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thereby weakening Bravo. Using the record and our best judgment,
we find that Bravo would have lost about one-third of its
business (from loss of sales and efficiency due to lost
personnel) if Mr. Langdon had reentered the market.
(e) The seller's business expertise in the industry. Mr.
Langdon had 46 years of experience with every phase of the beer
distribution business and had built BDC to be the leading
distributor in the region. His expertise cannot be doubted.
(f) The seller's relationships with customers, suppliers,
and others in the business. Mr. Langdon had cultivated business
and personal relationships with his customers and suppliers over
many years. It is reasonable to assume they would have been
loyal to him.
(g) The buyer's interest in eliminating competition.
Bravo's need and desire to eliminate competition from Mr. Langdon
were clear from the beginning of negotiations. Indeed, the sale
was contingent on a strong covenant not to compete. As noted
above, there were good reasons for this. Bravo might not have
survived if Mr. Langdon had gone into competition with it.
(h) The duration and geographic scope of the covenant.
Five years was a reasonable length of time to extend the
covenant. Mr. Langdon would have been 76 years old by the time
it expired and not likely to reenter the market after a 5-year
hiatus. The geographic scope of the covenant was also
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