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Mitsubishi celebrates 30th anniversary in US with Outlander Sport Limited Edition

The hurrah of the last kind for the Mitsubishi Outlander Sport is this Limited Edition that celebrates 30 years of Mitsubishi Motors in North America. Built in North America as well, the 2013 Outlander Sport Limited Edition gets numerous black trim pieces outside, such as the center bumper, side mirror housings, wheel arch trim and skirting and roof rails. It sits on special Argent wheels.
Open the doors and the darkness continues with available Dove Grey and Black leather seating, and black leather parking brake sleeve, all accented by aluminum brake and accelerator pedals. On this model the six-way power driver's seat is standard. The sole performance mod is a new balancer shaft that makes for quicker acceleration without any penalty in the mileage rating.
You can start saying goodbye to this generation of the Outlander Sport in the high-res gallery above, and read more about it in the press release below.

2013 Pikes Peak Hill Climb, Practice Day 4

The fourth and final practice day of the 91st Pikes Peak International Hill Climb is complete. Tomorrow everyone will make any last-minute adjustments and get their cars, their bits and bobs lined up in the pits for Sunday morning's this-time-it-counts run.
The Unlimited runners took on the top section of the course today, Sébastien Loeb and his big-mouth Peugeot acing the practice test again with a time of 2:11. Rhys Millen's team proved its got the engine issues of two days ago in the Hyundai PM580T sorted out, posting the next-best time at 2:27.16. The reason we had to dip all the way into the hundredths for his time is because he nipped Romain Dumas by just .31 of them, the Frenchman in the Norma M20FC PP running the course in 2:27.47. In fourth came the Frenchman in the monster Mini, Jean-Philippe Dayraut six seconds back at 2:33.
Time Attack competitors, also on the upper section, were led by Paul Dallenbach in the Hyundai Genesis Coupe with a time of 2:36, Porsche pilot Jeff Zwart crossing the line six seconds later at 2:42, fellow Porsche driver David Donner coming in another six seconds back at 2:48. Dallenbach has topped three of the four practice-day sessions, sliding into the second spot behind Donner only on Practice Day 2.

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.