2006 Mitsubishi Eclipse Gs Hatchback 2-door 2.4l --- Low 36,110 Miles! on 2040-cars

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2017 Mitsubishi Outlander Sport | Affordable outlier

The $10,000 new car, truck or SUV is long dead, and the $15,000 price point is nearly so. To purchase a new vehicle and enjoy everything buying "new" implies (warranty, reasonably new tech, a long life and affordable financing), you have to spend $20,000, probably more like $25,000. We'll take a look at spending that $20K at a Mitsubishi store. If you've forgotten Mitsubishi, don't blame yourself. A generation ago, Mitsubishi's American arm had a financial meltdown, precipitated by a consumer financing plan offering zero interest and zero payments for way-too-many-months. When it was time to make payments customers simply returned the cars, leaving Mitsubishi holding a very expensive inventory worth substantially less than what was owed. Later, of course, the economy had its own meltdown, from which most of America's automotive industry rebounded. But Mitsubishi, with a sparse lineup and little marketing, is still working on that. A recent infusion of Nissan capital will help, as should Nissan's managerial oversight. Despite Mitsubishi's aging lineup, the Outlander Sport stands out - Mitsubishi continued to build it while other manufacturers were belatedly awakening to the subcompact crossover segment. And while its platform is old and its menu of standard and optional equipment dated, if you're on a tight budget you might find it attractive. Dimensionally, the Outlander Sport is a plus-size relative to Mazda's CX-3 and Honda's HR-V. For a detailed comparison of all three entries, visit Autoblog's comparison tool here. The CX-3 boasts the shortest wheelbase (101.2 inches), while the Honda sits at 102.8 inches and the compact Outlander Sport stretches to 105.1. In overall length the Mitsu is close to both the CX-3 (168 inches for the Mazda, 171.5 for the Outlander Sport and 169.1 inches for the HR-V). Finally, the Outlander Sport's 3,000-pound weight is within a belt notch of the Mazda's 2,900 and the Honda's 2,900 (front-wheel drive/manual). The Mitsubishi sheetmetal and stance is reminiscent of Audi's Q5, and while the similarity is coincidental, it's fun to have an upmarket look in a $20,000 car. Of course, once the Outlander Sport is turned on, that upmarket vibe is gone. For your $20K you'll get a 2.0-liter engine offering 148 horsepower, just north of Mazda's 146 and Honda' s 141.

Mitsubishi previews diesel hybrid pickup concept, next-gen EV for Geneva

Mitsubishi has a long history of tidy little pickup trucks, and the Japanese automaker is apparently looking to extend that heritage in a bolder, bigger way with the Concept GR-HEV, a "sport utility hybrid truck."
The future-think show star, slated to be unveiled at next month's Geneva Motor Show, is actually tipped to be a much larger effort - Mitsubishi says it's applying its hybrid technology to a one-ton truck for the first time. The GR-HEV is powered by a complex powertrain composed of a diesel engine and electric motors, which the company believes is better suited to the sort of heavy-duty work required in the segment. The concept also employs full-time four-wheel drive and a development of Mitsubishi's Super All-Wheel Control system (which governs things like stability and brake force control along with an active center differential) as seen on the production Lancer Evolution.
In related news, Mitsubishi has also confirmed that it will show a next-generation electric showcar at Geneva dubbed Concept CA-MiEV. With this new concept (inset photo), the company says it is looking to build on the learnings of its i citycar and take EVs out of their limited urban roles. To that end, the CA-MiEV boasts "next generation EV systems and high density batteries" that give it a range of 186 miles.

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.