1991 Mitsubishi 3000gt Vr-4 Coupe 2-door 3.0l on 2040-cars

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Junkyard Gem: 1995 Mitsubishi Diamante Station Wagon

Chrysler sold Dodge- and Plymouth-badged Mitsubishis in the United States starting in the early 1970s, but it wasn't until the 1983 model year that Mitsubishi sold cars under their own name on this side of the Pacific. The Diamante made its American debut for the 1992 model year, but it proved unable to steal many sales from the likes of Lexus and Infiniti and not many were sold. Sure, it was big and comfortable, but SUV and minivan sales soon squeezed most wagons out of the American marketplace. Here's a rare '95 station wagon, spotted in a California yard recently. 240,664 miles on the clock, which is much higher than the not-very-trashed interior might suggest. The owner or owners of this car got their money's worth out of it. The 6G72 3.0-liter V6 went into Chrysler minivans, Mitsubishi 3000GTs, and many members of the extended Chrysler K-Car family; production of this versatile engine continued well into our current century. This one was rated at 175 horsepower. Technically, this isn't a Japanese car, since the Diamante wagons were built in Australia. Rumor has it that some 5-speed Diamante wagons were sold in the United States, but I have never seen one. 1995 was the last year for the Diamante wagon in the United States, and the Camry and Accord wagons soon got the axe as well. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. US-market Diamante ads went for a gauzy-focus Infiniti Q45-ish look. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Meanwhile, Japanese-market Diamante ads got roaring engines, macho voiceovers, and dramatic music. Related Video: Featured Gallery Junked 1995 Mitsubishi Diamante Station Wagon View 14 Photos Auto News Mitsubishi Wagon Classics

Mitsubishi Concept GC-PHEV could hint at next-gen Montero [w/video]

In desperate need of some competitive new products, Mitsubishi showed up at the Tokyo Motor Show with three concept vehicles. The most important of them might just be this fullsize Concept GC-PHEV (Grand Cruiser). With its full-time four-wheel-drive system and roughly the right package size, we can only hope it hints at a future design for the Pajero/Montero.
Longer, taller and wider than the current Pajero (which is still offered in other markets), the Concept GC-PHEV is a big SUV with a fuel-efficient plug-in hybrid powertrain. A 335-horsepower, 3.0-liter supercharged V6 and an eight-speed automatic transmission are paired with a 94-hp electric motor and high-capacity battery to provide some serious brawn in a green wrapper. The result is targeted fuel consumption of 15 kilometers/liter on the Japanese cycle (around 35 miles per gallon) to go with an all-electric driving range of more than 25 miles.
Mitsubishi's styling team has arguably done a much better job with this Tokyo trio than we've seen from recent new products like the Outlander and Mirage, possibly suggesting a future design language for the automaker. In true concept car fashion, the design is Concept GC-PHEV is over the top, but it's not hard to imagine a vehicle of this size with similar cues gracing the Mitsubishi lineup at some point in the near future. Likewise, while the concept's interior only seats four, the sheer size of this vehicle could easily allow three rows of seats for a production model.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.