{¶ 8} As part of the sales technique training, JMA provides dealership employees with written training manuals and engages in role playing with the employees. In addition, dealership employees are given a "Word Track Manual", which Chafetz described as a "collection of preprinted outlines of the interview process, the JMA process, and an assortment of product presentations." Deposition of Peter Chafetz at 84. The Word Track Manual contains outlines of suggested customer interview questions. The following testimony was adduced when Chafetz was questioned about the function of the Word Track Manual:

{¶ 9} "A. It provided a source of material for the retail FI managers to study, to practice their — to improve their understanding of the process and an understanding of the wording.

{¶ 10} "Q. And by `the process,' are we talking about the JMA sales process that we identified earlier this morning?

{¶ 11} "A. That is correct.

{¶ 12} "Q. And correct me if I'm wrong, . . . the word track manual . . . explicitly lays out and explains what the JMA sales process is and how it's supposed to work?

{¶ 13} "A. Yes.

{¶ 14} "Q. And it gives examples and additional information for the FI manager to use in order to understand and implement the JMA sales process on an ongoing or forward basis?

{¶ 15} "A. Yes.

{¶ 16} "Q. As well as information and assistance in responding to different issues that might arise while they were implementing the JMA sales process in their daily activities; is that correct?

{¶ 17} "A. Could you be a bit more specific with that question?

{¶ 18} "Q. Sure. Let's look at page 503 here which looks to be the appendix. I notice that there were some sections here that talk about the closes, the box close, the factory warranty good enough close. Correct me if I'm wrong, those sections deal with providing the FI manager a consistent manner in which to respond to various barriers that might come up during the sale process in dealing directly with the customer?

{¶ 19} "A. Yes." That's right. Deposition of Peter Chafetz at 87-88.

{¶ 20} After training dealership personnel, JMA district managers visit dealerships on a monthly basis to monitor the dealership's activities and to determine whether the dealership financing and insurance employees are utilizing the sales process that they were trained to use. The following is an excerpt from Chafetz's deposition testimony:

{¶ 21} "Q. What type of information would customarily they have gathered in preparation for that visit?

{¶ 22} "A. They would be monitoring the numbers as far as how many customers the particular FI manager had seen, what type of product penetrations; in other words, how many products were sold, et cetera. There may be different documents that require signatures, whatever. There may have been specific things that were brought up by the dealer, by a sales manager in the way that things were flowing through the finance and insurance department and they would — because time is an issue, they would be organized and have a list of expectations that they were trying to accomplish.

{¶ 23} "Q. What is the process that the district managers were required to follow at that time if they determined that a particular dealership was not, as you indicated, using the JMA sales process as their individuals were instructed to do?

{¶ 24} "A. They would be instructed to make the dealer or the general manager aware of the situation and their up-line managers as well.

{¶ 25} "Q. I'm sorry? An up-line manager being?

{¶ 26} "A. The person within Jim Moran Associates, Inc. That they reported directly to. We have a hierarchal sales structure.

{¶ 27} "Q. They have to talk to the dealer who effectively owns the business, but they also have to tell their boss?

{¶ 28} "A. Yes. As I mentioned earlier, with eight to fifteen accounts or whatever, the JMA rep is not in the store 24 hours a day throughout the entire month, and our job is to — or the JMA rep's job is to make observations, recommendations and try to ensure that the people understand, A, what to do; B, why it's important to do it. But ultimately, the decision of what the retail finance and insurance manager does is that individual's.

{¶ 29} "Q.

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Bluebook (online)
2006 Ohio 4995, Counsel Stack Legal Research, https://law.counselstack.com/opinion/cannon-v-fid-warranty-servs-inc-unpublished-decision-9-19-2006-ohioctapp-2006.