2008 Mitsubishi Lancer Evolution Gsr Many Xtras! Coilovers Greddy Aem Grimmspeed on 2040-cars

Auto blog

Mitsubishi Outlander PHEV gets major powertrain updates, Geneva reveal

Mitsubishi will put seven of its wares on display during press days at the Geneva Motor Show, the headliner being an updated 2019 Outlander PHEV. Engineers have upgraded the entire hybrid powertrain, starting with the switch from a 2.0-liter Otto cycle gas engine to a 2.4-liter Atkinson cycle gas engine. Mitsubishi hasn't revealed output numbers, but the carmaker promises "higher torque, smoother operation, and overall higher efficiency." Generator output, rear motor output, and lithium-ion drive battery output all go up by 10 percent, and battery capacity gets a 15 percent boost. Going off the specs on the Mitsubishi Cars site, that would take the rear motor up to 66 kWh and the battery capacity from 12 kWh to 13.8 kWh. Along with the extra battery output, the 2019 Outlander PHEV should be expected to switch into EV mode more often, and stay there longer. Two drive modes join the current programming, Sport and Snow sidling up with Normal and 4WD Lock. One must look closely to note the exterior revisions, almost all of which are up front: a new graphic on the front grille, new LED headlights, rectangular foglight bezels, and a more prominent front skid plate. A "more elaborate" two-tone, 18-inch wheel shakes things up along the flanks, a larger rear spoiler holds things down out back. We probably won't get a look at the interior until Geneva, but "new quilted fine leather upholstery, all-new hip-hugging front seats, revised switchgear, a new instrument panel, new trimming, rear A/C outlets, and more" await us. The new Outlander PHEV gets to Europe in late 2018, likely greeted with the same fever that's seen the SUV move 100,000 units there in three years. Related Video:

F1 champ Nigel Mansell is selling Mitsubishis in Jersey

Formula One drivers have a pretty short shelf life, so when they're done racing in grands prix, retired pilots can have a whole second career ahead of them. Jody Scheckter, for example, runs an organic farm. Niki Lauda started an airline. Most move on to other racing series, provide television commentary during race broadcasts, or start their own racing teams. But not Nigel Mansell: he's got a Mitsubishi dealership. Situated on Jersey – not New Jersey, but the British channel island – Mansell Mitsubishi is run by Nigel and his son Leo. It grew out of the service station the Mansells opened fourteen years ago, and out of the Mansell Collection, a used car dealership based in an old Art Deco movie theater, but recently expanded into selling new cars recently with the acquisition of a franchise. The Japanese brand may seem a bit of an odd choice, especially now that it's getting away from performance models and putting more emphasis on plug-in electrics. After all, Nigel won his 1992 Formula One World Championship in a Renault-powered Williams, before that raced for the likes of Ferrari and Lotus, and won the CART title on his debut season in a Lola-Ford. But the Mansells are adamant that they wanted a volume brand, not to deal with the high-priced exotics with which the name might be more readily associated. After all, there are only 100,000 or so people residing on the isle of Jersey, which wouldn't make for a very big customer base for high-end machinery. He and Leo (with whom he raced at Le Mans a few years back) even participated in a two-day training session for new franchisees, where few initially recognized the former champ. And they've got plans to expand as well. But the biggest draw may very well be the star factor, and the Mansells haven't shied away from playing it up, displaying memorabilia from Nigel's racing career around the showroom. After all, the prospect of being taken on a test drive by a former F1 champion may be enough to bring new customers into the showroom who might not have otherwise.

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.