Sherwood Ford, Inc. v. Ford Motor Co.
This text of 875 F. Supp. 590 (Sherwood Ford, Inc. v. Ford Motor Co.) is published on Counsel Stack Legal Research, covering District Court, E.D. Missouri primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.
Opinion
SHERWOOD FORD, INC.
and
J. Curt Wells Plaintiffs/Counter-Claim Defendants,
v.
FORD MOTOR COMPANY.
FORD LEASING DEVELOPMENT COMPANY, Defendants/Counter-Claim Plaintiffs,
v.
Ken and Joanne BERDOS, as Individuals and as Co-Trustees of the Berdos Family Trust Counter-Claim Defendants.
United States District Court, E.D. Missouri, Eastern Division.
*591 Ferne P. Wolf, Carr and Korein, St. Louis, MO, Eugene Isaak, Lexington, MA, for Sherwood Ford, Inc., J. Curt Wells.
Kurt David Williams, George E. Feldmiller, Stinson and Mag, Kansas City, MO, for Ford Motor Co., Ford Leasing Development Co.
David M. Dolan, President, Louis J. Garavaglia, Jr., Vatterott and Shaffer, St. Louis, MO, for Ken Berdos, Joanne Berdos.
MEMORANDUM AND ORDER
LIMBAUGH, District Judge.
This matter is before the Court on the Plaintiff's application for a Permanent Injunction to reinstate his franchise with Ford Motor Company and Ford's Motion for Preliminary and Permanent Injunction to terminate his franchise. The Plaintiff initially filed for a temporary restraining order which was denied by this Court on December 14, 1993. Ford Motor has filed a counter claim under the Lanham Act, and its Missouri counterpart, for misappropriation of the Ford trademark and dilution of that trademark. The question of ownership of the dealership site still remains, and there is an outstanding motion for sanctions.
Findings of Fact
In 1983, J. Curt Wells, a St. Louis businessman, entered into a contract with Ford to operate the Sherwood Ford dealership in St. Louis County. As a part of establishing the dealership, the parties negotiated the Ford Sales and Service Agreement (FSSA). This agreement set forth the obligations of both parties. Because the St. Louis area is a multiple point, a term used by Ford to describe areas served by more than one franchise, the performance requirements set out for Mr. Wells were tied in with the performance of other dealers. Mr. Wells was given an assigned share of the market which took into account the characteristics of his primary market area.
The first three years of the franchise were profitable for both Mr. Wells and Ford. *592 Sales were at acceptable levels and Mr. Wells was meeting his requirements.
In 1986, Sherwood Ford reported substandard sales. After numerous letters and phone calls went unanswered, executives from Ford sent registered mail to Mr. Wells to set up a time to meet with the Plaintiff to help him improve sales figures. Sherwood had rated the worst in sales in the multiple point and the worst in Ford's Quality Commitment Program (QCP), a measurement of consumer satisfaction and overall quality. The Q.C.P. rating was the lowest in the St. Louis multiple point and the lowest in the Kansas City region. The Plaintiff was warned that this sort of mismanagement would put him out of business (Def. Ex. B, pp. 1-2).
The next year, sales continued to fall short of target numbers. Ford executives met with Mr. Wells and recommended solutions which included hiring sales managers for different aspects of the dealership, coordinating promotions with Ford, and increasing advertising during special promotions (Def. Ex. C, p. 2).
Not only did the sales figures remain substandard, Sherwood continued to have quality control problems. In October of 1987, a Ford representative met with Mr. Wells to tell him that recent reports, which included the Plaintiff's expulsion from the Better Business Bureau, and a letter to Ford from a customer who had filed a police report after he was physically detained during a sales pitch, were unacceptable.
Because of poor overall performance at the end of 1987, there were preliminary discussions between Ford and Sherwood about relocating the dealership. Both parties wanted to look into the matter further. (Def. Ex. D).
In October of 1988, Mr. Wells wrote to Ford to ask formal approval for a move. He thought that his sales might be improved if he were at a new location. He identified a location near Interstate 270. In his letter to Ford Motor, Mr. Wells reported:
As per my Numerous conversations with J.C. Collins upon the relocation of Sherwood Ford to the area of highway 270, this is a formal request for your approval. Due to the increase in traffic upon Highway 270, I feel this would be advantageous to both Ford Motor Company and Sherwood Ford.
Defense Ex. E.
The people at Ford encouraged Mr. Wells to move the dealership and offered the assistance of the Real Estate division. Mr. Wells never moved the dealership. He put off Ford executives and was evasive when they asked about the move. He made oral commitments which he never fulfilled. Although he had been an eager, early proponent of the move, he was never able to accomplish it.
When the dealership had reported successive years of substandard numbers, executives at Ford tried to encourage production by establishing a Stair-Step program. The program set six month sales goals at above average rates. The program was designed to encourage Mr. Wells to get actively involved in his dealership; however, he continued to neglect the dealership; ignore phone calls and correspondence from Ford, and report sales of a substandard level.
On February 15, 1993, Ford Motor notified Sherwood Ford and Mr. Wells that his franchise would be discontinued. Ford said that he had not met the requirements of their contract in the Ford Sales and Service Agreement. Mr. Wells had failed to provide an adequate dealership facility; failed to promote aggressively the sale of new cars and trucks; failed to promote vigorously the sale of parts; and failed to maintain competent staff (Def. Ex. RRR).
Mr. Wells was given an opportunity to appeal this to the Ford Dealer Policy Board. This Board is composed of three experienced Ford managers who take the job as their last position at Ford in order to create some level of impartiality. Mr. Wells met with the board in Detroit and was given one final opportunity. He did nothing to take advantage of that opportunity. As a part of the termination process, he was sent a waiver of liability which indicated that a failure to reject the waiver would indicate acceptance. He never returned the waiver.
*593 Conclusions of Law
This is an action for a permanent injunction. Like a preliminary injunction, the court must consider:
the threat of irreparable harm; the state of balance between such harm and the injury that granting the injunction will inflict on other parties litigant; the probability that plaintiff will succeed on the merits' and the public interest
Dataphase Systems, inc. v. C.L. Systems Inc., 640 F.2d 109, 113 (8th Cir.1981). In an action for permanent injunction, the standard is essentially the same, except that the Court determines the success on the merits rather than a mere likelihood of success. Amoco Production Co. v. Village of Gambell, Alaska, 480 U.S. 531, 546, 107 S.Ct. 1396, 1404, 94 L.Ed.2d 542 (1987) (citations omitted).
Dealer termination cases come under a federal and a state statute. The federal statute is know as the Automobile Dealer's Day in Court Act 15 U.S.C. § 1221
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875 F. Supp. 590, 1995 WL 37895, Counsel Stack Legal Research, https://law.counselstack.com/opinion/sherwood-ford-inc-v-ford-motor-co-moed-1995.