F.L. Walz, Inc. v. Hobart Corp.

586 N.E.2d 1314, 224 Ill. App. 3d 727, 167 Ill. Dec. 42, 1992 Ill. App. LEXIS 142
CourtAppellate Court of Illinois
DecidedJanuary 30, 1992
Docket3-91-0284
StatusPublished
Cited by15 cases

This text of 586 N.E.2d 1314 (F.L. Walz, Inc. v. Hobart Corp.) is published on Counsel Stack Legal Research, covering Appellate Court of Illinois primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
F.L. Walz, Inc. v. Hobart Corp., 586 N.E.2d 1314, 224 Ill. App. 3d 727, 167 Ill. Dec. 42, 1992 Ill. App. LEXIS 142 (Ill. Ct. App. 1992).

Opinion

JUSTICE HAASE

delivered the opinion of the court:

The plaintiff, EL. Walz, Inc., brought this action to recover damages from the defendant, Hobart Corporation, alleging breach of contract and interference with contractual and prospective contractual relations. A jury originally returned a verdict for Walz, awarding it $250,000 in compensatory and punitive damages. On appeal, this court affirmed the jury’s verdict of liability, but remanded for a new trial on the damages issue. (F.L. Walz, Inc. v. Hobart Corp. (1987), 157 Ill. App. 3d 334, 510 N.E.2d 1248.) On remand, the jury awarded Walz $252,097.95 in compensatory damages. Hobart appeals.

Walz was a successful franchise agency of Hobart in Peoria from 1966 to 1980, when the agency was terminated. Walz sold and serviced food handling and weighing equipment such as meat saws, wrappers, and scales. Although Walz sold primarily Hobart manufactured equipment, Walz also sold equipment manufactured by other companies. In July 1980, the parties entered into a contract which terminated their agency relationship. It provided that after July 31, 1980, Hobart would treat Walz as any other customer of Hobart repair parts and that it would not discriminate against Walz in the sale of repair parts.

Following the termination of the agency in 1980 and in early 1981, Walz placed a number of orders for Hobart repair parts with not only the Hobart branch in Peoria, but also with Hobart branches in other cities. The Peoria branch, however, did not fill a number of the orders immediately, even though the branch’s inventory control cards indicated that the needed parts were in stock. Walz asserted that Hobart began an intentional scheme to delay, hinder, and prevent Walz from promptly obtaining parts.

A jury found that Hobart’s delay in filling orders was intentional and awarded Walz $55,000 as compensatory and $195,000 as punitive damages. On appeal, this court affirmed the jury’s verdict against Hobart, but reversed and remanded for a new trial on the damages issue. In so doing, it found that the damage study was flawed because it in part compared new Hobart equipment sales before and after the termination agreement. Walz had lost the right to sell new Hobart equipment so damages sustained after termination for new Hobart equipment should not have been included in the study. Instead, the court noted, “a proper measure of damages *** should be based on a comparison of Walz’ sales of Hobart [repair] parts and service before and after the termination.” F.L. Walz v. Hobart Corp. (1987), 157 Ill. App. 3d 334, 341, 510 N.E.2d 1248, 1252.

On remand, the record shows that Walz employee Jody Tabb sorted all of Walz’s invoices from alphabetical to chronological order. Ken Friedman, a Walz repairman for 25 years, then took the 37 boxes of invoices sorted by Tabb and arranged them into three groups: (1) parts and labor for Hobart products; (2) labels and film invoices for Hobart products; and (3) all other invoices such as nonbillable work, non-Hobart work, and new equipment.

Friedman sorted through tens of thousands of invoices in the 37 boxes. When finished, he had separated, into chronological order from 1979 through 1988, eight boxes which contained invoices to customers for repair parts and labor for Hobart products. Friedman testified that he could tell by the invoice and the part number whether the invoice was for a piece of Hobart equipment, even though nobody else would probably be able to tell if it was Hobart-related.

On cross-examination, defense counsel questioned Friedman about nine invoices. Friedman admitted that he had put seven of the nine in the wrong pile. He noted, however, that those mistakes were de minimis in view of the total number of Hobart-related invoices he separated, which was about 9,400.

After he finished sorting, Friedman gave the eight boxes of invoices to Jody Tabb. Tabb then typed a summary of the eight boxes showing the invoice number, the cost for labor, the amount charged for parts, and the amount shown for supplies and mileage. Tabb’s summary was 284 pages and was marked as exhibit No. 47 at trial. From that summary, Walz prepared a one-page summary, showing the totals by year and the monthly average for each. The one-page summary was marked as exhibit No. 48.

Both summaries were provided to Walz’s expert, Dennis Bailey, who relied on them in preparing his damage calculations. Bailey testified that he made certain assumptions in measuring the damage to Walz as a result of Hobart’s wrongful conduct. Bailey assumed that: (1) the timely access to parts was critical to Walz if it was going to maintain and keep its customers; (2) the historical ratio between service and part sales was $1 of Hobart service sales for every $1 of part sales; and (3) the sale of parts produced a 20% gross profit, while the sale of labor and service produced a 331/s% profit.

Bailey further testified that a study of the reduction of supply sales for Hobart equipment in the 17 months following termination of the agency would be a reasonable basis to determine the expected sales of repair parts and service on Hobart equipment to Walz’s customers after termination. This was based on the assumption that customers who continued to come to Walz for supplies for their Hobart equipment after termination would have, all other factors being equal, also come to Walz for their repair parts and service on that same equipment. Using this theory, Bailey first calculated the percentage of reduction of supply sales for Hobart equipment following the termination of the agency. The reduction was 21.38%, which Bailey attributed to fair competition. In that regard, Bailey noted that Walz was able to acquire most supplies from sources other than the Hobart Peoria branch. Bailey then calculated what he would estimate the sale of parts and repair income would be if there were the same proportionate loss of these customers as the decline of supplies for Hobart equipment. This projected income was then compared with actual sales. Bailey opined that the difference was the result of the wrongful acts of Hobart.

Bailey concluded that for the 101 months following termination, Walz should have sold $941,548 in Hobart parts and $941,548 in service on Hobart equipment. Bailey then compared expected sales with actual sales and found that Walz lost $843,446 for that 101-month period. Bailey then multiplied the lost sales figures by a gross profit margin of 20% for parts and 331/3% for service work and concluded that Walz lost $443,413 in gross profits, which represented Walz’s actual damages.

Bailey also testified regarding factors he did and did not consider in his damage study. He explained why gross profits equalled net profits in this case, why the recession in the early 1980’s had no effect on his study, and why he continued his damage projection for an eight-year period. Regarding the eight-year projection of damages, Bailey reasoned that in Walz’s business the equipment being serviced had a useful life of 15 to 30 years. Once a customer lost faith in Walz’s ability to timely obtain a repair part, it was very difficult to keep that customer.

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Cite This Page — Counsel Stack

Bluebook (online)
586 N.E.2d 1314, 224 Ill. App. 3d 727, 167 Ill. Dec. 42, 1992 Ill. App. LEXIS 142, Counsel Stack Legal Research, https://law.counselstack.com/opinion/fl-walz-inc-v-hobart-corp-illappct-1992.