2003 Mitsubishi Lancer Evolution Sedan 4-door 2.0l on 2040-cars

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Mitsubishi ready to pull Evo's plug

We have all manner of unofficial metrics in the auto industry. No doubt you've heard some of them, like the butt dyno. Another popular measure is the smiles-per-dollar index - how entertaining is a car versus its price. Cars like the Mazda MX-5 Miata, Scion FR-S and Mini Cooper S, for example, score quite highly, while vehicles like the BMW M5 or Audi RS7 are great to drive, but score lower because of their much higher price tags. For a long time, the king of the smiles-per-dollar index was arguably the Mitsubishi Lancer Evolution X, which blended hair-raising thrills for the price of a well-equipped Ford Fusion Titanium.
Now, it looks like the Evo will need to hand over its title, as this generation of the rally-derived rocket is likely to be Mitsubishi's last - at least for a while. There's been no mention of just when production of the current car will end, so if you're in the market, we'd suggest trying to find a dealer with inventory ASAP. The news comes from the automaker's Japanese mothership, which says the brand will instead focus on utility vehicles and EVs. While there are no direct plans for a successor, an Evo XI as it were, the door remains open for a different kind of beast, according to Mitsubishi.
"Mitsubishi Motors does not have any plans to design a successor with the current concept, as a high-performance four-wheel drive gasoline-powered sedan," said Namie Koketsu, a spokesperson for Mitsubishi, according to Automotive News. "Mitsubishi Motors will explore the possibilities of high-performance models that incorporate electric vehicle technology."

2014 Mitsubishi Lancer to shrink

The aging, oft-forgotten Mitsubishi Lancer won't get a replacement until sometime in 2014, but a new report states that the next-generation model could be a relatively drastic departure from the car you see here. Mitsubishi Motors Corporation President Osamu Masuko told Australian site The Motor Report that the new Lancer will be smaller than the current car, going in a different direction than the vast majority of other automakers.
"The new Lancer will be a very new car, and will be sized somewhere between the current model and its predecessor," Masuko-san told The Motor Report.
There are both pros and cons to this decision. On the plus side, a smaller car means the Lancer will likely have a weight advantage over other vehicles in its class. That said, Mitsubishi will need to find ways to maximize interior space and create efficient packaging in order to still have its compact sedan remain competitive with strong offerings like the Hyundai Elantra, Chevrolet Cruze, Ford Focus and so on.

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.