McNeilus Companies, Inc. v. Sams

971 S.W.2d 507, 1997 Tex. App. LEXIS 5427, 1997 WL 634358
CourtCourt of Appeals of Texas
DecidedOctober 16, 1997
Docket05-97-00900-CV
StatusPublished
Cited by19 cases

This text of 971 S.W.2d 507 (McNeilus Companies, Inc. v. Sams) 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
McNeilus Companies, Inc. v. Sams, 971 S.W.2d 507, 1997 Tex. App. LEXIS 5427, 1997 WL 634358 (Tex. Ct. App. 1997).

Opinion

OPINION

LAGARDE, Justice.

Pursuant to a contractual covenant not to compete, appellants McNeilus Companies, Inc. and McNeilus Financial, Inc. d/b/a *508 McNeilus Truck and Manufacturing Co. 1 seek to enjoin their former employee, appel-lee George Preston Sams, from working for a McNeilus competitor. Finding that the non-competition agreement was unreasonably broad, the trial court denied McNeilus’s application for a temporary injunction. This interlocutory appeal followed. McNeilus asserts two points of error. First, McNeilus contends that the trial court abused its discretion in denying the temporary injunction. Because the evidence of the reasonableness of the agreement was conflicting, we conclude the trial court did not abuse its discretion; consequently, we overrule point of error number one. In its second point of error, McNeilus contends that, having found the noncompetition agreement was unreasonably broad, the trial court abused its discretion in refusing to reform the agreement. Because we conclude that the statute authorizing interlocutory appeals does not encompass an appeal of a refusal to reform a noncompetition agreement, we dismiss point of error two for want of jurisdiction. Having found no merit in point of error number one, we affirm the trial court’s order.

Factual and Procedural Background

McNeilus manufactures and sells concrete mixers and refuse trucks and parts. In April 1996, McNeilus hired Sams for a sales position. When he was hired, Sams signed an employment agreement that included a non-competition clause. The noncompetition clause provided that should Sams leave the employ of McNeilus, he would be prohibited during the next three years from working in any capacity for a McNeilus competitor within the states of Texas, Louisiana, Arkansas, and Oklahoma. 2 Sams voluntarily left the employ of McNeilus after working there less than eight months. A few months later, he went to work for Construction Equipment Parts Incorporated (“CEPI”), a direct competitor of McNeilus. When McNeilus learned that Sams was working for CEPI, it filed this lawsuit to enforce the covenant not to compete. After granting a temporary restraining order, the trial court conducted an evidentiary hearing on McNeilus’s application for temporary injunction. Stan Roberts and Chris O’Neal, respectively the former and current local branch managers for McNeilus, and Sams testified at the eviden-tiary hearing.

Roberts testified about the two-tiered training procedures accorded new sales personnel at McNeilus. First, a new salesman is flown to the corporate office in Minnesota where McNeilus’s factory is located and spends approximately two weeks on the assembly line there learning how McNeilus products are constructed. The new salesman then spends two weeks in the corporate sales office learning customer information and information about parts, including how to purchase parts and how McNeilus prices its parts, and general corporate strategy. McNeilus treats all information learned at the corporate training and orientation as a trade secret. We note that although Roberts was able to testify in general about the training that occurs in Minnesota, he could not testify about the specific training Sams received because he was not in Minnesota when Sams underwent training.

The second level of training is at the local branch where the employee will actually work. In Sams’s case, the local branch was referred to as the Dallas office but was actually located in Hutchins. According to Roberts, at the training session in Hutchins, Sams learned the day-to-day operation of the office, and he was provided a list of all *509 McNeilus customers located in the territory served by the Dallas office, namely Texas, Louisiana, Arkansas, and Oklahoma.

Roberts testified that the majority of Sams’s work as a salesman involved receiving incoming calls from customers seeking to order specific parts. Sams would also receive calls from customers who had problems with equipment and needed technical advice. When not receiving an incoming call, Sams made “cold calls” to MeNeilus’s customers soliciting business. Sams was also required to travel within the four-state territory to visit customers. Additionally, Sams participated in a weekly marketing strategy meeting where discussions were held about future plans to pursue customers.

O’Neal explained the need to enforce the noncompetition agreement. He testified that Sams received documents such as customer lists and price information that included the mark-up added by McNeilus. Armed with that information, a McNeilus competitor would know the identity of MeNeilus’s customers, the parts they needed, and where McNeilus obtained the parts. The competitor could then go to the same vendor, purchase the same parts, add a smaller mark-up, and offer to sell the parts to MeNeilus’s customer for a lower price.

O’Neal also testified that Sams’s knowledge about the manufacturing process and the component parts of the cement mixers and other equipment would be valuable to competitors. Similarly, the information Sams learned in the weekly market strategy meetings was important trade information. If such information got out, according to O’Neal, a competitor would have knowledge of parts supplies, pricing information, and upcoming parts special promotions.

O’Neal also explained that the noncompetition agreement was limited to Texas, Oklahoma, Arkansas, and Louisiana because those are the states serviced by the Dallas office. Finally, O’Neal explained that the noncompetition provision lasts for three years because in that time period there are “enough changes in technology and improvements in mixers, and pricing changes due to inflation, that the trade secrets [an employee] may have learned up until that point would become obsolete.”

Sams testified that shortly after he was hired he spent three weeks in Minnesota; however, he disputed that he was provided confidential information during that time. Instead, he testified that he “put trucks together. I mean, as far as how they were manufactured, the steel was there and we just put them together. I mean, that’s all I did.” Sams testified that while he was at McNeilus, no one ever told him that any category of information or documents was confidential or proprietary, or should not be disclosed to anyone outside the company. When Sams left MeNeilus’s employ, he did not take any documents, parts books, or manuals.

At McNeilus, Sams spent approximately sixty percent of his time taking incoming calls for replacement parts, approximately thirty percent of his time dealing with accounts receivable, and the remainder of his time making outgoing sales calls and dealing with inventory. At CEPI, Sams’s duties primarily involved regenerating business from CEPI customers who had not purchased equipment in the last six months. To perform his duties at CEPI, Sams did not use any customer lists or pricing information that he obtained while employed at McNeilus. He did rely on his memory of the contents of the McNeilus parts book; however, according to Sams, the parts book was not a proprietary document but was instead made available to McNeilus customers upon request.

While at McNeilus, Sams sold parts to end users — that is, the people who actually owned or operated the trucks.

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971 S.W.2d 507, 1997 Tex. App. LEXIS 5427, 1997 WL 634358, Counsel Stack Legal Research, https://law.counselstack.com/opinion/mcneilus-companies-inc-v-sams-texapp-1997.