United States v. David T. Braunstein

281 F.3d 982, 2002 Daily Journal DAR 2122, 2002 Cal. Daily Op. Serv. 1711, 52 Fed. R. Serv. 3d 18, 2002 U.S. App. LEXIS 2866, 2002 WL 257492
CourtCourt of Appeals for the Ninth Circuit
DecidedFebruary 25, 2002
Docket00-10505
StatusPublished
Cited by33 cases

This text of 281 F.3d 982 (United States v. David T. Braunstein) is published on Counsel Stack Legal Research, covering Court of Appeals for the Ninth Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
United States v. David T. Braunstein, 281 F.3d 982, 2002 Daily Journal DAR 2122, 2002 Cal. Daily Op. Serv. 1711, 52 Fed. R. Serv. 3d 18, 2002 U.S. App. LEXIS 2866, 2002 WL 257492 (9th Cir. 2002).

Opinion

PREGERSON, Circuit Judge.

Appellant David T. Braunstein (“Braun-stein”) appeals the district court’s order denying his motion for attorney’s fees pursuant to the Hyde Amendment, 18 U.S.C. § 3006A. Braunstein asserts that he incurred approximately $200,000 in attorney’s fees defending against sixteen federal criminal charges of wire fraud, interstate transportation of goods obtained by fraud, and money laundering. He claims that under the Hyde Amendment, the government is required to pay his attorney’s fees because the prosecution was “vexatious, frivolous, or in bad faith.” We have jurisdiction pursuant to 28 U.S.C. § 1291, and, as we find the prosecution was frivolous, we now reverse.

I.

FACTS and PROCEDURAL HISTORY

A. Braunstein’s Business Dealings With Apple Latin America

Braunstein is a businessman who bought and sold computers, often through two companies he owned, Pacific Rim Technologies Corporation and Almacén. Braun-stein maintained a computer distribution company in California and a computer retail store and refurbishing plant in Tijuana, Mexico. From September 1993 through April 1996, Braunstein bought computers from the Apple Latin America Company (“ALAC”). ALAC is a subdivision of Apple Computer, Inc. (“Apple”), an international computer manufacturer and sales company headquartered in the United States. ALAC is responsible for the sale of Apple products to Mexico, Central America, South America, and the Caribbean.

Brauristein’s business relationship with ALAC consisted primarily of buying excess or obsolete Apple computers at greatly reduced prices. 2 ALAC would ship the computers from Apple’s warehouses in Chicago, California, and Canada to Braun-stein’s warehouse in San Diego. Although Braunstein was known as an ALAC distributor whose sales territory was Mexico, Braunstein sold most of his ALAC inventory within the United States, to an Arizona businessman named Alan Kaplan (“Kap-lan”). 3 Kaplan, in turn, sold the ALAC computers to other Apple resellers and wholesalers in the United States at prices substantially below Apple’s listed wholesale price for such products. ALAC’s former Sales Director referred to distributors like Braunstein and Kaplan as “the Mar- *985 shalls or the T.J. Maxx of the computer industry.” 4

When purchasing Apple products, Braunstein dealt directly with Lopez and Carlos Valladeros (“Valladeros”), ALAC’s regional sales representative for northern Latin America. In addition, Braunstein’s business ventures with ALAC were overseen by Rubio.

Braunstein always paid ALAC up front, in cash. In exchange, he received an additional one percent discount. Lopez estimated that Braunstein’s purchases brought ALAC “about a million dollars a month, which could be about five percent of the sales for Apple Latin America. It could have gone as high as 55 percent of the overall sales of Apple Latin America.” Braunstein’s dealings with ALAC were not, however, formalized by written contract; instead, the parties reached an oral understanding for each deal as to quantity and price. 5 Lopez testified that it was unusual to conduct business with a distributor without a contract, but that “[i]t was done sometimes.”

According to internal and external reports, ALAC “was under pressure to generate high sales volume,” and deals such as the one with Braunstein facilitated that goal. Some of this pressure appears to stem from the fact that ALAC employees worked on commission. According to the postal inspector’s report, if ALAC employees “made their gross margin, unit mix, and revenue, a bonus would be given.” Braunstein’s business was particularly important because he could afford to buy large quantities of product from ALAC. [A]fter the currency devaluation, “most all of the distributors in Mexico were virtually bankrupt,” so that “they really had no credit or cash to purchase any product.”

B. Gray Marketing at ALAC: The Kroll Report

ALAC’s deals with Braunstein benefited ALAC in the short term by increasing the sales volume of products for which there were few, if any, other buyers. But the deals hurt Apple in the long-term by undercutting its ability to generate profitable sales in the United States. ALAC’s business dealings effectively put ALAC’s own distributors (whose sales area was limited to Latin America and the Carribe-an) into direct competition with Apple’s United States distributors. Moreover, Braunstein and Kaplan were selling their Apple inventory within the United States at a much cheaper price than the other United States distributors were offering, which hurt'the sales of those distributors and caused confusion and resentment in the market.

In August 1996, Apple’s management became concerned about the systemic underselling of Apple’s United States distributors by ALAC distributors. Specifically, Apple was concerned that ALAC distributors were engaging in “gray marketing,” which involves the sale of Apple products outside the territory for which they are intended, and at a lower price than Apple would have authorized. Apple hired Kroll Associates (“Kroll”), an international private investigation firm, to look into ALAC’s business practices.

Kroll issued its findings in a fifteen-page written report, on January 7, 1997. The report concluded that, “a potentially signif *986 icant gray market problem existed” at AT,AC and that “[t]here also appear to be a number of issues internal to ALAC which were contributing to the gray market problem.” Kroll based this conclusion on its “preliminary findings, [which] consisted of specialized audits, interviewing selected persons, and reviewing pertinent documentation.”

The following excerpts from the Kroll report summarize its findings and conclusions:

.... ALAC employees were under tremendous pressure to sell large numbers of product, termed “flushing.” Although not specifically stated, the emphasis appear[s] to be on achieving sales volume rather than profit margins.
During the last year or so, ALAC has aggressively sought out new clients.... Changes in ALAC’s policies have now put ALAC in direct competition with U[nited] S[tates] E[xporters], as both now sell to I[n] C[ountry] Distributors].
There was no accountability or penalties related to the [gray] market. ALAC was under pressure to generate high sales volume, and delivered most of its product F[ree] 0[n] B[oard] Miami. Once the product left [the] ALAC warehouse there was little if any effort to ensure it was exported as claimed by the customer.
ALAC does not obtain any of the reporting required under the terms of the signed agreements (which are currently expired) with its customers.
There may also be Apple employees involved in gray marketing activities.

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281 F.3d 982, 2002 Daily Journal DAR 2122, 2002 Cal. Daily Op. Serv. 1711, 52 Fed. R. Serv. 3d 18, 2002 U.S. App. LEXIS 2866, 2002 WL 257492, Counsel Stack Legal Research, https://law.counselstack.com/opinion/united-states-v-david-t-braunstein-ca9-2002.