In Re Colonial Ford, Inc.

24 B.R. 1014, 7 Collier Bankr. Cas. 2d 769, 1982 Bankr. LEXIS 5415, 9 Bankr. Ct. Dec. (CRR) 1108
CourtUnited States Bankruptcy Court, D. Utah
DecidedNovember 29, 1982
Docket19-20439
StatusPublished
Cited by27 cases

This text of 24 B.R. 1014 (In Re Colonial Ford, Inc.) is published on Counsel Stack Legal Research, covering United States Bankruptcy Court, D. Utah primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
In Re Colonial Ford, Inc., 24 B.R. 1014, 7 Collier Bankr. Cas. 2d 769, 1982 Bankr. LEXIS 5415, 9 Bankr. Ct. Dec. (CRR) 1108 (Utah 1982).

Opinion

MEMORANDUM OPINION

RALPH R. MABEY, Bankruptcy Judge.

INTRODUCTION AND BACKGROUND

The Bankruptcy Code contains several provisions which promote the private, cooperative, negotiated rebuilding of financially distressed debtors. One of these measures, 11 U.S.C. Section 305(a)(1), is the subject of inquiry in this case. The facts relevant to this inquiry, briefly summarized, are as follows.

In January, 1977, Colonial Ford, Inc., the debtor, ceased operation as an automobile dealership. Since May, 1975, it has been embroiled in litigation with Ford Motor Company, Ford Motor Credit Company, the United States Small Business Administration, and other creditors. This litigation embraces three lawsuits, one of which has journeyed to the Tenth Circuit Court of Appeals and back and resulted in a judgment for $2,897,125 in favor of Ford Credit and against Colonial. Execution on this judgment and liquidation of the former dealership site, which Colonial continues to hold and lease to others, was enjoined by the district court pending resolution of these cases.

In July, 1981, Colonial and its creditors settled their differences. 1 The agreement, in essence, accomplished two objectives. First, with the exception of a single cross- *1015 claim, it concluded all three lawsuits. Second, creditors reduced their claims and gave Colonial nine months to sell or refinance the dealership site; if this did not occur, a decree of foreclosure would be entered. Creditors, in other words, were willing to take less in exchange for an end to the litigation and swifter realization on their claims. 2

Colonial was unable to sell or refinance the property and filed a petition under Chapter 11 on March 30,1982. Ford Credit filed a motion to abstain pursuant to Section 305(a)(1) on June 1. This was heard July 15. The court ruled from the bench August 24. An order was entered September 27. This memorandum decision elaborates the basis for that ruling. 3

THE POLICY OF ENCOURAGING WORKOUTS

Section 305(a)(1) reflects a policy, embodied in several sections of the Code, which favors “workouts”: private, negotiated adjustments of creditor-company relations. 4 Congress designed the Code, in large measure, to encourage workouts in the first instance, with refuge in bankruptcy as a last resort. As noted in the legislative history: “Most business arrangements, that is, extensions or compositions (reduction) of debts, occur out-of-court. The out-of-court procedure, sometimes known as a common law composition, is quick and inexpensive. However, it requires near universal agreement of the business’s creditors, and is limited in the relief it can provide for an overextended business. When an out-of-court arrangement is inadequate to rehabilitate a business, the bankruptcy laws provide an alternative. An arrangement or reorganization accomplished under the Bankruptcy Act binds nonconsenting creditors, and permits more substantial restructuring of a debtor’s finances than does an out-of-court work-out.” H.R.Rep. No. 95-595, 95th Cong., 1st Sess. 220 (1977), U.S. Code Cong. & Admin.News 1978, pp. 5787, 6179-6180. The reasons for blessing the workout are at least threefold.

*1016 First, the workout is expeditious. Debtors and creditors, unbridled by bankruptcy, enjoy a flexibility conducive to speed. By contrast, the “bankruptcy machinery [of] today,” may be “a very time-consuming and hydraheaded kind of delaying structure” which “frequently works to the detriment of creditors.” Hearings on S. 2266 and H.R. 8200 Before the Subcomm. on Improvements in Judicial Machinery of the Senate Comm, on the Judiciary, 95th Cong., 1st Sess. 599 (1977). Indeed, it has been noted, appropos the settlement in this case, that “delay .... is the most costly element in any bankruptcy proceeding and particularly in a business reorganization. The same amount of money received by the senior creditors 4 years from now is worth probably less than half of what would be an amount of money received today. In other words, if [a creditor] can anticipate, after this elaborate procedure, [that he] will receive $1 million, then he would be well-advised and usually is anxious to take $500,-000 today because it’s worth more to him. He has to consider the investment value and the ravages of inflation. This is worth more than the prospect of getting $1 million 4 years from now.” Id. at 490. Many provisions in the Code were fashioned in response to this testimony and as inducements to alacrity in reorganization, including the expansive jurisdiction of the court, the opportunity for creditors to file plans, and modification of the absolute priority rule, to name three. 5 The assist to workouts complements these features of the Code.

Second, workouts are economic. Economy, of course, is improved through expedition, as noted above. But the workout is economic because it avoids the superstructure of reorganization: trustees, committees, and their professional representatives. These and other costs of administration push junior interests “under water,” and because they must be paid at confirmation, diminish prospects for a plan. Moreover, bankruptcy may shipwreck relationships necessary to keep a business afloat. Customers are reluctant to deal with the manufacturer who may not survive to honor the warranty of his product or with the lessor who cannot guarantee the habitability of his premises. The cost of overcoming this reluctance, through marketing campaigns and the like, may be high. Sales will be difficult; prices may be low. Suppliers may dwindle. Costs of credit may increase. “[W]hen word of financial difficulty spreads, the debtor’s own debtors often decline to pay as they would have in the ordinary course, suddenly reporting that the dresses were the wrong size, were the wrong color, or were not ordered.” Coogan, Broude and Glatt, “Comments on Some Reorganization Provisions of the Pending Bankruptcy Bills,” 30 Bus.Law. 1149, 1155 (1975). Likewise, “accounts receivable can deteriorate to an unbelievable extent as soon as word gets around that the debtor is headed for the cemetery.” Hearings on H.R. 31 and H.R. 32 Before the Subcomm. on Civil and Constitutional Rights of the House Comm, on the Judiciary, 94th Cong., 1st Sess., Ser. 27, pt. 1, at 483 (1975). These circumstances, among others, handcuff a debtor doing business in Chapter 11.

Third, the workout is sensible. Workouts contemplate, indeed depend upon, participation from all parties in interest, good faith, conciliation, and candor. The alternative is litigation and its bedfellows — bluff, pettifoggery, and strife. Moreover, the parties who are “on-site,” and prepared by education or experience, are more able than a judge, ill-equipped in resources and training, to rescue a beleagured corporation. “The courtroom,” after all, “is not a boardroom. The judge is not a business consultant.” In re Curlew Valley Associates, 14 B.R. 506, 511 (Bkrtcy.D.Utah 1981).

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Bluebook (online)
24 B.R. 1014, 7 Collier Bankr. Cas. 2d 769, 1982 Bankr. LEXIS 5415, 9 Bankr. Ct. Dec. (CRR) 1108, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-colonial-ford-inc-utb-1982.