Longtime GMC dealership sues automaker for $15 million over alleged inequitable new-vehicle allocation

A Long Island, N.Y., GMC dealership is suing General Motors for $15 million over allegations of a long-running inequitable allocation of new vehicles, including providing too few cars for the store to meet the automaker’s sales performance requirements.

Sun GMC in Wantagh, N.Y., claims GM “has been wrongfully starving it of inventory to sell, which is causing irreparable harm and damage to Sun’s business and goodwill,” the June 3 federal court complaint asserts. “If GM’s failure to provide a fair and sufficient allocation of inventory continues, its dealership will eventually be forced to go out of business.”

GM has not responded to the lawsuit filed in the U.S. District Court for the Eastern District of New York. GM spokesperson Kevin Kelly said the company doesn’t comment on active litigation.

Sun, a GMC dealership since 1986, said its “discriminatory and unfair allocation” problem has been ongoing since 2018, according to the complaint.

The automaker allocated about 1,200 GMC vehicles to Sun “the approximate level of sales that GM expects from Sun” in 2017, the lawsuit claims. But since then, allocations “have dramatically and consistently decreased to the point that Sun received less than half the number of vehicles it is expected to sell each year.”

GM invoiced it for only 380 new GMC vehicles in 2023, 426 in 2024 and 501 in 2025. “This level of allocation is below what the market demands,” the complaint said.

“GM execs told me, both verbally and in writing, to source inventory from overstocked Buick and GMC dealerships despite the much higher cost,” dealership president Patrick Cassino said in an email.

The cost of doing that “is typically $2,000 more for each vehicle, which is not competitive,” according to the complaint.

Although Sun GMC sells almost every vehicle it receives, GM’s “misleading” quarterly reports present it as performing poorly under its Retail Sales Index ratings, according to the complaint.

Sun GMC sold 420 of 426 vehicles allocated to it in 2024 while it would have had to sell over 900 to receive a “satisfactory” rating under GM’s “materially flawed” internal performance benchmarks, the complaint said. It also alleges competing dealerships have received larger allocations.

The lawsuit claims Sun’s inventory has been so low for the past year — often fewer than 50 vehicles — that the store, with empty outside lots, looks like it’s going out of business.

“Sun has at times put used vehicles on display in its showroom,” it said. “The lack of inventory projects an extremely unsettling image to Sun’s customers, potential consumers and even its employees.”

The low scores prevent Cassino from running for the Buick-GMC National Dealer Council and excludes the store from some award and bonus programs, the complaint alleges. The GMC store is his only dealership.

Dealership lawyer Leonard Bellavia, of Mineola, N.Y., said Sun GMC waited to sue because Cassino “was given false promises prior to COVID that it would be corrected,” and after, he was negotiating with GM to sell his Buick franchise back, which was completed in 2025.

“Thereafter, he attempted to work out a conciliatory resolution, even attended voluntary mediation in 2025 under the false pretense that it would be remedied,” Bellavia told Automotive News in an email. “But GM paid him lip service, at which point he realized litigation was his only recourse.”

The lawsuit includes claims for violations of the Automobile Dealers Day in Court Act, the New York dealer law, breach of contract and breach of the implied covenant of good faith and fair dealing. It seeks at least $15 million in compensatory damages for what Bellavia called “a substantial diminution of blue sky value and several years of operating losses due to selling from an empty shelf,” as well as punitive damages.

Sun GMC also wants the court to order GM to provide enough vehicles for it to meet minimum sales requirements.

Bellavia said he expects Sun will be the first of many dealerships to bring cases alleging “mal-distribution” of vehicles by manufacturers.

“This practice amounts to a constructive termination of the dealership, where an OEM avoids the step sending a termination letter because it cannot identify a default, but seeks to accomplish the same result by cutting off its dealer’s economic lifeline — new vehicle inventory,” he said.

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GMC Dealer Claims GM Starved It Of New Vehicles To Push It Out

Autoblog reported on a lawsuit filed by Sun GMC against General Motors, alleging that GM’s allocation practices deprived the dealership of the inventory needed to operate fairly and meet manufacturer expectations. The article explains that the dealership claims GM supplied an insufficient number of vehicles while still holding the store to aggressive sales targets, creating what the dealer argues was an unfair and damaging business environment.

The case highlights a broader concern for franchise dealers: whether manufacturers can use inventory allocation, performance metrics, and sales expectations in ways that effectively pressure or disadvantage certain stores. Sun GMC is seeking damages and legal relief, and the lawsuit adds to ongoing national conversations about dealer rights, manufacturer obligations, and the protections built into the franchise system.

Read the full article. 

