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New Mitsubishi Outlander PHEVs coming to Frankfurt

Mitsubishi is following the unveiling of the heavily refreshed 2016 Outlander at the 2015 New York Auto Show with the European debut of the plug-in hybrid version at this year's Frankfurt Motor Show. The PHEV goes on sale there in September, and a rally-prepped PHEV Outlander is taking part in the Baja Portalegre 500 in Portugal in October. Rumors suggest that the updated plug-in model might come to the US in early 2016. Mechanically, the Outlander PHEV retains separate motors to power the front and rear wheels, but the company has some revisions for the system to make it more efficient. Emissions are cut thanks to reduced engine friction, and acceleration is reportedly quicker, too. In large part, the 2016 PHEV carries over all of the styling and mechanical updates of its non-electrified sibling. That includes the completely new front end that mixes chrome and gloss black for a more interesting look. The plug-in gets a few design cues of its own, including a different shape for the lower bumpers, less chrome down the sides, and some body-color trim. It also rides on a set of two-tone 18-inch wheels. Inside, there's a four-spoke steering wheel and brown, and black leathers are available. Previously offered on the Japanese model, European customers now get access to the Outlander PHEV's vehicle-to-home power system. The tech allows owners to plug in their CUV and provide electricity to their house from the vehicle's battery. Mitsubishi Motors Lineup at 2015 International Motor Show (IAA) Tokyo, August 31, 2015 Improved Outlander PHEV with Dynamic Shield debuts in Europe Tokyo, August 31, 2015 - Mitsubishi Motors Corporation (MMC)'s revamped 2016MY Outlander PHEV, due to go on sale in Europe in September, will make its European debut at the 66th International Motor Show (IAA)*1 Alongside the new Outlander PHEV, MMC will be exhibiting the rally version of the Outlander PHEV to compete in the Baja Portalegre 500 cross-country rally*2 and several production models in a total lineup of 15 vehicles (13 on press days, for more information please see the last page). *1: To be held at the Messe Frankfurt exhibition grounds in Frankfurt am Main, Germany from September 15 through September 27. For more information please access http://www.iaa.de/en/press-room/ (English) *2: A cross-country rally due to be held in the eastern part of Portugal from October 22nd through October 24th.

Ghosn: Restoring Mitsubishi's reputation is biggest challenge

After news that Mitsubishi falsified its fuel economy data on every vehicle it has sold in Japan since 1991, and the tumble in the company's value that followed, the troubled carmaker has an unlikely savior. Nissan has confirmed it will purchase over one third of Mitsubishi's stock, or 34 percent. The stake is valued at $2.2 billion. Ghosn says making Mitsubishi a part of the Renault-Nissan alliance will save billions in development costs. But the merger certainly isn't without challenges. "The biggest challenge is to support Mitsubishi changing itself and growing and being profitable and restoring its reputation," said Ghosn. Nissan is a natural partner for Mitsubishi, and since the fuel economy scandal escalated from discrepancies in the data regarding Mitsubishi-manufactured, Nissan-badged Japan-market vehicles, it makes sense for the company to sweep in and save the day. Nissan itself is partially owned by Renault, and Nissan has a 15-percent stake in the French automaker. Mitsubishi's chairman, Osamu Masuko says that the merger was inevitable, that it "would have happened one day" anyway, according to the New York Times. Carlos Ghosn, chairman of both Nissan and Renault, is confident they will be able to turn Mitsubishi's fortunes around. "We have the track record to make it work", Ghosn said, referring to the Renault-funded rescue of Nissan in the early 2000s. Related Video:

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.