Chrysler Corp. v. Chaplake Holdings, Ltd.

822 A.2d 1024, 2003 Del. LEXIS 269, 2003 WL 21053906
CourtSupreme Court of Delaware
DecidedMay 9, 2003
Docket63,2002, 65,2002
StatusPublished
Cited by60 cases

This text of 822 A.2d 1024 (Chrysler Corp. v. Chaplake Holdings, Ltd.) is published on Counsel Stack Legal Research, covering Supreme Court of Delaware primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Chrysler Corp. v. Chaplake Holdings, Ltd., 822 A.2d 1024, 2003 Del. LEXIS 269, 2003 WL 21053906 (Del. 2003).

Opinion

WALSH, Justice (Retired).

This is an appeal from a jury award of damages in the Superior Court arising from a failed enterprise for the sale and distribution of Lamborghini automobiles in the United Kingdom. The appellant, defendant-below, contends the Superior Court erred in permitting recovery on the theory of promissory estoppel. The ap-pellee has cross-appealed from rulings disallowing a claim for negligent misrepresentation and refusing an award of prejudgment interest. We find no error in the direct appeal and accordingly affirm the judgment and award of damages. We further conclude that the appellant is entitled to pre-judgment interest and reverse and remand as to that claim.

I.

In 1984, David Jolliffe (“Jolliffe”) and David Lakeman (“Lakeman”) formed Chaplake Holdings, Ltd. (“Chaplake”) as equal shareholders. 2 Chaplake owned Vehiclise, Ltd. (“Vehiclise”) and Lamborghini London, Ltd. (“Lamborghini London”). In 1990, Lamborghini London transferred all of its assets and liabilities to Portman Lamborghini, Ltd. (“Port-man”), which was also owned by Chap-lake. 3

Vehiclise held an exclusive concession contract, dating back to 1984, with Auto-mobili Feruecio Lamborghini, S.p.A. (“Lamborghini”) to sell ultra-high end Lamborghini sports cars to consumers in the United Kingdom, Ireland and the Channel Islands. Portman operated an automobile dealership with rights to the Vehiclise concession agreement. Between *1028 1984 and 1987, Portman sold approximately thirty new Lamborghinis each year, making it the largest Lamborghini dealer in the world. At this time, Lamborghini’s average production was only 250 cars per year.

In 1987, Chrysler International, a wholly owned subsidiary of Chrysler Corporation (collectively, “Chrysler”), purchased all outstanding shares of Lamborghini and articulated plans to escalate production from 250 to roughly 5,000 units within five years (the “Expansion Plan”). The Expansion Plan included the production of a new model called the P140, intended as a high volume alternative to the Lamborghini Countach, and its successor model, the Diablo. Chrysler planned to continue production of the Diablo at a volume of approximately 500 per year with a retail price between $200,000 and $800,000. The vision for the P140 was to reach a broader segment of the population by initially producing roughly 2,500 cars per year and by attaching a more “modest” retail price tag of approximately $70,000.

Chrysler had absolute control of the Lamborghini Expansion Plan. Chrysler defined the duties of Lamborghini’s president, and it placed two of its top executives on Lamborghini’s board. One of these individuals, Anthony Richards (“Richards”), acknowledged that Chrysler’s then-Chairman, Lee Iacocca (“Iacocca”), had significant and direct input concerning Lamborghini. Indeed, at the time of Chrysler’s acquisition of Lamborghini, Ia-cocca stated that Chrysler purchased the sports car manufacturer with the intention of expanding its production. 4 The other Chrysler executive placed at Lamborghini, Robert Smith (“Smith”), was charged with reporting Lamborghini’s financial information back to Chrysler. Chrysler personnel were placed at Lamborghini and all moves relating to the Expansion Plan required Chrysler’s approval.

In May of 1987, Emile Novaro (“Nova-ro”), the President of Lamborghini, discussed the Expansion Plan with Jolliffe. Novaro was concerned that Portman, which at that point had been handling only about 30 cars per year, would be unable to accommodate the 300 Lamborghinis destined for its exclusive market once the Expansion Plan was implemented. Nevertheless, Novaro assured Jolliffe that Port-man’s exclusive concession deal with Lamborghini would remain intact as long as Portman expanded its dealership capacity to handle the influx of 270 additional cars per year. Jolliffe agreed to meet with his partner, Lakeman, to determine the feasibility of expanding Portman.

Novaro was injured in an automobile accident in July of 1987, and Richards assumed the role of President of Lamborghini until Novaro was able to return. Shortly thereafter, Richards met with Jol-liffe at Lamborghini’s factory and reiterated Novaro’s promise that Portman would retain its hold on the United Kingdom market if it expanded along with Lamborghini.

*1029 Jolliffe and Lakeman worked with bankers from Credit Suisse and with the accounting firm of Buzzaeott & Co. to develop a feasibility and future business plan (collectively, the “Portman Plan”). The Portman Plan was based on figures provided by Novaro at the May 1987 meeting. It included a progressive increase in shipments from 35 cars in 1987 to 400 cars in 1992, and also factored in Portman’s exclusive worldwide rights to sales of right hand drive Lamborghinis. 5 The Plan also called for tripling the staff at Portman, the construction of new showrooms in Birmingham, Bristol, Manchester, and Glasgow, the purchase of computer equipment and software, and the acquisition and development of real property for a new headquarters. With these capital improvements, Portman was positioned to handle the requisite ten percent of Lamborghini’s prospective output, thus allowing it to maintain exclusivity.

In the Fall of 1987, Chrysler assigned Carl Levy (“Levy”) as Vice President of Lamborghini. Richards described Levy as President Pro Tem of Lamborghini, and Levy told Lakeman that his job was to implement the Expansion Plan. Levy met with Jolliffe, Lakeman, and George Burk-hardt (“Burkhardt”), the head of Credit Suisse’s London office, and Levy confirmed the details of the Expansion Plan and expressed his satisfaction that Port-man was moving forward with its Plan in order to manage the increased volume.

In September 1988, Iacocca spoke to a gathering of Lamborghini dealers and confirmed the Expansion Plan, but extended the time period from five years to six years. Accordingly, Portman and Credit Suisse altered the Portman Plan to compensate for the delay. When Richards introduced Jolliffe to Iacocca, Jolliffe confirmed that Portman, and thus the United Kingdom market, was “on-board” with the Expansion Plan.

Credit Suisse extended Portman an increase in its overdraft facility to pay for the Portman Plan. Lakeman was required to provide a cash guaranty in the amount of £448,568.62 in order to secure the increased overdraft facility. Credit Suisse also requested that Portman hire Howard Mitchinson (“Mitchinson”) as an accountant. Once on board, Mitchinson met with representatives from Lamborghini, including Novaro. They confirmed the details of the Expansion Plan.

In 1989, Chrysler hired Dario Molaschi (“Molaschi”) to act as a representative to European dealers to assist the dealers in preparation for sales of the Lamborghini P140 model. In early 1990, Molaschi visited Portman and confirmed that the Portman Plan was consistent with the Expansion Plan. By this time, Portman had acquired the financing necessary for its Plan, hired additional staff, acquired facilities at a site called Brooklands, and built a new distribution center.

Chrysler’s internal documents also reflect its commitment to Portman.

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Bluebook (online)
822 A.2d 1024, 2003 Del. LEXIS 269, 2003 WL 21053906, Counsel Stack Legal Research, https://law.counselstack.com/opinion/chrysler-corp-v-chaplake-holdings-ltd-del-2003.