1995 Mitsubishi 3000gt Sl Coupe 2-door 3.0l Automatic In Excellent Condition on 2040-cars

Auto blog

Mitsubishi dealers would really like a truck to sell

While Mitsubishi is switching gears to focus on crossovers, that won't address a market that its dealers would like to be in. While answering questions from the press last night, Don Swearingen, executive vice president and COO of Mitsubishi's North American office, mentioned that its US dealers have a pickup truck high on their "shopping lists." In fact, he said that a truck is pretty much at the top. Mitsubishi does already have a small pickup truck it sells in foreign markets, badged as the Triton or L200. However, Swearingen said that just because dealers want a truck doesn't mean it's going to happen, citing various obstacles to bringing one to market. If, for example, Mitsubishi brought over the Triton, the company would have to go through the long, expensive process of certifying it for US safety and emissions regulations, not to mention making sure it fulfilled American buyers' demands. There's also the Chicken Tax, which levees a steep tariff on trucks built outside of the US and imported in. One possible way Mitsubishi could circumvent all of those issues, though, would be to leverage its new partnership with Nissan. Nissan already sells Frontier small pickups in the US, and Mitsubishi could simply redesign that model to suit its style. It's something that both companies are familiar with as well. Mitsubishi previously sold a restyled Dodge Dakota as the Raider, and Nissan allowed Suzuki to rebrand the Frontier to be sold as the Equator for a short time. It would certainly be a quick way to get into the truck market. However, Mitsubishi would also need to decide if such a product would actually be profitable, in addition to satisfying dealers. Related Video:

Mitsubishi Outlander PHEV's US debut pushed back yet again [UPDATE]

UPDATE: The story's been updated to include a response from Mitsubishi. Better late than never, the saying goes, and when it comes to the US debut of the Mitsubishi Outlander Plug-in Hybrid, the key words are "better" and "late." The crossover's debut in the US has already been the subject of a number of delays, and it is will once again having its stateside debut pushed back by a few months, according to Green Car Reports. Instead of a springtime arrival, we're now looking at late summer. We already know that the first US Outlander is an updated model compared to the one currently sold in Europe and Japan, but the Japanese automaker is apparently still tweaking the model to make it better suited for US driving. That means an improved interior and better sound insulation for what will be the 2017 model-year Outlander PHEV, and will likely involve better performance for both drivetrain power and fuel efficiency. "We decided to bring in the Outlander PHEV along with the 2017 Outlander launch," Mitsubishi spokesman Alex Fedorak wrote in an e-mail to Autoblog. "Doing so will allow us to better equip the vehicle for the US market." We doubt major changes are in store, so it still looks like the plug-in Outlander will pair a 2.0-liter gas engine with two electric motors. The crossover PHEV can go about 32 miles on electricity alone, at least, it can on the more lenient European driving cycle. The Outlander PHEV was first slated for a 2014 US debut, but that was pushed back to 2015 because of a battery shortage. More recently, Mitsubishi said this past January that the US debut would take place in April 2016. Overseas, the model continues to make headway when it comes to global market share of plug-in vehicles. Through November, Mitsubishi moved more than 36,000 units of the Outlander Plug-in Hybrid worldwide. That puts it third among plug-in vehicles, trailing only the sales of the Tesla Model S and the Nissan Leaf electric vehicles, according to EV Sales. Featured Gallery Plug In 2014: Mitsubishi Outlander PHEV View 12 Photos News Source: Green Car ReportsImage Credit: Copyright 2015 Sebastian Blanco / AOL Green Mitsubishi Hybrid

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.