New York GMC Dealer Alleges Discriminatory Allocation in $15 Million Lawsuit

Dealer Agent News covered Sun GMC’s lawsuit against General Motors, focusing on the dealership’s allegations of discriminatory and unfair vehicle allocation. The article reports that Sun GMC’s owner, Patrick Cassino, claims the dealership was not supplied with enough inventory to meet GM’s sales goals, even as GM continued to evaluate the store against those targets. According to the report, the lawsuit seeks $15 million in damages, a jury trial, and a fair supply of new vehicles.

The article also notes that the lawsuit was filed in the U.S. District Court for the Eastern District of New York by Leonard Bellavia of Bellavia Cohen P.C. The case underscores the tension between manufacturer-controlled allocation systems and the practical ability of dealers to satisfy performance requirements when vehicle supply is allegedly limited or unevenly distributed.

Read the full article.

NY Dealership Files $15M Lawsuit Against GM + Auto Gallery Acquires First Michigan Dealership

This Car Dealership Guy weekly roundup included Sun GMC’s lawsuit against General Motors as one of the week’s major automotive retail stories. The summary highlights the dealership’s allegations that GM unfairly limited inventory while continuing to hold the store to sales and performance expectations. The article identifies Leonard Bellavia, founding partner of Bellavia Cohen P.C., as counsel for the dealership.

Because this is a roundup rather than a standalone feature, it may be best used on your website as a secondary media mention. It reinforces the visibility of the Sun GMC lawsuit across industry media and shows that the case was considered significant enough to be included among the week’s leading dealership news stories.

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New York Dealership Files $15M Lawsuit Against General Motors

New York dealership Sun GMC, Inc., has filed a lawsuit against General Motors, seeking $15M in damages and a jury trial. The complaint alleges that the automaker deliberately starved the dealership of inventory in an attempt to drive it out of business.

Filed June 3 in the U.S. District Court for the Eastern District of New York, the lawsuit states that GM has, for several years, grown stingy with the dealership’s inventory, causing a negative impact on the dealer’s customer scores and sales goals.

“Sun cannot sell what it is not supplied,” the lawsuit states.

It all seems like an attempt to put dealership owner Patrick Cassino out of business, according to his attorney, Leonard Bellavia, Esq., founding partner of Bellavia Cohen P.C.

GM representatives did not immediately return an email requesting comment. 

For context: Cassino has been a dealer since 1986 and has owned the dealership in Wantagh, New York, since 1993. 

The dealership’s allocation has been dwindling the past decade or so, to the point that last year, it gave Sun a goal of 1,000 sales, but only supplied half that number, according to the complaint.

The filing also states:

  • In 2017, GM allocated 1,200 vehicles to the dealership, the same amount it was expected to sell, but the amount has lessened every year.

  • Just 380 vehicles were invoiced in 2023, according to the court documents.

  • And in 2024, 426 vehicles were invoiced. Sun sold 420, but still received an “Unsatisfactory” RSI rating.

  • Last year, 501 vehicles were invoiced, but GM’s sales expectation was more than 1,000.

For the past six months, Sun has received fewer than 20 vehicles per month on average.

As a result, Sun’s “large outside lots stand empty” and the dealer has “at times put used vehicles on display in its showroom.”

“Customers drive by and think there’s something wrong,” Bellavia said. “And there is something wrong, but it’s not of his doing. He looks like he’s about to soap the windows.” Leonard Bellavia, Bellavia Cohen P.C.

Zooming in: Bellavia said it’s a nefarious strategy to create a constructive termination, or in legal terms, a de facto termination. 

“By not providing dealers with sufficient inventory, they effectively beat the dealer into economic submission to do whatever the end game is that the manufacturer wants, whether it’s a relocation, a renovation, a sale,” Bellavia said.

Systemic schemes: Sun’s suit argues that GM’s allocation system is rigged in two ways.

  • First, via a tiered “consensus cycle” algorithm that favors higher-tier dealers.

  • The other is through a discretionary pool called the Strategic Targeted Market Initiative (STMI), which  gives regional managers their choice of distributing inventory, the lawsuit states.

  • It also said that GM uses the STMI pool to reward favored dealers, while leaving Sun without its fair share.

Because of that, GM’s use of a performance metric called the Retail Sales Index (RSI), a statewide average-based standard, is a trap.

“Sun’s RSI ratings are directly affected by Defendant’s allocation decisions,” the complaint states. “Such materially reduced inventory levels limit Plaintiff’s ability to meet performance thresholds established by Defendant’s own metrics.”

GM has also expected Sun to sell specific models it never actually supplied, including Sierras and Yukons, according to the lawsuit.

