2000 Mitsubishi Eclipse Gt Coupe 2-door 3.0l on 2040-cars

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Junkyard Gem: 2003 Mitsubishi Diamante LS

While Chrysler started selling Dodge- and Plymouth-badged Mitsubishis in the United States starting with the 1971 model year, Americans couldn't buy new cars with the Mitsubishi name until 1983. Thirty-five years later, Mitsubishi is down to just four models on these shores, all of which cater to the lower end of the market. However, from 1992 through 2004, Mitsubishi tackled the luxury market with its Diamante big sedan. Here's a very rare second-to-last-model-year Diamante, spotted in a Denver-area wrecking yard. I have documented plenty of Mitsubishis during my junkyard explorations, but these late Diamantes have been tough to find (though I have spotted a Diamante wagon). Sales of this car weren't great given that Mitsubishi's name didn't exactly resonate with luxury shoppers. Not when there was a Lexus ES around that did the same thing with a proper premium badge and brand. Second-generation Diamantes sold outside of Japan were built in Australia. Mitsubishi got its money's worth with the 6G7 series of V6 engines, starting with the 1986 Galant and continuing in trucks to the present day. Endless Chryslers of the 1980s, 1990s and 2000s also received 6G72 power. This car has the DOHC 3.5-liter 6G74 version, rated at 205 horsepower. The interior is pretty nice, in its turn-of-the-21st-century manner, and the fact that this car has an ignition key means that it's probably an insurance total or a dealership trade-in. The nose shows evidence of a fender-bender, and that's enough to doom a forgotten luxury car like this. Next stop: The Crusher. Related Video: Featured Gallery Junked 2003 Mitsubishi Diamante LS View 20 Photos Auto News Mitsubishi Automotive History Sedan

Japan may aid carmakers facing U.S. tariff threat

TOKYO — Japan is considering giving carmakers fiscal support including tax breaks to offset the impact from trade frictions with the United States and a sales-tax hike planned for next year, government sources told Reuters on Wednesday. Going into a second round of trade talks with the United States on Sept. 21, Japan is hoping to avert steep tariffs on its car exports and fend off U.S. demands for a bilateral free trade agreement that could put it under pressure to open politically sensitive markets, like agriculture. "If the trade talks pile pressure on Japan's car exports, we would need to consider measures to support the auto industry," a ruling party official said on condition of anonymity because of sensitivity of the matter. The auto industry accounts for about 20 percent of Japan's overall output and around 60-70 percent of the country's trade surplus with the United States, making it vulnerable to U.S. action against Japanese exports. Japan's biggest automakers and components suppliers fear they could take a significant hit if Washington follows through on proposals to hike tariffs on autos and auto parts to 25 percent. Policymakers also worry that an increase in the sales tax from 8 percent to 10 percent planned for October 2019, could cause a slump in sales of big-ticket items such as cars and home. Prime Minister Shinzo Abe has twice postponed the tax hike after the last increase from 5 percent in 2014 dealt a blow to private consumption, which accounts for about 60 percent of the economy. To prevent a pullback in demand after the tax hike, the government may consider large fiscal spending later when it draws up its budget for next year, government sources said. "One option may be to greatly reduce or abolish the automobile purchase tax," one of the government sources said. The government is also considering cuts in the automobile tax and automobile weight tax to help car buyers, the source added. Reporting by Izumi Nakagawa and Tetsushi KajimotoRelated Video: Image Credit: Getty Government/Legal Isuzu Mazda Mitsubishi Nissan Subaru Suzuki Toyota Trump Trump tariffs trade

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.