2000 Mitsubishi Eclipsegt 2door Powermoonroof 3liter 6cylinder W/airconditioning on 2040-cars

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Mitsubishi developing new standalone hybrid Evo successor

Mention the name Mitsubishi to different people and you'll likely get two startling different images. Environmentalists will focus on the company's strides in developing EVs, while performance enthusiasts will point you toward the Lancer Evolution. The prevailing wisdom was that Mitsubishi would cancel the latter to concentrate on the former, but the latest intel suggests that the two will be reconciled with a new Evo around the corner.
Although Mitsubishi is reportedly working to streamline its lineup from 23 models on 12 different platforms to 13 models on 7 by 2016, the next Evo will stand as an exception. Like Subaru did with the formerly Impreza-based WRX (or for that matter Nissan with the formerly Skyline-based GT-R), the new Evo won't have anything to do with the next Lancer, which itself will be based on a Renault-Nissan platform.
On that unique platform, Mitsubishi is likely to install a small direct-injection turbo engine (potentially a diesel) that could be based on the 1.1-liter, three-cylinder turbo engine in the XR-PHEV concept we saw in Tokyo, supplemented by small electric motors with lightweight batteries and driving all four wheels through an enhanced version of the company's Super All-Wheel Control system. As to whether the Evo name will carry over, that remains to be seen, but if these reports prove accurate, its spirit could very much live on.

2015 Mitsubishi Outlander Sport Quick Spin

The Mitsubishi Outlander Sport is not new. It is also not sporty. Despite it all, the Outlander Sport is selling better than ever. Between 3,000 and 5,000 people take one of these crossovers home each month. That's good for Mitsubishi, a company clinging to life in the US market. But the Outlander's sales are a mere blip; that's about a week's worth of handshakes and signatures on Ford Escapes, at best. Until new product arrives, this is the stuff Mitsubishi has on the ground to sell, and the company has said it's committed to sticking around. That means I got to spend some time recently with a 2015 Outlander Sport SE with AWC (All-Wheel Control – you know, all-wheel drive). There are updates and changes for 2015, including an available 168-horsepower, 2.4-liter engine for ES and GT models, revised CVT, LED running lamps, thicker glass, better sound insulation, and electric power steering. But because I drove an E, I was locked into the 2.0 liter engine. It's the 4B11, a version of the GEMA engine, co-developed with Hyundai and DaimlerChrysler back in the Cretaceous. Driving Notes The most amazing thing I found after a week with the Outlander Sport is that it can bend the laws of physics. This is not a compact crossover so much as it's a time machine. Swing that door shut, and every trip takes place in 2008. Styling is pretty good. There's not a bad line on the Outlander Sport. It sits right on its relatively short wheelbase, and looks good doing it. I had low expectations for the powertrain. Most of my GEMA engine experienced comes from time with the Jeep Compass and Patriot, which are horrific NVH factories. Mitsubishi's version of this engine is more refined, and has a healthy 148 horsepower and 145 pound-feet of torque. The CVT has been revised to mimic the action of a seven-speed transmission. Why bother? The simulacrum doesn't hold. It's the typical 70/30 CVT split: unobtrusive 70 percent of the time, slippy and weird the other 30 percent. That same 70/30 split applies to on-road behavior. Most of the time, the Outlander Sport drives decently. Those other times, it just wants you to chill. Structural rigidity isn't up there with the segment leaders. Road noise is still higher than I'd have liked. This car has the single worst infotainment system I have ever experienced. Totally refused to pair with my phone, ever. This is not an isolated case for a Mitsu with this headunit.

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.