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Powersports Dealerships and the Impact of Recent FTC Notices of Deceptive Pricing

Powersports Dealerships and the Impact of Recent FTC Notices of Deceptive Pricing

In this important National PowerSports Dealer Association webinar, Leonard Bellavia explains the six advertising practices now under heightened FTC scrutiny and provides a practical compliance roadmap for dealership owners and managers.

Topics include hidden fees, rebates, financing offers, inventory listings, personal liability for managers, and the role manufacturers play in MSRP, freight, and setup charges.

If your dealership advertises motorcycles, ATVs, side-by-sides, personal watercraft, or snowmobiles online, this webinar is essential viewing.

Industry braces as Volkswagen Scout lawsuit tests limits of dealer franchise agreements

Industry braces as Volkswagen Scout lawsuit tests limits of dealer franchise agreements

Dealers across the country are keeping a close eye on the Volkswagen–Scout class action lawsuit, and for good reason. In this episode of CBT Now, Len Bellavia, Esq. break sdown what’s happening and why it matters for the dealer network.

You can also read the full article from CBT News here below.

DealerLaw Featured in NYSADA News on OEM Warranty Practices

DealerLaw Featured in NYSADA News on OEM Warranty Practices

DealerLaw founding partner Leonard A. Bellavia, Esq. was recently featured in NYSADA News examining OEM tactics that undermine statutory warranty reimbursement obligations—and the growing legal and legislative efforts to combat them.

The article highlights how certain manufacturers use parts exchange programs, third-party sourcing, and reimbursement loopholes to avoid paying dealers the full retail rates required under state franchise laws. It also outlines emerging initiatives in New York aimed at strengthening enforcement and closing statutory gaps that disadvantage dealers.

DealerLaw continues to advocate nationally for fair warranty reimbursement, OEM accountability, and the enforcement of dealer franchise protections. As always, if dealers don’t invoke their rights, they don’t have them.

Read the full article here and fill out our contact form to set up an initial consultation, at no cost or obligation and one of our attorneys will contact you promptly.

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Len Bellavia examines legal risks in the Ford Amazon CPO program

As automakers test new retail pathways, franchise dealers are closely monitoring where innovation intersects with franchise law. A key example is Ford’s alliance with Amazon, which places certified pre-owned vehicles into a digital retail environment while keeping dealers at the center of the transaction. On today’s episode of CBT Now, Len Bellavia, founding partner of Bellavia Cohen, PC, examines the Ford Amazon CPO initiative through the lens of franchise law, dealer operations, and what this early experiment may signal for the broader retail automotive industry.

At its core, the Ford Amazon program applies only to used and certified pre-owned vehicles, not new inventory. Vehicles remain dealer-owned, dealer-priced, and ultimately delivered through the franchise system. Customers are directed back to the dealership to complete the transaction, keeping the structure within the legal framework that prevents manufacturers from selling directly to consumers.

The model represents a hybrid approach rather than a departure from the franchise system. While Ford previously explored direct sales strategies that were later abandoned, this initiative acknowledges the role dealers play in pricing, inventory management, and fulfillment. In that sense, the program reflects an effort to modernize retail access without fully bypassing existing protections.

Operationally, the structure introduces new considerations for dealers, particularly around trade-ins. Trade values are set within defined limits, including a maximum adjustment of $750 once the vehicle is physically inspected. While this creates consistency on the front end, it also raises questions about how condition-related discrepancies are handled when repairs exceed that threshold.

Return policies add another layer of complexity. While marketing materials have referenced extended return windows, the program rules outline a shorter notification period followed by a limited timeframe to return the vehicle. Managing returned inventory, even temporarily, affects cash flow and inventory turn, especially when vehicles cannot be immediately resold.

Despite these challenges, dealer participation suggests measured interest rather than resistance. The program has launched in select states, including Washington, California, and Texas, where some dealers view it as an opportunity to test whether digital exposure through a platform like Amazon can drive incremental traffic without undermining dealership control.

From a broader perspective, the initiative offers insight into consumer behavior. Fully digital vehicle purchases have yet to gain widespread adoption, even during periods when in-person transactions were limited. Used vehicle buyers, in particular, continue to value physical inspection and dealership interaction before committing to a purchase.

The larger question is not whether this program will dramatically reshape used vehicle sales, but what it may preview for the future. If refinements are made and the model proves workable, similar structures could be explored elsewhere. That possibility keeps dealer councils and legal advisors focused not just on the current framework, but on how future iterations are shaped.

For now, the Ford–Amazon alliance stands as a controlled experiment. It reflects the industry’s effort to balance digital innovation with the practical realities of retail automotive operations, while reinforcing that any evolution of the sales model must continue to operate within the franchise system’s established guardrails.