2006 Mitsubishi Lancer Evolution Mr Sedan 4-door 2.0l on 2040-cars

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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:

2017 Mitsubishi Mirage G4 has a trunk for your junk

If you're in the market for an inexpensive new car and it absolutely must be a sedan, then the 2017 Mitsubishi Mirage G4 is both of those things. The tiny four-door isn't beautiful, but the vehicle offers buyers optional high-tech amenities like smartphone integration with Apple CarPlay and Android Auto. The little guy debuts at the New York Auto Show and arrives at dealers this spring. The Mirage G4 shares much of its styling with the hatchback but grafts a trunk onto the rear. The stubby front and back make the sedan look charmingly bulbous. There's just something cute about its short, rounded shape. The G4 also uses the hatchback's powertrain. A 1.2-liter three-cylinder with 78 horsepower and 74 pound-feet of torque spins the front wheels. Customers can choose between a five-speed manual or a CVT, Mitsubishi spokesperson Alex Fedorak tells Autoblog. The update for 2017 Mirage five-door also just benefited from larger brakes and a retuned suspension. Look for live photos of the Mirage G4 from the New York Auto Show soon. We're curious to see how the pudgy sedan looks in the real world. Related Video: MITSUBISHI UNVEILS ALL-NEW 2017 MIRAGE G4: A SPIRITED SEDAN WITH STYLE, VALUE, AGILITY AND CONNECTIVITY • Superior fuel economy and super-low Greenhouse Gas Emissions make the Mirage G4 one of the top environmentally conscious gas-powered sedans in the industry • Offers unexpected connectivity in a sub-compact car with Apple CarPlay support and Android Auto NEW YORK, NY March 24, 2016 – Mitsubishi Motors North America, Inc. (MMNA) today unveiled the all-new 2017 Mitsubishi Mirage G4. A sibling to the well-established and popular Mirage hatchback, the all-new Mirage G4 brings consumers a fresh dose of clean style, environmental consciousness, agility, connectivity, affordability and value. The Mirage G4 goes on sale this spring at Mitsubishi showrooms across the country. "A few years ago we entered the subcompact segment with the Mirage hatchback and its popularity with consumers has grown every year with its combination of top fuel economy, attractive pricing and one of the industry's best new car warranties. The new Mirage G4 repeats that value equation in a four-door sedan package," said MMNA executive vice president, Don Swearingen.

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.