Wisconsin Department of Revenue v. William Wrigley, Jr., Co.

505 U.S. 214, 112 S. Ct. 2447, 120 L. Ed. 2d 174, 6 Fla. L. Weekly Fed. S 530, 92 Cal. Daily Op. Serv. 5186, 60 U.S.L.W. 4622, 92 Daily Journal DAR 8386, 1992 U.S. LEXIS 3694
CourtSupreme Court of the United States
DecidedJune 19, 1992
Docket91-119
StatusPublished
Cited by162 cases

This text of 505 U.S. 214 (Wisconsin Department of Revenue v. William Wrigley, Jr., Co.) is published on Counsel Stack Legal Research, covering Supreme Court of the United States primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Wisconsin Department of Revenue v. William Wrigley, Jr., Co., 505 U.S. 214, 112 S. Ct. 2447, 120 L. Ed. 2d 174, 6 Fla. L. Weekly Fed. S 530, 92 Cal. Daily Op. Serv. 5186, 60 U.S.L.W. 4622, 92 Daily Journal DAR 8386, 1992 U.S. LEXIS 3694 (1992).

Opinions

[216]*216Justice Scalia

delivered the opinion of the Court.

Section 101(a) of Public Law 86-272, 73 Stat. 555, 15 U. S. C. §381, prohibits a State from taxing the income of a corporation whose only business activities within the State consist of “solicitation of orders” for tangible goods, provided that the orders are sent outside the State for approval and the goods are delivered from out of state. The issue in this case is whether respondent’s activities in Wisconsin fell outside the protection of this provision.

I

Respondent William Wrigley, Jr., Co., is the world’s largest manufacturer of chewing gum. Based in Chicago, it sells gum nationwide through a marketing system that divides the country into districts, regions, and territories. During the relevant period (1973-1978), the midwestern district included a Milwaukee region, covering most of Wisconsin and [217]*217parts of other States, which was subdivided into several geographic territories.

The district manager for the midwestern district had his residence and company office in Illinois, and visited Wisconsin only six to nine days each year, usually for a sales meeting or to call on a particularly important account. The regional manager of the Milwaukee region resided in Wisconsin, but Wrigley did not provide him with a company office. He had general responsibility for sales activities in the region, and would typically spend 80-to-95% of his time working with the sales representatives in the field or contacting certain “key” accounts. The remainder of his time was devoted to administrative activities, including writing and reviewing company reports, recruiting new sales representatives, making recommendations to the district manager concerning the hiring, firing, and compensation of sales representatives, and evaluating their performance. He would preside at full-day sales strategy meetings for all regional sales representatives once or twice a year. The manager from 1973 to 1976, John Kroyer, generally held these meetings in the “office” he maintained in the basement of his home, whereas his successor, Gary Hecht, usually held them at a hotel or motel. (Kroyer claimed income tax deductions for this office, but Wrigley did not reimburse him for it, though it provided a filing cabinet.) Mr. Kroyer also intervened two or three times a year to help arrange a solution to credit disputes between the Chicago office and important local accounts. Mr. Hecht testified that he never engaged in such activities, although Wrigley’s formal position description for regional sales manager continued to list as one of the assigned duties “[r3epresent[ing]’ the company on credit problems as necessary.”

The sales or “field” representatives in the Milwaukee region, each of whom was assigned his own territory, resided in Wisconsin. They were provided with company cars, but not with offices. They were also furnished a stock of gum [218]*218(with an average wholesale value of about $1,000), a supply of display racks, and promotional literature. These materials were kept at home, except that one salesman, whose apartment was too small, rented storage space at about $25 per month, for which he was reimbursed by Wrigley.

On a typical day, the sales representative would load up the company car with a supply of display racks and several cases of gum, and would visit accounts within his territory. In addition to handing out promotional materials and free samples, and directly requesting orders of Wrigley products, he would engage in a number of other activities which Wrigley asserts were designed to promote sales of its products. He would, for example, provide free display racks to retailers (perhaps several on any given day), and would seek to have these new racks, as well as pre-existing ones, prominently located. The new racks were usually filled from the retailer’s existing stock of Wrigley gum, but it would sometimes happen — perhaps once a month — that the retailer had no Wrigley products on hand and did not want to wait until they could be ordered from the wholesaler. In that event, the rack would be filled from the stock of gum in the salesman’s car. This gum, which would have a retail value of $15 to $20, was not provided without eharge. The representative would issue an “agency stock check” to the retailer, indicating the quantity supplied; he would send a copy of this to the Chicago office or to the wholesaler, and the retailer would ultimately be billed (by the wholesaler) in the proper amount.

When visiting a retail account, Wrigley’s sales representative would also check the retailer’s stock of gum for freshness, and would replace stale gum at no cost to the retailer. This was a regular part of a representative’s duties, and at any given time up to 40% of the stock of gum in his possession would be stale gum that had been removed from retail stores. After accumulating a sufficient amount of stale product, the representative either would ship it back to [219]*219Wrigley’s Chicago office or would dispose of it at a local Wisconsin landfill.

Wrigley did not own or lease real property in Wisconsin, did not operate any manufacturing, training, or warehouse facility, and did not have a telephone listing or bank account. All Wisconsin orders were sent to Chicago for acceptance, and were filled by shipment through common carrier from outside the State. Credit and collection activities were similarly handled by the Chicago office. Although Wrigley engaged in print, radio, and television advertising in Wisconsin, the purchase and placement of that advertising was managed by an independent advertising agency located in Chicago.

Wrigley had never filed tax returns or paid taxes in Wisconsin; indeed, it was not licensed to do business in that State. In 1980, petitioner Wisconsin Department of Revenue concluded that the company’s in-state business activities during the years 1973-1978 had been sufficient to support imposition of a franchise tax, and issued a tax assessment on a percentage of the company’s apportionable income for those years. Wrigley objected to the assessment, maintaining that its Wisconsin activities were limited to “solicitation of orders” within the meaning of 15 U. S. C. § 381, and that it was therefore immune from Wisconsin franchise taxes. After an evidentiary hearing, the Wisconsin Tax Appeals Commission unanimously upheld the imposition of the tax. CCH Wis. Tax Rep. ¶ 202-792 (1986). It later reaffirmed this decision, with one commissioner dissenting, after the County Circuit Court vacated the original order on procedural grounds. CCH Wis. Tax Rep. ¶ 202-926 (1987). The County Circuit Court then reversed on the merits, CCH Wis. Tax Rep. ¶ 203-000 (1988), but that decision was in turn reversed by the Wisconsin Court of Appeals, with one judge dissenting. 153 Wis. 2d 559, 451 N. W. 2d 444 (1989). The Wisconsin Supreme Court, in a unanimous opinion, reversed yet once again, thus finally disallowing the Wisconsin tax. [220]*220160 Wis. 2d 53, 465 N. W. 2d 800 (1991). We granted the State’s petition for certiorari, 502 U. S. 807 (1991).

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505 U.S. 214, 112 S. Ct. 2447, 120 L. Ed. 2d 174, 6 Fla. L. Weekly Fed. S 530, 92 Cal. Daily Op. Serv. 5186, 60 U.S.L.W. 4622, 92 Daily Journal DAR 8386, 1992 U.S. LEXIS 3694, Counsel Stack Legal Research, https://law.counselstack.com/opinion/wisconsin-department-of-revenue-v-william-wrigley-jr-co-scotus-1992.